We are executing a major pivot from a services business to a technology-enabled platform. How do we manage our weekly Scorecard metrics during this transitional phase when our old numbers no longer apply and our new numbers are untested?

Question

Tyler Smith · Accepted Answer

Executing a major strategic pivot while running on data is challenging because your historical benchmarks no longer apply. During this transitional phase, you must resist the temptation to stop tracking data altogether. Instead, you must run a dual-path Scorecard that bridges the gap between your legacy services business and your new technology-enabled platform.

First, maintain a small set of critical metrics for your legacy business. Even as you pivot, you still need to keep the lights on and maintain cash flow. Track the bare minimum numbers required to ensure your existing clients remain satisfied and your current billing cycles stay healthy.

Second, introduce pilot metrics for your new platform. Since you do not have historical data to set realistic targets, treat your initial targets as hypotheses. For example, if you are measuring platform user engagement, set a baseline target based on your best estimate and review it every three weeks.

Make it clear to the leadership team that these new targets are flexible and will be adjusted as you gather real-time data. Use your Level 10 Meeting™ to evaluate whether the metrics you are tracking are actually predicting success in the new model.

As the legacy business winds down and the platform scales up, gradually retire the old metrics and lock in the new ones. This evolutionary approach keeps your team focused and accountable, preventing operational chaos during your pivot.