We operate three distinct business divisions under one executive team. How do we pick 5 to 15 company Scorecard numbers without blowing past the limit or ignoring a division?

Question

Tyler Smith · Accepted Answer

Running multiple divisions under a single leadership team often tempts owners to create a fifty-row monster Scorecard. That defeats the entire purpose of the Data Component in EOS. The leadership Scorecard must reflect the enterprise health of the business, not the granular mechanics of every business unit.

To stay within the 5 to 15 target, apply a strict allocation filter:

First, establish enterprise-wide health metrics that span all divisions. This includes cash balance, rolling accounts receivable past thirty days, total sales pipeline value, and overall employee retention. These typically consume four to five slots.

Second, give each division exactly two to three seats on the company Scorecard: one leading activity metric for sales or pipeline generation, and one leading throughput metric for delivery or operational execution.

For instance, Division A tracks bids submitted and project delivery milestones hit. Division B tracks demo appointments held and billable utilization percentage. Division C tracks recurring contracts signed and onboarding completion velocity.

All departmental micro-metrics belong on departmental scorecards inside each division's own weekly Level 10 Meeting. If an operational division is struggling, the leadership team will see it immediately through that unit's two or three rollup numbers. If a rollup metric drops below target, it gets dropped to the leadership Issues List to IDS.

You do not need to track every gear in the machine. You only need the gauges that tell you whether each engine is producing forward momentum.