We recently re-engineered our core delivery process, which has completely disrupted our historical Scorecard benchmarks and made our old weekly targets obsolete. How do we establish new baseline targets without losing the ability to track long-term performance trends?

Question

Tyler Smith · Accepted Answer

Process re-engineering is vital for scaling, but it temporarily breaks your ability to use historical data for trend analysis. When you fundamentally change how you deliver value, your old Scorecard targets become irrelevant, and keeping them will only demotivate your team or provide false confidence.

To navigate this transition, you must treat your new process as a clean slate for the first six to eight weeks. Create a separate, temporary section on your weekly Scorecard for these new process metrics. Set initial targets based on your engineering projections or best estimates, but make it clear to the team that these are draft targets subject to change.

During this baseline period, do not obsess over whether the numbers are red or green. Focus instead on the variance and the trend line. Are the numbers stabilizing? Is the team finding the new cadence?

Once you have eight weeks of clean, post-transition data, review the numbers during a quarterly planning session or a dedicated Level 10 Meeting™. Use this real-world data to lock in your permanent weekly targets.

To maintain historical context, document the exact date of the process change in your V/TO® or meeting archives. This allows you to explain the structural shift in performance trends to external stakeholders, such as buyers during due diligence, proving that the change was a deliberate operational upgrade rather than a random drop in productivity.