Once a broken process has been fixed and its Scorecard metric has been green for two quarters, should we keep tracking it on the leadership Scorecard or remove it?

Question

Tyler Smith · Accepted Answer

Scorecards are not museum exhibits. They are active instruments designed to monitor the current health of your enterprise and keep your leadership team focused on operational execution. Your Scorecard has a hard ceiling of 5 to 15 numbers. Every permanent metric you leave on the board prevents you from tracking a new emerging risk or growth bottleneck.

When a previously broken process has demonstrated stability and sustained green status for two consecutive quarters, it has proven that the underlying process and seat accountability are working. At that stage, you should graduate the metric.

Graduating a metric means moving it off the executive leadership Scorecard and transferring it down to the appropriate departmental scorecard. The frontline supervisor or department head will continue tracking it weekly to ensure the standard does not slip. If the metric ever falls into chronic failure at the department level, it can be escalated back to the leadership team as an Issue.

Removing a stabilized metric creates an opening on the leadership Scorecard for a new leading indicator tied to your current quarterly Rocks or V/TO® priorities. Healthy companies rotate two or three Scorecard metrics per year as the business scales and operational bottlenecks migrate to new functional areas.