A balanced scorecard KPI review is a periodic audit of the measures themselves, not of performance against them. Over time scorecards accumulate stale metrics, vanity numbers, and targets that no longer reflect strategy. This review keeps the scorecard honest so the data the leadership team relies on stays meaningful.
Run this quarterly or at least twice a year, separate from your performance reviews. It pairs well with a strategy refresh: when objectives change, the measures that prove them often need to change too. The balanced scorecard, from Kaplan and Norton, is only as good as the measures chosen for each perspective.
Bring the KPI owners and the strategy or analytics people who maintain the data, five to ten people. This is a craft session about measurement quality, so include whoever actually pulls and reports the numbers, not just the executives who read them.
Set the frame clearly: this is about whether each measure is the right one, not whether the team hit it. Work through the four perspectives, asking three questions of every KPI: is it still the right indicator of the objective, is the target calibrated, and is the data reliable. Retire vanity metrics without mercy and pay extra attention to learning and growth, which teams chronically under-measure. Close by confirming the final measure set, its owners, and its data sources.
Keep your scorecard measures sharp. Run it in OrgTP and keep KPIs, targets, owners, and sources documented in one place.
90 minutes total · 6 sections
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