OKRs and KPIs are not interchangeable — and treating them as though they are is the most common reason performance management frameworks collapse within two years of launch. This post provides a precise, practical framework for running both in parallel: separate cadences, separate owners, and an explicit connection layer that ties strategic direction to operational health monitoring.
Most business transformation programmes are measured on the wrong things — go-lives, training completions, and steering committee approvals. This post presents a three-tier KPI framework covering adoption metrics, process performance metrics, and financial benefit metrics, along with the measurement cadence and governance structures mid-market companies need to hold benefits realization accountable after the programme closes.
Practical thinking on project management, AI, and business transformation — straight to your inbox when we publish.
Or follow us on LinkedIn:
Follow StrategyPeeps on LinkedInNo spam. Unsubscribe any time.