Organizations rarely suffer from a shortage of KPIs. More often, they suffer from too many indicators, unclear measurement logic, conflicting incentives, and metrics that have become disconnected from the decisions they were supposed to support.

The result is familiar: KPI reports become bureaucratic, employees learn how to optimize the number rather than the outcome, and management receives more data without necessarily gaining more insight.

This session looks at why KPI systems fail and how to redesign them around business context.

We will explore the difference between objectives and indicators, leading and outcome measures, measurement purpose, ownership, target setting, and the risks of turning complex performance into a single number.

Participants will learn a practical way to move from “Which KPIs should we use?” to the more useful question: “What are we trying to understand or improve, and what evidence would help us make better decisions?”

Target audience: strategy leaders, performance-management teams, quality and operational-excellence professionals, PMOs, HR leaders, and managers responsible for designing or reviewing KPIs.

Preferred duration: 30–45 minutes, including Q&A.
Suitable for business and management audiences; no specialist analytics background is required.

The session is practical and example-driven. It focuses on how to design and use KPIs in context rather than presenting a catalogue of generic indicators.