| Setting strategic goals and related metrics |
Absence of concrete metrics, trends, and reliable forecasts |
| Aligning the organization and persuading investors |
Unfocused performance |
| Identifying crucial Key Performance Indicators |
Key performance indicators primarily tied to financial metrics |
| Establishing alert thresholds and acting in advance |
Fragmented vision not integrated with the business strategy |
| Keeping the situation under control with key information on trends and prospects 24/7 |
Insufficient automation of indicators |
| Identifying achievable performances and stimulating goal achievement |
Decisions based on intuition rather than data |
| Identifying value-generating activities and letting the rest go |
Poor integration of OKRs into the BSC |
| Formulating new strategies and persuading financial partners |
|