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KPIs are everywhere. That does not mean organisations understand what they are measuring. One of the most common ways to categorise KPIs is: Leading. Lagging. Useful? Yes. Enough? I do not think so. Performance is rarely one-dimensional. If you only look at the final outcome, you may know whether you won or lost. You may have very little idea why. That is why I use a broader concept in Performantria that I call KPI Dimensions. What are KPI Dimensions? KPI Dimensions are a way of categorising Key Performance Indicators according to the part of the performance journey they help us understand. Instead of relying only on leading and lagging indicators, I typically look across six broad dimensions: Deliverable Adoption Process Performance Outcome Tech Platform They do not need to become rigid boxes. Their purpose is to force us to examine performance from several perspectives. Because a single KPI almost never tells the whole story. Think beyond the final score Imagine launching a new digital product. Revenue is the obvious outcome. If revenue is high, great. If revenue is low, something went wrong. But what? Was the product actually launched as planned? Are customers using it? Is the underlying process efficient? Does the product work properly? Are users satisfied? Is the technical platform stable? Revenue alone cannot answer those questions. You need different types of indicators along the journey. That is what KPI Dimensions provide. 1. Deliverable KPIs Deliverable KPIs answer: Did we actually produce what we said we would produce? They are especially useful in projects, transformation and product development. Examples could include launch readiness, milestones completed, functionality delivered or the completion of a required capability. This is often the first layer of performance. Before asking whether something created value, it helps to know whether it actually exists. But completing the deliverable is not the same as success. A project can deliver everything on time and still produce something nobody uses. That brings us to Adoption. 2. Adoption KPIs Adoption KPIs ask: Are people actually using what we delivered? This might include utilisation, participation, engagement, activation or user uptake. Imagine developing an expensive new system. The project delivers successfully. Everything is green. Six months later, most employees are still using Excel. Was the project successful? From a Deliverable perspective, perhaps. From an Adoption perspective, clearly not. This distinction becomes extremely useful in transformation. Delivery tells you that change was created. Adoption tells you whether change actually entered the organisation. 3. Process KPIs Process KPIs examine: How efficiently and reliably does the work happen? Examples include cycle time, processing time, error rate, rework, throughput or unit cost. These indicators help us understand how work moves through the…
