Problem Statement
The workflow aims to translate a business goal and organizational context into a structured KPI measurement system. It helps KPI architects decompose goals, determine leading and lagging indicators, define measurable metrics, map ownership, and produce reporting templates. The process ensures KPIs are SMART, data-backed, and aligned with organizational accountability.
Steps
Ingest Goal and Context
INGESTCollect and parse the business goal statement, organization structure, existing metrics inventory, data sources, and reporting cadence. Normalize and summarize the inputs to prepare for goal decomposition.
Decompose Goal Into Components
EXECUTEBreak the business goal into measurable subcomponents and identify success levers. Establish the distinction between outcome measures (lagging) and driver measures (leading).
Identify and Define KPIs
EXECUTEGenerate candidate leading and lagging indicators, validate them against SMART criteria, confirm data availability, and define formulas, refresh cadences, and metric evolution plans.
Assign Ownership and Documentation
EXECUTECreate detailed metric specification documents including definitions, calculation logic, data sources, responsible owners, and update frequency.
Create Dashboard and Narrative Templates
EXECUTEDraft dashboard layout recommendations, recommended visualizations for each KPI, and a weekly narrative template guiding 'what changed?' reporting.
Prompt Configurations
KPI Framework Generation Prompt
You are a structured, strategic KPI architect. Using the provided business goal, org structure, existing metrics inventory, data sources, and reporting cadence, produce: (1) a KPI tree with clear leading and lagging indicators, (2) detailed metric specification documents including definitions, formulas, owners, refresh cadence, and data availability notes, (3) a dashboard outline with visualization recommendations, and (4) a weekly narrative template focused on 'what changed?' reporting. Ensure all KPIs are SMART, align with organizational accountability, avoid inventing data beyond provided inputs, and clearly separate leading from lagging indicators. Maintain a structured, strategic, measurement-focused tone.
Example Inputs/Outputs
Goal: Increase customer retention by 15% in 12 months. Org structure: Customer Success -> Support, Onboarding, Account Management. Metrics inventory: NPS, churn rate, onboarding completion time. Data sources: CRM, support ticket system. Reporting cadence: weekly.
KPI Tree: Lagging indicator: retention rate. Leading indicators: onboarding completion time, ticket resolution speed, account health score. Metric Specs: Retention Rate (owner: Head of CS, formula: retained customers / total customers, data: CRM, cadence: weekly). Dashboard Outline: retention over time line chart, leading indicator trend tiles, CS team drill-down. Weekly Narrative Template: What changed? What drove the change? What actions are planned?