Practitioner article
When a green service dashboard answers the wrong question
A service measure can be accurate and still give a CIO too little information to make the next decision.
Research & perspectives
KPI reliability.
Better questions for service leadership.
My doctoral work explores how KPI relevance, review processes and organizational culture shape the way performance measures are used in decision making.
A framework for examining the KPI system
A measure belongs to a wider management system: the objective it represents, the process for keeping it useful and the way people understand and act on it. The articles below translate that perspective into questions and routines for service leaders.
01
Relevance
What business decision and objective does the measure support?
02
Iteration
Who owns its definition, and how is it reviewed as the service changes?
03
Organizational use
Can people explain the measure, understand its context and act on it?
Practical articles
Read article →
Practitioner article
Give every service KPI a review cycle
A measure needs ownership and periodic review as the service changes. Updating the report is only one part of that work.
Practitioner article
Build a service review that leads to action
Performance reporting becomes more useful when people understand the measure, can explain its context and know what action is theirs to take.
The study behind the articles
Hany Taha Badawy Saqr, Key Performance Indicator’s KPIs Reliability in Decision Making: In People Management, Process Optimization and Marketing, DBA dissertation, International Business School of Scandinavia, 4 March 2022.
The thesis describes a cross-sectional questionnaire with fourteen questions: three indexing questions and eleven items grouped across relevance, iteration and corporate culture. It reports 51 individuals contributing 65 area-specific response records because some people responded for more than one area of KPI use.
The response records comprise 42 in people management, 20 in process optimization and three in marketing. The records should not be described as 65 independent respondents.
How to interpret the evidence
The reported results summarize perceptions and agreement with grouped questionnaire items. They do not establish causal effects on decision quality, a universal ranking of the three dimensions or a measured financial return. The uneven sample and repeated responses limit generalization.
The practitioner articles draw on the framework without repeating the thesis’s inferential claims. Illustrative examples and recommended routines are explicitly separated from study findings.
Research and operating results are separate
The service case showing an answered-call rate rising from 46% to 99.8% is a separate operational result. It is not a KPI reliability score or an outcome measured by this dissertation.
Read the service improvement case →From research to a leadership conversation
The purpose is to make performance information more useful to the people responsible for service delivery. If your organization is reviewing its service governance or operating practices, these articles offer a starting point for that discussion.
Discuss your leadership priorities →