Metric hierarchy map

The question it helps answer

Use the metric hierarchy map to organise the reasoning behind this question: How should charter, operating, and activity metrics relate without being confused? The working view makes metric levels, purpose, and horizon visible so discussion can move from general opinion to a specific action or decision.

When to use it

Use the metric hierarchy map when people working on metrics, goals, and business reviews are using different mental models for metric levels, purpose, and horizon, and that difference is changing choices or coordination.

What it is

The metric hierarchy map is a set of connected concepts for examining one situation from several necessary angles. Its core working elements are metric levels, purpose, horizon, and owner. Those elements belong together because each changes how the others should be interpreted or acted on.

Core elements

Metric levels

Define the measure, population, period, source, owner, calculation, baseline, target or reference range, and counterweight. Within the metric hierarchy map, connect this entry to purpose so the relationship can be reviewed rather than inferred.

Purpose

State the intended contribution in plain language and distinguish the enduring purpose from the current plan. Within the metric hierarchy map, connect this entry to horizon so the relationship can be reviewed rather than inferred.

Horizon

Capture horizon only at the level needed to answer: How should charter, operating, and activity metrics relate without being confused? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the metric hierarchy map, connect this entry to owner so the relationship can be reviewed rather than inferred.

Owner

Assign one accountable owner and distinguish final accountability from contributors, reviewers, and people who must be informed. Within the metric hierarchy map, connect this entry to examples so the relationship can be reviewed rather than inferred.

Examples

Use a short fictional scenario to show how the structure changes a choice or action. Keep the example neutral and label any illustrative values as examples. Within the metric hierarchy map, connect this entry to causal links so the relationship can be reviewed rather than inferred.

Causal links

Capture causal links only at the level needed to answer: How should charter, operating, and activity metrics relate without being confused? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the metric hierarchy map, connect this entry to review cadence so the relationship can be reviewed rather than inferred.

Review cadence

Set a review rhythm and define the evidence, threshold, or event that should trigger an earlier review. Within the metric hierarchy map, connect this entry to anti-patterns so the relationship can be reviewed rather than inferred.

Anti-patterns

Capture anti-patterns only at the level needed to answer: How should charter, operating, and activity metrics relate without being confused? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the metric hierarchy map, connect this entry to review cadence so the relationship can be reviewed rather than inferred.