KPI (Key Performance Indicator)

What are KPIs?

KPIs (Key Performance Indicators) are quantifiable metrics that measure the success of a company, department, or project against defined goals. The “Key” is crucial: KPIs are not all measurable data, but the few truly important metrics that guide strategic decisions.

KPIs translate strategy into numbers. They connect the overarching vision (e.g., “Market leader for business model innovation in the DACH region”) with concrete, measurable results. Combined with OKR (Objectives and Key Results), they form a powerful management system.

Characteristics of good KPIs

• Strategically relevant: Every KPI must be directly linked to a corporate goal
• Measurable: Clearly quantifiable – no vague descriptions like “increase customer satisfaction”
• Action-oriented: If the KPI deteriorates, it must be clear which measures will be taken
• Influencable: The team must be able to influence the KPI through their own work
• Time-bound: Define clear measurement intervals and target dates
• Few but important: 3–5 KPIs per team or area – focus instead of information overload

Types of KPIs

• Leading Indicators: Forward-looking metrics that predict future results (e.g., pipeline volume, website traffic, applications)
• Lagging Indicators: Retrospective metrics that measure past results (e.g., revenue, profit, customer churn)
• Financial KPIs: Revenue, margin, EBITDA, cash flow, revenue per customer
• Customer KPIs: NPS, CLV, CAC, churn rate, customer satisfaction
• Process KPIs: Lead times, error rates, utilization, degree of digitalization
• Innovation KPIs: Number of validated ideas, time-to-market, R&D ratio, innovation rate

KPI examples by business area

Marketing & Sales:

• Organic traffic and keyword rankings (content strategy success)
• Conversion rate (website visitors to leads)
• Cost per lead and qualified leads per month
• Brand search volume (brand awareness)

Startup & scaling:

• MRR / ARR (Monthly/Annual Recurring Revenue)
• CLV/CAC ratio (should be > 3)
• Burn rate and runway (months until cash-out)
• Product-Market Fit score (Sean Ellis test: > 40% “very disappointed”)

SMEs & innovation:

• Revenue share of new products/services ( 3 years old)
• Innovation budget as a percentage of revenue
• Market share in core markets
• Employee satisfaction and retention rate

Defining KPIs: Step by step

1. Clarify strategy: What are the overarching corporate goals? Use OKR or Balanced Scorecard as a framework
2. Identify critical success factors: What needs to happen for the goals to be achieved?
3. Derive KPIs: Define a measurable metric for each success factor – combine leading and lagging
4. Set target values: Ambitious but achievable – based on benchmarks, historical data, or competitor analysis
5. Set up measurement system: Define data sources, collection frequency, and responsibilities
6. Establish review rhythm: Weekly, monthly, or quarterly – review KPIs and derive measures

Common KPI mistakes

• Too many KPIs: If everything is measured, nothing is important – focus on 3–5 per team
• Vanity Metrics: Metrics that look good but do not guide action (e.g., social media followers without conversion)
• Measuring without acting: Collecting KPIs but never taking consequences – then it’s better not to measure at all
• Only lagging indicators: If you only measure revenue, you recognize problems too late – supplement with leading indicators
• KPIs dictated from above: Teams should help shape their KPIs – this increases ownership and understanding
• Static KPIs: Business models change – KPIs must be regularly reviewed and adjusted