Strategy, goals and KPI design
Mission, organizational structure, and KPI or OKR frameworks that connect the strategy to what people are measured on.
Case · Venture
An operating system for IT companies, built as a firm.
The same thesis as the rest of this work, taken to its conclusion: a company does not fail on strategy, people, finance or tooling separately — it fails where they disagree. SmartGridence was co-founded to work on all of them as one system.
- Role
- Co-founder
- Practices
- Ten consulting directions
- Approach
- Diagnose → Design → Embed
- For
- IT and technology companies
01 / The thesis
Most of the damage happens between the functions.
- A strategy nobody translated into KPIs that people actually work to.
- A compensation model that quietly rewards the opposite of the stated goal.
- Reporting that describes the past and decides nothing.
- Automation added on top of a process that should have been removed.
02 / What the firm does
Ten directions, meant to be combined rather than bought alone.
Finance and data-driven management
P&L, compensation models, cost allocation, and the dashboards that make them legible.
RMO and people leadership
A Resource Management Office, performance management, and career paths that hold up under growth.
Process, reporting and BI
RACI and workflow design, retrospectives, and reporting built in the tools a company already runs on.
AI automation
Workflow automation and document processing with modern AI, applied after the process is worth automating.
Growth-side practices
Client engagement and sales playbooks, partnership and M&A integration, community, culture, education and talent.
03 / How it engages
Diagnose, design, then stay until it runs.
A client can take a single practice or combine several — the shape stays the same.
- Diagnose — an audit across strategy, structure, process, finance and people.
- Design — frameworks, roles, metrics and automation, built with the client rather than for them.
- Embed — implementation, coaching, and a handover of playbooks and templates.
Ten directions is not a menu. It is an admission that these problems are never found one at a time.
If the functions of your company each look healthy and the whole still underperforms, the problem is in the seams.
Start a conversation →More about the firm: smartgridence.com