← Company BSC
PERSPECTIVE · CALCULATED FROM 20 METRICS IN YOUR SCOPE
Customer
Weighted 25% of the company scorecard. That weight is Ikigai’s reading of Decision 184/2023 applied at company level (T-01); Q-24 asks whether it is board-approved or ours. The arithmetic below re-runs unchanged when ACF sets the real weights.
HOW THIS NUMBER IS CALCULATED
113
COMPANY CARD SCORE
1 of 5 named metrics
113
ACROSS THE WHOLE REGISTRY
1 of 20 metrics
Both are the unweighted mean of whatever can be scored — A-30, Ikigai’s formula, not ACF’s. Neither is weighted by priority band: a band decides where attention goes in the simulator, and letting it move the score too would mean the number changed when nothing measured changed.
20
IN THE REGISTRY
1
SCORABLE — 5%
19
CANNOT CONTRIBUTE
5
ON THE COMPANY CARD
9% OF THIS PERSPECTIVE'S ATTENTION CAN ACTUALLY BE SPENT
The 25% this perspective carries is split among its members by priority band (13 §A.3). Of that, 91% sits on metrics that cannot be scored at all — so no weighting, however it is set, can reach it. That is the single number that explains why the strategy simulator barely moves.
THE CERTIFICATION QUEUE, IN PRIORITY ORDER
- P2AP-02Approval ratio— No agreed target — there is nothing to be off until the metric owner sets one
- P2CO-01Resolved rate by bucket— No agreed target — there is nothing to be off until the metric owner sets one
- P2CO-09Conduct / complaint rate— Zero target — a ratio score against zero is undefined (Q-34)
- P2NS-01POS activation rate— No agreed target — there is nothing to be off until the metric owner sets one
- P2PD-04Insurance attachment rate— No agreed target — there is nothing to be off until the metric owner sets one
- P3CG-10Data-subject / consent exceptions— Zero target — a ratio score against zero is undefined (Q-34)
EVERY CUSTOMER METRIC IN YOUR SCOPE — HIGHEST PRIORITY FIRST
| METRIC | PRIORITY | SHARE | STATE | VALUE VS TARGET | SCORE | CONTRIBUTES? |
|---|---|---|---|---|---|---|
| Approval ratioON THE COMPANY CARD AP-02 · Appraisal / Underwriting · KPI · LAG | P2 | 9.1% | No target◈MANAGED | 55.2% vs — | — | ✕ No agreed target — there is nothing to be off until the metric owner sets one |
| Resolved rate by bucketON THE COMPANY CARD CO-01 · Collections / Debt Recovery · KPI · LAG | P2 | 9.1% | No target◇MANUAL | 103.7% vs — | — | ✕ No agreed target — there is nothing to be off until the metric owner sets one |
| Conduct / complaint rate CO-09 · Collections / Debt Recovery · KRI · LEAD | P2 | 9.1% | Off target◇MANUAL | 29.4% vs 0.0% | — | ✕ Zero target — a ratio score against zero is undefined (Q-34) |
| POS activation rateON THE COMPANY CARD NS-01 · National Sales Network · KPI · LEAD | P2 | 9.1% | No target◇MANUAL | 33.1% vs — | — | ✕ No agreed target — there is nothing to be off until the metric owner sets one |
| Insurance attachment rateON THE COMPANY CARD PD-04 · Product Development & Marketing · KPI · LAG | P2 | 9.1% | No target◇MANUAL | 61.6% vs — | — | ✕ No agreed target — there is nothing to be off until the metric owner sets one |
| Consent rateON THE COMPANY CARD TS-03 · Telesales · KPI · LEAD | P2 | 9.1% | On target◇MANUAL | 4.5% vs 4.0% | 113 | ✓ in the mean |
| Data-subject / consent exceptions CG-10 · Corporate Governance · KRI · LEAD | P3 | 6.8% | On target◇MANUAL | 4,433.3 vs 0 | — | ✕ Zero target — a ratio score against zero is undefined (Q-34) |
| Collection conduct / complaint rate CG-09 · Corporate Governance · KRI · LEAD | P4 | 4.5% | No target◇MANUAL | 48.0% vs — | — | ✕ No agreed target — there is nothing to be off until the metric owner sets one |
| Refusal rate TS-04 · Telesales · GUARD · LEAD | P4 | 4.5% | No target◈MANAGED | 34.0% vs — | — | ✕ No agreed target — there is nothing to be off until the metric owner sets one |
| Lead → application conversion TS-05 · Telesales · KPI · LEAD | P4 | 4.5% | No target◈MANAGED | 1.7% vs — | — | ✕ No agreed target — there is nothing to be off until the metric owner sets one |
| Application → disbursement conversion TS-06 · Telesales · KPI · LAG | P4 | 4.5% | No target◈MANAGED | 73.0% vs — | — | ✕ No agreed target — there is nothing to be off until the metric owner sets one |
| Active partner count by tier BM-06 · Business Management · KPI · LEAD | P5 | 2.3% | No target◇MANUAL | 339.8 vs — | — | ✕ No agreed target — there is nothing to be off until the metric owner sets one |
| Roll-back / cure rate CO-03 · Collections / Debt Recovery · KPI · LAG | P5 | 2.3% | No target◇MANUAL | 6.4% vs — | — | ✕ No agreed target — there is nothing to be off until the metric owner sets one |
| PTP kept rate CO-07 · Collections / Debt Recovery · KPI · LEAD | P5 | 2.3% | No target◇MANUAL | 58.5% vs — | — | ✕ No agreed target — there is nothing to be off until the metric owner sets one |
| Active POS count NS-02 · National Sales Network · KPI · LEAD | P5 | 2.3% | Stale◇MANUAL | 587.4 vs — | — | ✕ No agreed target — there is nothing to be off until the metric owner sets one |
| Region variance in activation NS-07 · National Sales Network · KPI · LEAD | P5 | 2.3% | No target◇MANUAL | 29.7% vs — | — | ✕ No agreed target — there is nothing to be off until the metric owner sets one |
| Disbursements per day OP-03 · Operations Department · KPI · LAG | P5 | 2.3% | No target◇MANUAL | 154.4 vs — | — | ✕ No agreed target — there is nothing to be off until the metric owner sets one |
| eSign completion rate OP-05 · Operations Department · KPI · LEAD | P5 | 2.3% | No target◇MANUAL | 5.1% vs — | — | ✕ No agreed target — there is nothing to be off until the metric owner sets one |
| Customer complaint resolution TAT OP-12 · Operations Department · KPI · LAG | P5 | 2.3% | No target◇MANUAL | 81.8 vs — | — | ✕ No agreed target — there is nothing to be off until the metric owner sets one |
| Insurance conduct indicator PD-08 · Product Development & Marketing · KRI · LEAD | P5 | 2.3% | No target◇MANUAL | 5.7 vs — | — | ✕ No agreed target — there is nothing to be off until the metric owner sets one |
19 of 20 cannot contribute to the score above. A perspective number computed from the rest is not wrong — it is narrower than it looks, and this table is the width of it.