If this is what you care about, here is where to push
Drag the weighting and the platform ranks where a unit of management attention is worth most, names the action for each line, and — the part that matters — tells you what the weighting costs you. 140 metrics considered; nothing here is written anywhere (A-54).
It does not produce a simulated company score. The obvious build is sliders that move a headline number — and that would let anyone tune the weights until the number improves. That is Goodhart’s Law with a user interface. The company scorecard has no single number for the same reason, and a simulator is not the place to reintroduce one.
Drag a column. Or focus one and use the arrow keys — every column is a slider, not a picture. The dashed line on each is the approved weighting, so a drag is read against the board’s view rather than against zero, and the percentages move together because attention is zero-sum — which four number boxes could not show. The shortlist below reorders as you drag.
The result is in the URL, which means a simulation is a link you can send with the argument attached.
Where to push — top 10
Ranked by priority × gap × movability × evidence. Movability is LEAD 1.0 / LAG 0.6 — a lag metric is an outcome you move by moving something else, so attention spent on it directly is worth less this quarter. That factor is an Ikigai assumption (A-55), held as configuration, and ACF should confirm or change it.
| # | METRIC | STATE | LEVERAGE | WHAT TO DO |
|---|---|---|---|---|
| 1 | P1 incident response vs SLA IT-04 · IT Infrastructure & Operations · LEAD | ✕ Off target◈MANAGED 0.7% vs 95.0% · score 1 | 22.3 25% × 0.99 × 1 × 0.9 | WITH ITS GUARD Move it with IT-10 in view (R-G-06). A headline KPI pushed without its guard is how the guard was invented. |
| 2 | Close cycle days FN-06 · Finance & Accounting · LEAD | ✕ Off target◇MANUAL 3,001.5 vs 2 · score 0 | 15.0 25% × 1.00 × 1 × 0.6 | CERTIFY FIRST Certify the measurement before pushing on it (R-G-07). Source is Finance. |
| 3 | DR test currency IT-12 · IT Infrastructure & Operations · LEAD | ✕ Off target◇MANUAL 8.6 vs 180 · score 5 | 14.2 25% × 0.95 × 1 × 0.6 | CERTIFY FIRST Certify the measurement before pushing on it (R-G-07). Source is DR records. |
| 4 | Paper contract received within 5 working days OP-07 · Operations Department · LEAD | ✕ Off target◇MANUAL 4.4% vs 98.0% · score 5 | 14.2 25% × 0.95 × 1 × 0.6 | CERTIFY FIRST Certify the measurement before pushing on it (R-G-07). Source is Ops register. |
| 5 | T+1 fee reconciliation completed OP-11 · Operations Department · LAG | ✕ Off target◈MANAGED 0.7% vs 100.0% · score 1 | 13.4 25% × 0.99 × 0.6 × 0.9 | ACT ON IT Off target by the A-30 ratio. Owner is Head of Operations Department; the data behind it is IT System Development’s. |
| 6 | Gross NPL before write-off + write-off volume CR-09 · Credit Risk & Portfolio Management · LAG | ✕ Off target◇MANUAL 28.4 vs 4 · score 14 | 12.4 40% × 0.86 × 0.6 × 0.6 | CERTIFY FIRST Certify the measurement before pushing on it (R-G-07). Source is T24 → DWH. |
| 7 | Reopened-incident rate IT-10 · IT Infrastructure & Operations · LAG | ✕ Off target◈MANAGED 46.7% vs 5.0% · score 11 | 12.0 25% × 0.89 × 0.6 × 0.9 | ACT ON IT Off target by the A-30 ratio. Owner is Head of Infrastructure & Operations; the data behind it is IT System Planning’s. |
| 8 | Policy currency CG-06 · Corporate Governance · LEAD | ✕ Off target◇MANUAL 37.1% vs 95.0% · score 39 | 9.2 25% × 0.61 × 1 × 0.6 | CERTIFY FIRST Certify the measurement before pushing on it (R-G-07). Source is manual → GRC. |
| 9 | STRAVIS submission timeliness FN-08 · Finance & Accounting · LAG | ✕ Off target◇MANUAL 7.4% vs 100.0% · score 7 | 8.4 25% × 0.93 × 0.6 × 0.6 | CERTIFY FIRST Certify the measurement before pushing on it (R-G-07). Source is Finance. |
| 10 | Direct Disbursement Ratio (DDR)REG CG-01 · Corporate Governance · LEAD | ✕ Off target◇MANUAL 67.4% vs 30.0% · score 45 | 8.3 25% × 0.55 × 1 × 0.6 | NOT A CHOICE Regulatory threshold. This is not a prioritisation choice — it outranks whatever weighting you set. |
Every action above is derived from the metric’s own state — its freshness, its tier, its regulatory flag, its guard, its strategy-map edges. There is no advice engine and no model in this path, which is why the text can be put in front of an executive without a caveat about its origin.
What this weighting costs you
Anyone can build sliders. This is the panel that earns the feature its place — the honest counterweight to a preference, computed as a diff against the approved weighting, and it moves with the columns.
100% of your shortlist is identical to the approved weighting’s. That is not the simulator ignoring you. A weighting cannot create a measurement. Only 37 of 140 metrics in your scope can be scored at all, and they are not spread evenly across the four perspectives — so shifting priority moves the ranking far less than it moves the intent. The table below is the reason, and it is the most useful thing on this page.
| PERSPECTIVE | ATTENTION BOUGHT | IN YOUR TOP 10 | CAN BE SCORED AT ALL |
|---|---|---|---|
| Financial | 40% | 1 | 5 of 32 |
| Customer | 25% | 0nothing to rank | 1 of 20 |
| Internal Process | 25% | 9 | 21 of 69 |
| People & Learning | 10% | 0 | 1 of 19 |
Read that row again. You have bought a quarter or more of your attention in a perspective that contributes nothing to the shortlist. The action is not to re-weight — it is to make that perspective measurable. Until then, prioritising it is a statement of intent with no operational consequence, which is the most expensive kind.
1 off-band regulatory metric falls outside your top 10. A regulatory threshold is not a preference — this is the weighting telling you something about itself.
- Direct Disbursement Ratio (flow basis) — ranked 13
None. Every KPI in the shortlist either has no guard or brought it along.
- You have put 40% of your attention on Financial, where 5 of 32 metrics can be scored at all. The rest are below — unmeasured is not zero, and it is not a low score either.
- You have put 25% of your attention on Customer, where 1 of 20 metrics can be scored at all. The rest are below — unmeasured is not zero, and it is not a low score either.
- You have put 25% of your attention on Internal Process, where 21 of 69 metrics can be scored at all. The rest are below — unmeasured is not zero, and it is not a low score either.
- You have put 10% of your attention on People & Learning, where 1 of 19 metrics can be scored at all. The rest are below — unmeasured is not zero, and it is not a low score either.
60% lead, 40% lag. A lead-heavy shortlist moves sooner, and shows up in the financial numbers later than anyone would like.
Fix the measurement first — 103 metrics
These earn no leverage at any weighting, and they are listed separately rather than ranked last. “We have no target for this” and “we are at target” must never sort next to each other — they call for opposite actions, and a single ranked list makes them look adjacent.
| METRIC | WHY IT CANNOT BE RANKED | WHAT UNBLOCKS IT |
|---|---|---|
| COB / EOD batch completion within window IT-07 · IT Infrastructure & Operations | NEVER MEASURED | No source is bound. batch scheduler is named but produces nothing today. |
| QA / compliance call score TS-08 · Telesales | NEVER MEASURED | No source is bound. StringeeX recordings is named but produces nothing today. |
| Applications received AP-01 · Appraisal / Underwriting | NO TARGET | Set one. Head of Appraisal Department owns it — there is nothing to be off until they do. |
| Approval ratio AP-02 · Appraisal / Underwriting | NO TARGET | Set one. Head of Appraisal Department owns it — there is nothing to be off until they do. |
| TAT — Installment CD AP-03 · Appraisal / Underwriting | NO TARGET | Set one. Head of Appraisal Department owns it — there is nothing to be off until they do. |
| TAT — ACS cross-sell AP-04 · Appraisal / Underwriting | NO TARGET | Set one. Head of Appraisal Department owns it — there is nothing to be off until they do. |
| TAT — Cash NTB AP-05 · Appraisal / Underwriting | NO TARGET | Set one. Head of Appraisal Department owns it — there is nothing to be off until they do. |
| Decline-reason mix AP-06 · Appraisal / Underwriting | NO TARGET | Set one. Head of Appraisal Department owns it — there is nothing to be off until they do. |
| Throughput per underwriter AP-07 · Appraisal / Underwriting | NO TARGET | Set one. Head of Appraisal Department owns it — there is nothing to be off until they do. |
| Partner contract cycle time BM-01 · Business Management | NO TARGET | Set one. Head of Business Management owns it — there is nothing to be off until they do. |
| POS onboarding TAT BM-02 · Business Management | NO TARGET | Set one. Head of Business Management owns it — there is nothing to be off until they do. |
| Partner concentration BM-03 · Business Management | NO TARGET | Set one. Head of Business Management owns it — there is nothing to be off until they do. |
| Subsidy cost on 0% schemes BM-04 · Business Management | NO TARGET | Set one. Head of Business Management owns it — there is nothing to be off until they do. |
| Subsidy-to-rate conversion governance BM-05 · Business Management | NO TARGET | Set one. Head of Business Management owns it — there is nothing to be off until they do. |
| Active partner count by tier BM-06 · Business Management | NO TARGET | Set one. Head of Business Management owns it — there is nothing to be off until they do. |
| Scheme coverage per POS BM-07 · Business Management | NO TARGET | Set one. Head of Business Management owns it — there is nothing to be off until they do. |
| Dealer exclusion / blacklist hits BM-08 · Business Management | NO TARGET | Set one. Head of Business Management owns it — there is nothing to be off until they do. |
| NPL — Circular 31 basis CG-02 · Corporate Governance | NO TARGET | Set one. Head of Corporate Governance owns it — there is nothing to be off until they do. |
| CAR CG-04 · Corporate Governance | NO TARGET | Set one. Head of Corporate Governance owns it — there is nothing to be off until they do. |
| Operational-risk loss events CG-08 · Corporate Governance | NO TARGET | Set one. Head of Corporate Governance owns it — there is nothing to be off until they do. |
83 more. The full list, with filters, is the metric registry.
This changes nothing. The approved perspective weighting on the company scorecard is untouched by anything you do here, no value is written, and the URL is the only state (A-54). It is a thinking tool — which is why it is allowed to be opinionated.