Two scorecards, one portfolio
Delivery KPIs tell leadership whether work is moving: schedule adherence, velocity, utilization, blocker age, and customer satisfaction signals. Business KPIs tell leadership whether the work still pays: margin, leakage, realization, and forecast profitability at completion.
Technology services organizations need both. Trouble starts when delivery KPIs become the only language of executive review, and green status substitutes for commercial health.
Where the gap creates risk
A team can hit sprint commitments while senior mix rises, rework expands, or scope lands without a commercial path. Delivery KPIs stay healthy. Business KPIs begin to slip. Without a bridge between the two, intervention waits until finance closes the books.
Aligning the scorecards means reviewing operational progress beside mid-delivery margin signals, so leadership intervenes while recovery is still possible.
What to prioritize in leadership reviews
Keep delivery KPIs for execution governance. Add business KPIs that answer: Are we still making money? Which projects are leaking? Where should we intervene first? That combination is the foundation of Margin Intelligence.