Delivery Performance Framework — Overview
Read this first. This is the orientation document for delivery performance. It explains how the docs fit together and where to go.
For the actual scorecard, KPIs, excellence, and bonus math, go directly to:
Document map
| Document | Owns |
|---|---|
| Delivery Performance One-Pager | Canonical CSO/SL/IC scorecards: KPIs, excellence, bonus band math |
| Bonus eligibility policy | Eligibility gates, payout process, disputes, proration, impact triggers |
| Delivery leadership operating guide | Behavior standards, weekly self-check, coaching examples |
| Delivery KPI dictionary | Long-form KPI definitions and evidence-source detail |
| IC RACI | Role seams, decision ownership, scenario rules |
| Q2 Delivery OKRs tracker (Google Sheet) | Live BAU tracker (Delivery OKRs tab) |
How the system works in one read
- BAU OKRs are the operating standard. Every CSO, SL, IC, Delivery Ops, L&D, and People Ops function has weekly KPIs they are expected to hit.
- For CSOs and SLs, those BAU KPIs are also the bonus eligibility gate. Hitting all 4 of your role’s KPIs in Q2 makes you eligible to be scored for a Q3 bonus.
- Bonus bands are determined by excellence performance on the same 4 KPIs.
- 3 of 4 at excellence = 25% band
- 4 of 4 at excellence = 50% band
- Impact triggers (expansion, renewal, playbook impact, offer co-creation) are additive on top of the bonus band.
- ICs are not on this variable bonus model. Strong IC performance drives role growth, expanded scope, comp review, and referral/SOP/upsell program participation.
Why CSOs, SLs, and ICs are assessed differently
CSOs and SLs are leadership roles. Their KPIs measure outcomes only a leader controls — client narrative integrity, technical quality, playbook health, plan defensibility. Variable comp is structured around those outcomes.
ICs are execution roles. Their KPIs measure execution quality, ticket discipline, and escalation hygiene. Putting ICs on the leadership bonus model would create the wrong incentives. The IC growth path is real — it just runs through expanded scope and program-based bonuses, not the CSO/SL variable model.
Q2 is a floor stabilization quarter
Q2 exists to establish a clean operating baseline before bonus assessment. No CSO/SL bonus is paid in Q2. Q3 access depends on hitting Q2 floor cleanly.
This is not a delay tactic. It is the only way to make Q3 bonus determinations evidence-based and fair. If we paid bonuses on a baseline that was not yet measurable, the system would not be defensible.
What to do during the review period
The framework is in review through Friday EOD.
Read the Delivery Performance One-Pager for your role and bring focused feedback on:
- Whether each KPI’s “what hitting means” definition is clear
- Whether evidence sources are trusted and accessible
- Whether excellence standards feel controllable in your role
- Whether the 3-of-4 / 4-of-4 bonus math is understood
After Friday, this becomes the operating baseline for Q2 and the determination basis for Q3.
Last updated: 2026-04-28