Designing a KPI for one role is a workshop. Designing them for 6,200 people across every level of a group is an architecture problem.
The approach
We began at the top, decomposing organizational objectives into a measure tree, then worked down through department and role level so that every indicator had a visible parent.
What made it hold
Two things. First, department heads validated their own indicators rather than receiving them. Second, the whole set was integrated into the performance software rather than living in spreadsheets, so tracking became a by-product of normal work.
The result
Measurable alignment from individual objective to organizational goal, and performance tracking consolidated into a single system.