As organizations grow in complexity and face heightened governance expectations, performance measurement has evolved from an operational reporting function into a core mechanism of board-level oversight. Traditional KPI systems, often designed for functional control and efficiency tracking, struggle to provide senior executives and boards with meaningful visibility into strategic performance, risk exposure, and managerial accountability. This misalignment limits the effectiveness of executive decision-making and weakens governance outcomes. This article examines executive KPI architectures as a distinct business management capability focused on designing performance visibility for board-level use. It argues that KPIs should not be treated as isolated metrics but as an integrated architectural system that translates strategy, risk, and operational execution into coherent executive insight. Drawing on business management and governance theory, the study develops a conceptual framework for KPI architecture design that emphasizes selectivity, strategic alignment, and interpretability at the executive and board levels. The proposed framework highlights how executive KPI architectures shape decision behavior, influence governance dialogue, and support accountability without overwhelming leadership with excessive data. By differentiating operational metrics from board-level performance signals, the article demonstrates how organizations can enhance transparency, improve oversight, and strengthen the connection between strategy and execution. The study contributes an original perspective to the business management literature by positioning KPI architecture as a governance-enabling design problem rather than a technical reporting exercise.
Yasin Gunal (Sun,) studied this question.