The Key Value Indicator increases the effectiveness of the teams. Delivering value to users and customers is the key purpose of agile working. Not working harder (writing more code, handling more phone calls) but working smarter by (preferably) doing less. But how do you increase the effectiveness and optimize value? By creating clarity on the relation between the positive customer impact and business value.

What is KVI (Key Value Indicator)?

The KVI is the most important indicator for the team to find out whether they generate value. The KVI is (preferably) one number, visualized in a trend line, which makes the relationship between customer impact and value concrete for the company.

The focus of this tool is to serve customers smarter and better, thereby generating more value for the company. It is therefore not an internal goal that measures what the team does. The KVI is a current figure with which the team can measure the impact of their actions. Team members can independently consult and analyze the figures. Several teams that work together at the same value have the same KVI.


Examples of KVIs

  • Conversion: the conversion (%) on the website. Of the 100 visitors, how many buys from them.
  • Daily active users (DAU): the number of (millions of) users that use the app every day.
  • Daily active minutes (DAM). the number (millions) of minutes that the app is used.
  • Manual actions (MA): the number of manual actions that have to be carried out per week by the office staff because the software does not yet fully support this.
  • Number of calls per week per 1,000 customers (CPkC). Number of times that 1000 customers call per week because the website is not very clear whether the self-service does not support everything yet.

Some advantages of using this tool

  • It increases the focus on the user and the customers. This allows the teams to respond agile to the changes in the market.
  • Because the teams know what ‘winning the match’ is for them, they can put their thinking power, creativity and focus on it. This makes the teams more successful.
  • The agile leader gets a concrete metric to see how much value the teams deliver.
  • The teams are less likely to be seen as a cost item but rather as an investment that generates money.
  • It is motivating for the teams to see how their work contributes to the ambitions of the company.

Relation to other tools

  • Is it hard to find the correlation between customer impact and company value? Use the Impact Ladder.
  • Is it hard to have a pro-active, proud and engaged team that works on the KVI? Use the Ownership model
  • Is it hard to get quick-enough feedback from users? Use the T2L metric.