Topline vs Bottomline KPI Mandates : short-product-cycle operations

 " ... if you are not clear on the role's KPIs, or if the role is not empowered to pursue the KPIs, that will be a bigger problem."

( Relevant to disruptive/short-product-cycle companies without a stable product : )

For example ... making sales a KPI for anyone who can't modify the brand or produce new products or do advertising ... is rather pointless. That's a common mistake I see.

The person with topline KPI is basically the customer stakeholder. Their job is literally to fight with every production factor inside your company, and tell you why you suck.

In antagonism to that role, the person with bottomline KPI has to make judgment calls on when to fire customers.