{"id":12879,"date":"2026-07-18T22:04:19","date_gmt":"2026-07-18T21:04:19","guid":{"rendered":"https:\/\/salomons.coach\/?p=12879"},"modified":"2026-07-18T22:04:32","modified_gmt":"2026-07-18T21:04:32","slug":"an-obeya-room-is-not-a-wall-full-of-kpis","status":"publish","type":"post","link":"https:\/\/salomons.coach\/en\/an-obeya-room-is-not-a-wall-full-of-kpis\/","title":{"rendered":"An Obeya Room Is Not a Wall Full of KPIs"},"content":{"rendered":"\t\t<div data-elementor-type=\"wp-post\" data-elementor-id=\"12879\" class=\"elementor elementor-12879\" data-elementor-post-type=\"post\">\n\t\t\t\t<div class=\"elementor-element elementor-element-56b9144 e-flex e-con-boxed e-con e-parent\" data-id=\"56b9144\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t\t\t<div class=\"elementor-element elementor-element-da93afd elementor-widget elementor-widget-html\" data-id=\"da93afd\" data-element_type=\"widget\" data-e-type=\"widget\" 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Operational Excellence<\/div>\r\n\r\n        <h1>An Obeya Room Is Not a Wall Full of KPIs<\/h1>\r\n\r\n        <p class=\"sc-obeya-subtitle\">\r\n            The room may make performance visible. Only disciplined management routines\r\n            turn that visibility into decisions, ownership and sustained improvement.\r\n        <\/p>\r\n    <\/header>\r\n\r\n    <div class=\"sc-obeya-content\">\r\n\r\n        <p class=\"sc-obeya-intro\">\r\n            Many organizations start an Obeya with the right intention: create transparency,\r\n            improve alignment and accelerate decision-making. The room then slowly fills with\r\n            dashboards, project plans, performance graphs and coloured magnets.\r\n        <\/p>\r\n\r\n        <section class=\"sc-obeya-section\">\r\n            <h2 class=\"sc-obeya-section-heading\">When visual management becomes visual reporting<\/h2>\r\n\r\n            <p>\r\n                The result may look impressive. But after a few weeks, familiar problems often return.\r\n            <\/p>\r\n\r\n            <div class=\"sc-obeya-problem-list\">\r\n                <ul>\r\n                    <li>Meetings take too long.<\/li>\r\n                    <li>Information becomes outdated.<\/li>\r\n                    <li>Actions remain open.<\/li>\r\n                    <li>Decisions are postponed.<\/li>\r\n                    <li>Teams continue producing separate reports.<\/li>\r\n                    <li>Leaders keep managing through email and PowerPoint.<\/li>\r\n                <\/ul>\r\n            <\/div>\r\n\r\n            <p>\r\n                The issue is usually not the physical room. The issue is that the Obeya was\r\n                designed as a visual display instead of a <strong>management system<\/strong>.\r\n            <\/p>\r\n        <\/section>\r\n\r\n        <section class=\"sc-obeya-section\">\r\n            <h2 class=\"sc-obeya-section-heading\">What an Obeya should achieve<\/h2>\r\n\r\n            <p>\r\n                An effective Obeya creates one shared environment in which leaders and teams\r\n                can see what matters, discuss deviations, make decisions and follow through on\r\n                commitments.\r\n            <\/p>\r\n\r\n            <p>It should help the organization answer questions such as:<\/p>\r\n\r\n            <ul>\r\n                <li>Are we in control of today\u2019s operation?<\/li>\r\n                <li>Are our improvement efforts delivering results?<\/li>\r\n                <li>Are strategic priorities receiving sufficient attention?<\/li>\r\n                <li>Which risks or dependencies require leadership intervention?<\/li>\r\n                <li>Who owns the next action?<\/li>\r\n                <li>Which decisions are still outstanding?<\/li>\r\n            <\/ul>\r\n\r\n            <div class=\"sc-obeya-question\">\r\n                <p>\r\n                    The real value is not in making more information visible. It is in making\r\n                    the right conversations, decisions and accountabilities visible.\r\n                <\/p>\r\n            <\/div>\r\n        <\/section>\r\n\r\n        <section class=\"sc-obeya-section\">\r\n            <h2 class=\"sc-obeya-section-heading\">Start with the management problem<\/h2>\r\n\r\n            <p>A common mistake is to begin by asking:<\/p>\r\n\r\n            <blockquote class=\"sc-obeya-pullquote\">\r\n                <p>\u201cWhat should we put on the boards?\u201d<\/p>\r\n            <\/blockquote>\r\n\r\n            <p>A more productive starting point is:<\/p>\r\n\r\n            <blockquote class=\"sc-obeya-pullquote\">\r\n                <p>\u201cWhich management problems should this Obeya help us solve?\u201d<\/p>\r\n            <\/blockquote>\r\n\r\n            <p>These problems might include:<\/p>\r\n\r\n            <ul>\r\n                <li>Operational issues are escalated too late.<\/li>\r\n                <li>Teams use different versions of performance data.<\/li>\r\n                <li>Improvement initiatives lose momentum.<\/li>\r\n                <li>Strategic objectives disappear behind daily firefighting.<\/li>\r\n                <li>Cross-functional dependencies remain unresolved.<\/li>\r\n                <li>Managers spend too much time reporting and too little time deciding.<\/li>\r\n                <li>Actions are agreed but not consistently completed.<\/li>\r\n            <\/ul>\r\n\r\n            <p>\r\n                Only after these issues are understood should the design of the room begin.\r\n                Otherwise, the Obeya risks becoming a physical copy of reports that already\r\n                exist elsewhere.\r\n            <\/p>\r\n        <\/section>\r\n\r\n        <section class=\"sc-obeya-section\">\r\n            <h2 class=\"sc-obeya-section-heading\">\r\n                Connect daily performance with improvement and direction\r\n            <\/h2>\r\n\r\n            <p>\r\n                Many Obeya rooms focus almost entirely on short-term operational performance.\r\n                Daily delivery matters, but a room that only reflects today\u2019s problems can\r\n                trap leaders in reactive management.\r\n            <\/p>\r\n\r\n            <p>A mature Obeya connects three management horizons.<\/p>\r\n\r\n            <div class=\"sc-obeya-horizons\">\r\n\r\n                <div class=\"sc-obeya-card\">\r\n                    <span class=\"sc-obeya-card-number\">01 \u2014 Today<\/span>\r\n                    <h3>Operational control<\/h3>\r\n                    <p>\r\n                        What is happening now? Where are the deviations, risks and immediate\r\n                        priorities?\r\n                    <\/p>\r\n                <\/div>\r\n\r\n                <div class=\"sc-obeya-card\">\r\n                    <span class=\"sc-obeya-card-number\">02 \u2014 Tomorrow<\/span>\r\n                    <h3>Continuous improvement<\/h3>\r\n                    <p>\r\n                        Which recurring problems are being addressed? Are initiatives\r\n                        progressing and delivering benefits?\r\n                    <\/p>\r\n                <\/div>\r\n\r\n                <div class=\"sc-obeya-card\">\r\n                    <span class=\"sc-obeya-card-number\">03 \u2014 Direction<\/span>\r\n                    <h3>Leadership<\/h3>\r\n                    <p>\r\n                        Are longer-term objectives receiving attention? Which decisions and\r\n                        commitments require intervention?\r\n                    <\/p>\r\n                <\/div>\r\n\r\n            <\/div>\r\n\r\n            <p>\r\n                The precise structure will differ by organization. A production site, logistics\r\n                hub, engineering department and transformation programme do not need identical\r\n                information. The design must follow the work, the management level and the\r\n                decisions that need to be made.\r\n            <\/p>\r\n        <\/section>\r\n\r\n        <section class=\"sc-obeya-section\">\r\n            <h2 class=\"sc-obeya-section-heading\">\r\n                Build the routines before decorating the room\r\n            <\/h2>\r\n\r\n            <p>\r\n                An Obeya becomes effective through disciplined management routines. Before\r\n                launch, the organization needs agreement on the practical ways of working.\r\n            <\/p>\r\n\r\n            <div class=\"sc-obeya-routine-box\">\r\n                <h3>Management routines must clarify:<\/h3>\r\n\r\n                <ul>\r\n                    <li>Which meetings will use the room.<\/li>\r\n                    <li>Who participates and who chairs each routine.<\/li>\r\n                    <li>What information must be updated and by when.<\/li>\r\n                    <li>Who owns each section of the Obeya.<\/li>\r\n                    <li>Which deviations require escalation.<\/li>\r\n                    <li>Who has authority to make specific decisions.<\/li>\r\n                    <li>How actions are recorded and followed through.<\/li>\r\n                    <li>How the Obeya itself will be reviewed and improved.<\/li>\r\n                <\/ul>\r\n            <\/div>\r\n\r\n            <p>\r\n                Without these agreements, quality gradually deteriorates. Information becomes\r\n                outdated, meetings become inconsistent, parallel reports return and the room\r\n                becomes an optional communication tool rather than the centre of the management\r\n                system.\r\n            <\/p>\r\n\r\n            <p>\r\n                A successful Obeya therefore requires leadership discipline, not only visual\r\n                management expertise.\r\n            <\/p>\r\n        <\/section>\r\n\r\n        <section class=\"sc-obeya-section\">\r\n            <h2 class=\"sc-obeya-section-heading\">\r\n                Keep the first version deliberately simple\r\n            <\/h2>\r\n\r\n            <p>\r\n                The temptation is to create a complete and polished room before the first\r\n                management meeting takes place. That is rarely necessary.\r\n            <\/p>\r\n\r\n            <p>\r\n                A better approach is to build a working first version, use it with real issues\r\n                and improve it based on experience.\r\n            <\/p>\r\n\r\n            <p>During the initial period, observe:<\/p>\r\n\r\n            <ul>\r\n                <li>Which information is actually used.<\/li>\r\n                <li>Which sections lead to decisions.<\/li>\r\n                <li>What is missing.<\/li>\r\n                <li>What creates duplication.<\/li>\r\n                <li>What cannot realistically be updated.<\/li>\r\n                <li>Where ownership remains unclear.<\/li>\r\n                <li>Whether actions are closed more quickly.<\/li>\r\n                <li>Whether the quality of management conversations improves.<\/li>\r\n            <\/ul>\r\n\r\n            <div class=\"sc-obeya-question\">\r\n                <p>\r\n                    A simple board that supports effective decisions is more valuable than a\r\n                    sophisticated room that people admire but do not manage from.\r\n                <\/p>\r\n            <\/div>\r\n        <\/section>\r\n\r\n        <section class=\"sc-obeya-section\">\r\n            <h2 class=\"sc-obeya-section-heading\">\r\n                Involve the people who will use it\r\n            <\/h2>\r\n\r\n            <p>\r\n                An Obeya should not be designed exclusively by senior management, Lean\r\n                specialists or support functions. The managers and supervisors who will work\r\n                with the system need to participate in its design.\r\n            <\/p>\r\n\r\n            <p>They understand:<\/p>\r\n\r\n            <ul>\r\n                <li>How information is currently used.<\/li>\r\n                <li>Where decisions are delayed.<\/li>\r\n                <li>Which KPIs lead to real action.<\/li>\r\n                <li>What can realistically be updated.<\/li>\r\n                <li>Which escalations regularly fail.<\/li>\r\n                <li>Where cross-functional alignment is most needed.<\/li>\r\n            <\/ul>\r\n\r\n            <p>\r\n                Co-design also creates ownership. People are more likely to use and maintain\r\n                a management system when they have helped shape it.\r\n            <\/p>\r\n        <\/section>\r\n\r\n        <section class=\"sc-obeya-section\">\r\n            <h2 class=\"sc-obeya-section-heading\">\r\n                The room does not create accountability\r\n            <\/h2>\r\n\r\n            <p>\r\n                An Obeya makes accountability visible. It does not automatically create it.\r\n            <\/p>\r\n\r\n            <p>\r\n                Managers must still challenge unclear ownership, overdue actions and repeated\r\n                non-performance. Leaders must be willing to make decisions, remove obstacles\r\n                and address difficult issues.\r\n            <\/p>\r\n\r\n            <p>\r\n                The culture around the room therefore matters. Problems must become visible\r\n                early enough to act, without creating a blame environment in which people\r\n                hesitate to raise concerns.\r\n            <\/p>\r\n\r\n            <p>Effective leaders use the Obeya to:<\/p>\r\n\r\n            <ul>\r\n                <li>Focus on facts before assumptions.<\/li>\r\n                <li>Ask before telling.<\/li>\r\n                <li>Distinguish symptoms from underlying causes.<\/li>\r\n                <li>Escalate without blame.<\/li>\r\n                <li>Recognize ownership and improvement.<\/li>\r\n                <li>Keep commitments visible.<\/li>\r\n                <li>Bring decisions to closure.<\/li>\r\n            <\/ul>\r\n\r\n            <p>\r\n                Leadership behaviour determines whether the Obeya becomes a place of control,\r\n                avoidance or genuine collaboration.\r\n            <\/p>\r\n        <\/section>\r\n\r\n        <section class=\"sc-obeya-section\">\r\n            <h2 class=\"sc-obeya-section-heading\">\r\n                How do you know it is working?\r\n            <\/h2>\r\n\r\n            <p>\r\n                Success should not be measured by how professional the boards look. Better\r\n                indicators include:\r\n            <\/p>\r\n\r\n            <ul>\r\n                <li>Faster decisions.<\/li>\r\n                <li>Fewer recurring discussions.<\/li>\r\n                <li>Shorter escalation lead times.<\/li>\r\n                <li>Stronger action closure.<\/li>\r\n                <li>Clearer ownership.<\/li>\r\n                <li>Reduced reporting duplication.<\/li>\r\n                <li>Improved cross-functional coordination.<\/li>\r\n                <li>More active participation from managers and supervisors.<\/li>\r\n                <li>Greater visibility of improvement priorities.<\/li>\r\n                <li>A better balance between today\u2019s delivery and tomorrow\u2019s performance.<\/li>\r\n            <\/ul>\r\n\r\n            <blockquote class=\"sc-obeya-pullquote\">\r\n                <p>\r\n                    \u201cIs the Obeya improving the way the organization sees, discusses,\r\n                    decides and acts?\u201d\r\n                <\/p>\r\n            <\/blockquote>\r\n\r\n            <p>\r\n                When the answer is yes, the room has become more than visual management.\r\n                It has become part of the organization\u2019s leadership system.\r\n            <\/p>\r\n        <\/section>\r\n\r\n        <section class=\"sc-obeya-conclusion\">\r\n            <h2>Final thought<\/h2>\r\n\r\n            <p>\r\n                Setting up an Obeya room is relatively easy. Building the management routines,\r\n                leadership behaviours and organizational discipline required to make it\r\n                effective is much harder.\r\n            <\/p>\r\n\r\n            <p>\r\n                That is also where most of its value is created.\r\n            <\/p>\r\n\r\n            <p>\r\n                A well-designed Obeya can help an organization move from fragmented reporting\r\n                and reactive problem-solving towards shared ownership, faster decisions and\r\n                sustained improvement.\r\n            <\/p>\r\n\r\n            <p>\r\n                But it requires more than boards and dashboards. It requires a clear purpose,\r\n                thoughtful design, active leadership and consistent follow-through.\r\n            <\/p>\r\n        <\/section>\r\n\r\n        <section class=\"sc-obeya-cta\">\r\n            <h2>Turn visual management into an effective leadership system<\/h2>\r\n\r\n            <p>\r\n                Salomons.Coach supports leadership teams in designing and implementing Obeya\r\n                environments that strengthen operational control, continuous improvement and\r\n                management effectiveness.\r\n            <\/p>\r\n\r\n            <a class=\"sc-obeya-button\" href=\"\/contact\/\">\r\n                Discuss your Obeya challenge\r\n            <\/a>\r\n\r\n            <div class=\"sc-obeya-brandline\" aria-label=\"Salomons.Coach\">\r\n                <span class=\"sc-brand-name\">salomons<\/span><span class=\"sc-brand-coach\">.coach<\/span>\r\n            <\/div>\r\n        <\/section>\r\n\r\n    <\/div>\r\n<\/article>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"<p>An effective Obeya room is more than a collection of dashboards and performance indicators. Discover how clear purpose, management routines, ownership and leadership discipline turn visual management into a system for better decisions and sustained improvement.<\/p>\n","protected":false},"author":1,"featured_media":12895,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"rs_blank_template":"","rs_page_bg_color":"","slide_template_v7":"","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[1,194,199,192,200],"tags":[588,590,573,409,589,591],"class_list":["post-12879","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog","category-teams-collaboration","category-tools-methods","category-vuca-leadership","category-workshops-events","tag-lean","tag-operations-management","tag-operations-excellence-2","tag-performance-management","tag-quality","tag-visual-management"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO Pro 4.9.10 - aioseo.com -->\n\t<meta name=\"description\" content=\"Learn how to design an Obeya room that improves decision-making, ownership and continuous improvement through disciplined management routines.\" \/>\n\t<meta name=\"robots\" content=\"max-image-preview:large\" \/>\n\t<meta name=\"author\" content=\"salomons.coach\"\/>\n\t<meta name=\"google-site-verification\" content=\"-O4Usq8B4QhcjoRwcNVgdzzVlQNLiDAw2Hy2bNYQhTk\" \/>\n\t<link rel=\"canonical\" href=\"https:\/\/salomons.coach\/en\/an-obeya-room-is-not-a-wall-full-of-kpis\/\" \/>\n\t<meta name=\"generator\" content=\"All in One SEO Pro (AIOSEO) 4.9.10\" \/>\n\t\t<meta property=\"og:locale\" content=\"en_GB\" \/>\n\t\t<meta property=\"og:site_name\" content=\"salomons.coach - Leadership Development &amp; 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