Objective achievement, pillar performance, KPIs and key results, the objectives and initiatives that lag, and the strategic risks — for each measurement period.
Average of the four pillars
of 12 strategic objectives
of 30 KPIs
Confidence 6.6 of 10
of 15 initiatives
of 13 on the register
Shown by your permissionsProject Management Office: 36 projects — everything in your scope
AI insight
The pillar achieves 87.1% against 90.5% for the strategy in «October 2026 (latest)». Its weakest objective is «Active sectoral committees and business challenges resolved», and the KPI furthest from target is «Business challenges resolved through the Challenges Centre». The highest strategic risk on it: «Government bodies adopt few sectoral committee recommendations».
Each pillar with its objectives’ achievement against the «October 2026 (latest)» targets and the change since the previous period. Click an objective to drill into its KPIs, initiatives and projects.
A Voice for Business
3 objectives
A Partner in Growth
4 objectives
Driving Thought Leadership
2 objectives
Improving the Organisation
3 objectives
The thirty KPIs against the period target, and this quarter’s OKR results at chamber and department level — click a KPI or a result for its detail.
Reading vs the «October 2026 (latest)» target · by pillar
A Voice for Business
A Partner in Growth
Driving Thought Leadership
Improving the Organisation
Progress from the starting point to the target, and the owner’s confidence at the last check-in
What needs action now: objectives below the period target, initiatives behind their plan, and late operational activities.
Each initiative’s progress from its projects and other work against what was planned by today, and each department’s operational plan execution.
Initiative progress vs plan
% · from their linked projects at the approved contribution shares
Average activity progress against plan to date
The chamber’s plan-level risks linked to objectives, initiatives and KPIs, and the open project issues that touch the objectives.
Probability × impact — click a cell to filter the register
Impact
| Probability \ Impact | 1 | 2 | 3 | 4 | 5 |
|---|---|---|---|---|---|
| 5 | 0 · Low | 0 · Medium | 0 · High | 0 · Critical | 0 · Critical |
| 4 | 0 · Low | 0 · Medium | 1 · Medium | 1 · High | 0 · Critical |
| 3 | 0 · Low | 1 · Low | 2 · Medium | 1 · Medium | 1 · High |
| 2 | 0 · Low | 0 · Low | 2 · Low | 2 · Medium | 1 · Medium |
| 1 | 0 · Low | 0 · Low | 1 · Low | 0 · Low | 0 · Low |
Member satisfaction with digital services falls as My Business 2.0 slips
Response: Phased launch of the most-used membership services before end of November
Touches:
The new headquarters overruns its cost and schedule
Response: Value engineering on facades and finishes
Touches:
Government bodies adopt few sectoral committee recommendations
Response: A recommendations tracker open to government bodies
Touches:
Incomplete project data misleads portfolio decisions
Response: A mandatory update before every steering committee
Touches:
Changes to the chambers’ regulatory framework or membership fees
Response: Monthly regulatory watch and an impact memo
Touches:
Losing digital and analytics talent
Response: Specialist development tracks and retention incentives
Touches:
Late cloud migration and disaster recovery readiness
Response: A wave-based migration plan with a rollback test
Touches:
Non-membership revenue falls as sponsorship slows
Response: Multi-year sponsorship contracts for the Riyadh Economic Forum
Touches:
A cyber incident that stops e-services or exposes member data
Response: Test the disaster recovery plan
Touches:
The chamber’s media image falls after a service failure
Response: A crisis communication guide and a rapid-response team
Touches:
Observatory data quality and its reliance on outside sources
Response: Data-sharing agreements with service levels
Touches:
Private business platforms compete with the chamber’s services
Response: A value-added membership bundle through BusinessConnect
Touches:
Few start-ups take up the fast track
Response: Referral partnerships with the Saudi Business Center
Touches:
Open high-impact issues on projects linked to a strategic objective
