Tool · Metric Tree
Break your North Star into its branches.
One core metric, the few inputs that feed it, and the levers your team can move every week. Start from a template, then tap any node to make it fit your business.
Metric tree · B2B SaaS
- Multiplier
- Sum
- Drives
Edits are saved only in this browser; the link shares the template only.
What is a metric tree?
A metric tree is a map that breaks a company's single core measure of success (the North Star) down into the metrics that make it up and feed it. At the top sits the metric that reflects the value customers get; below it, a few input metrics that directly build it; and at the bottom, the levers teams can change week to week.
The value of a tree isn't in placing numbers side by side but in making the relationships visible. Knowing whether a metric moves its parent by multiplying, by adding up, or through behaviour makes it clear which work to invest in first, which experiments matter, and which team owns what.
How to choose a North Star
A good North Star pulls the decisions your team makes every day in one direction. Check it against these criteria:
- 01It reflects customer valueWhen the metric goes up, you should be confident customers are better off too. A number that only measures what you earn fails this test.
- 02It leads revenueRevenue is a lagging result. Your North Star should measure a behaviour that moves before revenue and explains it.
- 03Teams can influence itProduct, marketing and operations should each be able to see how their work changes this metric.
- 04It's simple enough for everyoneA metric that can't be explained in one sentence, or whose calculation sparks debate, divides the company instead of aligning it.
- 05It's comparable over timeIt should be measured weekly or monthly with the same definition; if the definition changes every quarter, the trend can't be read.
Common mistakes
Making revenue the North Star
Revenue matters, but it's an outcome. Putting it at the top lets short-term pricing and discount decisions outrank customer value.
Choosing a vanity metric
Total sign-ups or downloads only ever go up. Because they don't measure real value, they create false confidence.
Making the tree too wide
Focus gets lost in a tree with twelve input metrics. Three or four strong inputs, each with two or three levers, is usually enough.
Leaving levers without owners
Every lever needs a team or an owner. A metric nobody owns gets discussed in meetings but never changes.
Drawing the tree once and forgetting it
As the product, market and customers change, so do the relationships. Revisit the tree during quarterly planning.
Frequently asked questions
What's the difference between a North Star metric and a KPI?
KPIs are the many indicators that track the health of a team or process. The North Star is the single metric that sets the shared direction for the whole company; KPIs usually live in the input and lever layers of the metric tree.
Can a company have more than one North Star metric?
A single North Star is recommended; the point is for everyone to look at the same number. Companies serving very different customer groups can build separate trees per business unit, but each tree should still have one metric at the top.
What's the difference between an input metric and a lever?
Input metrics are the quantities that directly make up the North Star, such as new, retained and returning users. Levers are the more concrete, weekly-trackable measures teams work on to change those inputs.
Can I use the templates in this tool as they are?
The templates are a starting point. Adjust the names, definitions and links to your business model, and don't start measuring until you've defined what the 'core value action' means in your product.
How often should I update my metric tree?
Tracking levers weekly and input metrics monthly is a common rhythm. Revisiting the tree's structure during quarterly planning, or when the business model changes significantly, is usually enough.
Let's build your metric tree together
A template is a good start; the real work is fitting the tree to your data, your team and this quarter's priorities. In a short conversation, let's work out which branch deserves attention first.