Strategic-operational KPIs alignment gives the organization a powerful tool to use when implementing change.
KPIs are indicators to identify if the adopted strategy, operation, and process, etc is working toward the objective. As such, you don't "adopt" a KPI to "achieve an outcome," you adopt a strategy or operational workflow to achieve the outcome, and you define KPIs to monitor the progress and performance. That’s the name KPI –Key Performance Indicators stand for. The provocative question is: is it possible to link operational KPI's to strategic ones to reflect and track the overall progress in achieving the strategic goals?
2) Lower level operational metrics nearly always fall hierarchically under some higher level general goal, such as profitability, quality, customer satisfaction, time to market, innovation, treatment of employees, etc … if the operational metrics do NOT measurably support a higher level metric or general objective, and/or are not positively correlated with the expected strategic result, then WHY are you tracking them in the first place? Drop them in favor of other metrics that do translate into your strategic goals.
Strategic-operational KPIs alignment gives the organization a powerful tool to use when implementing change. When changing a process or organization, you have to come up with new ways to measure the success of the change. Those new metrics must still tie into the 'parent' KPIs so employees understand better how they fit into the new world. Part of redesigning a process and getting better buy-in from employees is increasing their understanding of why you're changing, and what the benefits are. Being able to show those benefits in hard facts such as measurements helps greatly.