{"id":20786,"date":"2026-04-28T04:22:20","date_gmt":"2026-04-27T22:52:20","guid":{"rendered":"https:\/\/cataligent.in\/blog\/uncategorized\/kpi-planning-examples-in-planned-vs-actual-control\/"},"modified":"2026-06-18T01:40:18","modified_gmt":"2026-06-18T08:40:18","slug":"kpi-planning-examples-in-planned-vs-actual-control","status":"publish","type":"post","link":"https:\/\/cataligent.in\/blog\/strategy-planning\/kpi-planning-examples-in-planned-vs-actual-control\/","title":{"rendered":"KPI Planning Examples in Planned-vs-Actual Control"},"content":{"rendered":"

KPI Planning Examples in Planned-vs-Actual Control<\/h1>\n

KPI planning examples become valuable only when they help leaders compare intent with reality. A KPI target in a slide or spreadsheet may show ambition, but planned versus actual control shows whether execution is moving, whether value is being delivered, and whether a decision is needed. For transformation offices, PMOs, CFO teams, and consulting firms, KPI planning should connect measures, owners, milestones, financial impact, risks, and reporting cadence.<\/p>\n

The strongest KPI planning does not create more metrics. It creates clearer accountability. Each KPI should show what is being measured, who owns the result, what target was approved, what forecast has changed, what actual has been achieved, and what action follows.<\/p>\n

Why KPI planning fails without planned versus actual discipline<\/h2>\n

Many KPI models fail because they stop at target setting. Teams define sales growth, cost reduction, cycle time, customer satisfaction, delivery reliability, or project completion metrics, but they do not define how those metrics will be tracked through execution. When the review period arrives, everyone debates whether the number is current, whether the baseline is correct, and whether the forecast is credible.<\/p>\n

Planned versus actual control reduces that ambiguity. It connects the original plan to the latest forecast and confirmed actuals. It also shows the gap between activity and outcome. A team can complete a milestone but still miss the KPI. Another team can be delayed but protect the financial effect through a revised approach.<\/p>\n

For strategy execution<\/a>, this distinction matters because leadership needs to see whether strategic initiatives are producing measurable business impact, not only whether teams are busy.<\/p>\n

Example 1: Cost saving KPI planning<\/h2>\n

A cost saving KPI should include baseline cost, target savings, forecast savings, actual savings, cost to achieve, recurring benefit, one time benefit, EBIT or EBITDA effect, owner, sponsor, controller, and closure evidence. The planned value may be defined during the business case. The forecast may change as procurement, operations, or headcount actions move forward. The actual value should be confirmed through finance review.<\/p>\n

Without planned versus actual control, teams may report savings that are not validated or mix cost avoidance with realized savings. A disciplined model separates expected value from confirmed value. It also shows whether a measure is defined, detailed, decided, implemented, or closed.<\/p>\n

This is why cost reduction<\/a> reporting needs both financial and governance fields. The KPI is not just the savings number. It is the path from savings idea to validated financial impact.<\/p>\n

Example 2: Project delivery KPI planning<\/h2>\n

A project delivery KPI may include milestone completion, schedule variance, budget versus actual, dependency risk, change request volume, resource availability, and closure status. The plan defines what should happen by each reporting period. The actual view shows what has been completed, what changed, and which dependency may affect the next stage.<\/p>\n

In project portfolios, a simple percent complete metric is often misleading. A project may show 80 percent complete, but the remaining 20 percent may include the most difficult approval, technical dependency, or finance validation. Planned versus actual control should therefore include milestone evidence, decision needed, risk reason, and forecast completion date.<\/p>\n

For project portfolio management<\/a>, consistent KPI planning helps leaders compare projects fairly. It also helps PMOs report exceptions rather than collecting long status narratives from every project owner.<\/p>\n

Example 3: Transformation adoption KPI planning<\/h2>\n

Transformation adoption KPIs may include process adoption rate, user training completion, new workflow usage, compliance with new approval rules, reduction in manual reporting, and business unit readiness. The planned value defines the adoption target. The actual value shows whether teams changed behavior, not only whether training was delivered.<\/p>\n

This is where adoption KPIs need evidence. A training completion count may be high while workflow usage remains low. A new reporting process may be documented but not followed by workstream owners. A new operating model may be announced but role clarity may still be weak.<\/p>\n

Planned versus actual control helps leaders see these gaps. It also supports better steering committee conversations because the report can distinguish between communication activity and real business adoption.<\/p>\n

Example 4: Service operations KPI planning<\/h2>\n

Service operations KPIs may include SLA achievement, backlog volume, average resolution time, request category mix, escalation rate, capacity utilization, and customer impact. The plan may set target SLA levels and capacity assumptions. Actuals show whether the service model can handle real demand.<\/p>\n

For IT and shared service teams, KPI planning should connect service categories, request workflows, owner assignments, escalation rules, and reporting. A backlog number alone is not enough. Leaders need to know whether the backlog is caused by demand spikes, capacity shortage, unclear request categories, approval delay, or dependency failure.<\/p>\n

Where service operations are part of IT service management<\/a>, planned versus actual KPI control can support better governance without positioning the execution platform as a direct replacement for every specialized service desk tool.<\/p>\n

Example 5: Growth initiative KPI planning<\/h2>\n

Growth KPIs may include new market revenue, channel partner activation, proposal conversion, customer retention, average deal size, margin improvement, and onboarding cycle time. The plan sets the target. The forecast may change based on market response, pricing approval, sales capacity, product readiness, or customer adoption. Actuals confirm what has been achieved.<\/p>\n

Good growth KPI planning connects revenue targets to the operational work behind them. A new region target should connect to sales hiring, partner contracts, local marketing, product availability, customer onboarding, and margin assumptions. If those dependencies are not visible, leadership sees the number but not the execution path.<\/p>\n

Planned versus actual control helps teams decide whether to add resources, revise scope, change timing, or stop work that no longer supports the value case.<\/p>\n

How Cataligent Helps Through CAT4<\/h2>\n

Cataligent helps enterprises and consulting firms connect KPI planning with governed execution through CAT4, its no code strategy execution platform. CAT4 can manage initiatives, measures, owners, workflows, approvals, financial tracking, dashboards, and reports in one controlled platform.<\/p>\n

Through CAT4, Cataligent can configure KPI logic around the client’s execution model. Measures can carry planned values, forecast values, actual values, milestones, risks, dependencies, Implementation Status, Potential Status, and Degree of Implementation stage gates. This allows leaders to see not only whether KPIs are moving, but whether the work behind them is controlled.<\/p>\n

CAT4’s distinction between Implementation Status and Potential Status is especially useful for KPI planning. A measure can be green on implementation while its value potential is under pressure. That visibility helps leadership act earlier and helps consulting firms deliver clearer steering committee reporting.<\/p>\n

How to build a KPI planning model that leaders trust<\/h2>\n

A trusted KPI planning model should include a clear KPI definition, baseline, target, forecast, actual, owner, sponsor, data source, reporting period, status logic, escalation trigger, and decision rule. It should also define what evidence is required before a KPI is considered achieved.<\/p>\n

Leaders should avoid KPI lists that are too long or disconnected from initiatives. Every KPI should connect to a business outcome and a governable measure. If nobody owns the result, if the data source is unclear, or if actuals cannot be validated, the KPI should be revised before it enters leadership reporting.<\/p>\n

If your KPI planning still depends on separate files, manual status updates, and unclear actuals, Cataligent can help you evaluate how CAT4 can bring planned versus actual control into your execution model.<\/p>\n

FAQs<\/h2>\n

Q. What are useful KPI planning examples for planned versus actual control?<\/h3>\n

Useful examples include cost savings, project delivery, transformation adoption, service operations, and growth initiatives. Each KPI should include baseline, target, forecast, actual, owner, evidence, and reporting cadence.<\/p>\n

Q. Why is planned versus actual control important for KPI planning?<\/h3>\n

It shows whether performance is moving against the approved plan and whether assumptions have changed. It also helps leaders separate execution activity from confirmed business outcomes.<\/p>\n

Q. How does Cataligent support KPI planning through CAT4?<\/h3>\n

Cataligent can configure CAT4 to track KPI related measures, owners, planned values, forecasts, actuals, risks, approvals, and reports. CAT4 also supports Implementation Status, Potential Status, DoI stage gates, and controller backed closure where value validation is required.<\/p>\n","protected":false},"excerpt":{"rendered":"

KPI Planning Examples in Planned-vs-Actual Control KPI planning examples become valuable only when they help leaders compare intent with reality. A KPI target in a slide or spreadsheet may show ambition, but planned versus actual control shows whether execution is moving, whether value is being delivered, and whether a decision is needed. For transformation offices, […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[2104],"tags":[2033,568,632,1739,2107,1967,2106,2105],"class_list":["post-20786","post","type-post","status-publish","format-standard","hentry","category-strategy-planning","tag-business-strategy","tag-cost-reduction-strategies","tag-cost-reduction-strategy","tag-digital-strategy","tag-planning","tag-strategic-decision-making","tag-strategic-planning","tag-strategy-planning"],"yoast_head":"\nKPI Planning Examples in Planned-vs-Actual Control - Cataligent<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/cataligent.in\/blog\/uncategorized\/kpi-planning-examples-in-planned-vs-actual-control\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"KPI Planning Examples in Planned-vs-Actual Control - Cataligent\" \/>\n<meta property=\"og:description\" content=\"KPI Planning Examples in Planned-vs-Actual Control KPI planning examples become valuable only when they help leaders compare intent with reality. A KPI target in a slide or spreadsheet may show ambition, but planned versus actual control shows whether execution is moving, whether value is being delivered, and whether a decision is needed. For transformation offices, […]\" \/>\n<meta property=\"og:url\" content=\"https:\/\/cataligent.in\/blog\/uncategorized\/kpi-planning-examples-in-planned-vs-actual-control\/\" \/>\n<meta property=\"og:site_name\" content=\"Cataligent\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/Cataligentstrategyimplementation\/\" \/>\n<meta property=\"article:published_time\" content=\"2026-04-27T22:52:20+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2026-06-18T08:40:18+00:00\" \/>\n<meta name=\"author\" content=\"cat_admin_usr\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:creator\" content=\"@cataligentindia\" \/>\n<meta name=\"twitter:site\" content=\"@cataligentindia\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"cat_admin_usr\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"7 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/uncategorized\\\/kpi-planning-examples-in-planned-vs-actual-control\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/uncategorized\\\/kpi-planning-examples-in-planned-vs-actual-control\\\/\"},\"author\":{\"name\":\"cat_admin_usr\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#\\\/schema\\\/person\\\/649c37d6027e076e1e76bd18bac05756\"},\"headline\":\"KPI Planning Examples in Planned-vs-Actual Control\",\"datePublished\":\"2026-04-27T22:52:20+00:00\",\"dateModified\":\"2026-06-18T08:40:18+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/uncategorized\\\/kpi-planning-examples-in-planned-vs-actual-control\\\/\"},\"wordCount\":1329,\"commentCount\":0,\"publisher\":{\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#organization\"},\"keywords\":[\"Business Strategy\",\"Cost Reduction Strategies\",\"Cost Reduction Strategy\",\"Digital Strategy\",\"Planning\",\"Strategic Decision-Making\",\"Strategic Planning\",\"Strategy Planning\"],\"articleSection\":[\"Strategy Planning\"],\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\\\/\\\/cataligent.in\\\/blog\\\/uncategorized\\\/kpi-planning-examples-in-planned-vs-actual-control\\\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/uncategorized\\\/kpi-planning-examples-in-planned-vs-actual-control\\\/\",\"url\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/uncategorized\\\/kpi-planning-examples-in-planned-vs-actual-control\\\/\",\"name\":\"KPI Planning Examples in Planned-vs-Actual Control - Cataligent\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#website\"},\"datePublished\":\"2026-04-27T22:52:20+00:00\",\"dateModified\":\"2026-06-18T08:40:18+00:00\",\"breadcrumb\":{\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/uncategorized\\\/kpi-planning-examples-in-planned-vs-actual-control\\\/#breadcrumb\"},\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\\\/\\\/cataligent.in\\\/blog\\\/uncategorized\\\/kpi-planning-examples-in-planned-vs-actual-control\\\/\"]}]},{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/uncategorized\\\/kpi-planning-examples-in-planned-vs-actual-control\\\/#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"Home\",\"item\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"KPI Planning Examples in Planned-vs-Actual Control\"}]},{\"@type\":\"WebSite\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#website\",\"url\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/\",\"name\":\"https:\\\/\\\/cataligent.in\\\/\",\"description\":\"Strategy Execution Tool for Cost Saving Program\",\"publisher\":{\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#organization\"},\"potentialAction\":[{\"@type\":\"SearchAction\",\"target\":{\"@type\":\"EntryPoint\",\"urlTemplate\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/?s={search_term_string}\"},\"query-input\":{\"@type\":\"PropertyValueSpecification\",\"valueRequired\":true,\"valueName\":\"search_term_string\"}}],\"inLanguage\":\"en-US\"},{\"@type\":\"Organization\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#organization\",\"name\":\"Cataligent Project Pvt. Ltd.\",\"url\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/\",\"logo\":{\"@type\":\"ImageObject\",\"inLanguage\":\"en-US\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#\\\/schema\\\/logo\\\/image\\\/\",\"url\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/wp-content\\\/uploads\\\/2025\\\/01\\\/logoColored-1.png\",\"contentUrl\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/wp-content\\\/uploads\\\/2025\\\/01\\\/logoColored-1.png\",\"width\":296,\"height\":75,\"caption\":\"Cataligent Project Pvt. Ltd.\"},\"image\":{\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#\\\/schema\\\/logo\\\/image\\\/\"},\"sameAs\":[\"https:\\\/\\\/www.facebook.com\\\/Cataligentstrategyimplementation\\\/\",\"https:\\\/\\\/x.com\\\/cataligentindia\",\"https:\\\/\\\/www.linkedin.com\\\/company\\\/cataligentstrategy\\\/\",\"https:\\\/\\\/www.instagram.com\\\/cataligentindia\\\/\"]},{\"@type\":\"Person\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#\\\/schema\\\/person\\\/649c37d6027e076e1e76bd18bac05756\",\"name\":\"cat_admin_usr\",\"image\":{\"@type\":\"ImageObject\",\"inLanguage\":\"en-US\",\"@id\":\"https:\\\/\\\/secure.gravatar.com\\\/avatar\\\/5a61f472589fc237202ca132bc60e152f3e6a99196f2e24dcf2a5f01626f1b4a?s=96&d=mm&r=g\",\"url\":\"https:\\\/\\\/secure.gravatar.com\\\/avatar\\\/5a61f472589fc237202ca132bc60e152f3e6a99196f2e24dcf2a5f01626f1b4a?s=96&d=mm&r=g\",\"contentUrl\":\"https:\\\/\\\/secure.gravatar.com\\\/avatar\\\/5a61f472589fc237202ca132bc60e152f3e6a99196f2e24dcf2a5f01626f1b4a?s=96&d=mm&r=g\",\"caption\":\"cat_admin_usr\"},\"sameAs\":[\"https:\\\/\\\/cataligent.in\\\/blog\"],\"url\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/author\\\/cat_admin_usr\\\/\"}]}<\/script>\n<!-- \/ Yoast SEO plugin. -->","yoast_head_json":{"title":"KPI Planning Examples in Planned-vs-Actual Control - Cataligent","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/cataligent.in\/blog\/uncategorized\/kpi-planning-examples-in-planned-vs-actual-control\/","og_locale":"en_US","og_type":"article","og_title":"KPI Planning Examples in Planned-vs-Actual Control - Cataligent","og_description":"KPI Planning Examples in Planned-vs-Actual Control KPI planning examples become valuable only when they help leaders compare intent with reality. A KPI target in a slide or spreadsheet may show ambition, but planned versus actual control shows whether execution is moving, whether value is being delivered, and whether a decision is needed. For transformation offices, […]","og_url":"https:\/\/cataligent.in\/blog\/uncategorized\/kpi-planning-examples-in-planned-vs-actual-control\/","og_site_name":"Cataligent","article_publisher":"https:\/\/www.facebook.com\/Cataligentstrategyimplementation\/","article_published_time":"2026-04-27T22:52:20+00:00","article_modified_time":"2026-06-18T08:40:18+00:00","author":"cat_admin_usr","twitter_card":"summary_large_image","twitter_creator":"@cataligentindia","twitter_site":"@cataligentindia","twitter_misc":{"Written by":"cat_admin_usr","Est. reading time":"7 minutes"},"schema":{"@context":"https:\/\/schema.org","@graph":[{"@type":"Article","@id":"https:\/\/cataligent.in\/blog\/uncategorized\/kpi-planning-examples-in-planned-vs-actual-control\/#article","isPartOf":{"@id":"https:\/\/cataligent.in\/blog\/uncategorized\/kpi-planning-examples-in-planned-vs-actual-control\/"},"author":{"name":"cat_admin_usr","@id":"https:\/\/cataligent.in\/blog\/#\/schema\/person\/649c37d6027e076e1e76bd18bac05756"},"headline":"KPI Planning Examples in Planned-vs-Actual Control","datePublished":"2026-04-27T22:52:20+00:00","dateModified":"2026-06-18T08:40:18+00:00","mainEntityOfPage":{"@id":"https:\/\/cataligent.in\/blog\/uncategorized\/kpi-planning-examples-in-planned-vs-actual-control\/"},"wordCount":1329,"commentCount":0,"publisher":{"@id":"https:\/\/cataligent.in\/blog\/#organization"},"keywords":["Business Strategy","Cost Reduction Strategies","Cost Reduction Strategy","Digital Strategy","Planning","Strategic Decision-Making","Strategic Planning","Strategy Planning"],"articleSection":["Strategy Planning"],"inLanguage":"en-US","potentialAction":[{"@type":"CommentAction","name":"Comment","target":["https:\/\/cataligent.in\/blog\/uncategorized\/kpi-planning-examples-in-planned-vs-actual-control\/#respond"]}]},{"@type":"WebPage","@id":"https:\/\/cataligent.in\/blog\/uncategorized\/kpi-planning-examples-in-planned-vs-actual-control\/","url":"https:\/\/cataligent.in\/blog\/uncategorized\/kpi-planning-examples-in-planned-vs-actual-control\/","name":"KPI Planning Examples in Planned-vs-Actual Control - Cataligent","isPartOf":{"@id":"https:\/\/cataligent.in\/blog\/#website"},"datePublished":"2026-04-27T22:52:20+00:00","dateModified":"2026-06-18T08:40:18+00:00","breadcrumb":{"@id":"https:\/\/cataligent.in\/blog\/uncategorized\/kpi-planning-examples-in-planned-vs-actual-control\/#breadcrumb"},"inLanguage":"en-US","potentialAction":[{"@type":"ReadAction","target":["https:\/\/cataligent.in\/blog\/uncategorized\/kpi-planning-examples-in-planned-vs-actual-control\/"]}]},{"@type":"BreadcrumbList","@id":"https:\/\/cataligent.in\/blog\/uncategorized\/kpi-planning-examples-in-planned-vs-actual-control\/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Home","item":"https:\/\/cataligent.in\/blog\/"},{"@type":"ListItem","position":2,"name":"KPI Planning Examples in Planned-vs-Actual Control"}]},{"@type":"WebSite","@id":"https:\/\/cataligent.in\/blog\/#website","url":"https:\/\/cataligent.in\/blog\/","name":"https:\/\/cataligent.in\/","description":"Strategy Execution Tool for Cost Saving Program","publisher":{"@id":"https:\/\/cataligent.in\/blog\/#organization"},"potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/cataligent.in\/blog\/?s={search_term_string}"},"query-input":{"@type":"PropertyValueSpecification","valueRequired":true,"valueName":"search_term_string"}}],"inLanguage":"en-US"},{"@type":"Organization","@id":"https:\/\/cataligent.in\/blog\/#organization","name":"Cataligent Project Pvt. Ltd.","url":"https:\/\/cataligent.in\/blog\/","logo":{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/cataligent.in\/blog\/#\/schema\/logo\/image\/","url":"https:\/\/cataligent.in\/blog\/wp-content\/uploads\/2025\/01\/logoColored-1.png","contentUrl":"https:\/\/cataligent.in\/blog\/wp-content\/uploads\/2025\/01\/logoColored-1.png","width":296,"height":75,"caption":"Cataligent Project Pvt. Ltd."},"image":{"@id":"https:\/\/cataligent.in\/blog\/#\/schema\/logo\/image\/"},"sameAs":["https:\/\/www.facebook.com\/Cataligentstrategyimplementation\/","https:\/\/x.com\/cataligentindia","https:\/\/www.linkedin.com\/company\/cataligentstrategy\/","https:\/\/www.instagram.com\/cataligentindia\/"]},{"@type":"Person","@id":"https:\/\/cataligent.in\/blog\/#\/schema\/person\/649c37d6027e076e1e76bd18bac05756","name":"cat_admin_usr","image":{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/secure.gravatar.com\/avatar\/5a61f472589fc237202ca132bc60e152f3e6a99196f2e24dcf2a5f01626f1b4a?s=96&d=mm&r=g","url":"https:\/\/secure.gravatar.com\/avatar\/5a61f472589fc237202ca132bc60e152f3e6a99196f2e24dcf2a5f01626f1b4a?s=96&d=mm&r=g","contentUrl":"https:\/\/secure.gravatar.com\/avatar\/5a61f472589fc237202ca132bc60e152f3e6a99196f2e24dcf2a5f01626f1b4a?s=96&d=mm&r=g","caption":"cat_admin_usr"},"sameAs":["https:\/\/cataligent.in\/blog"],"url":"https:\/\/cataligent.in\/blog\/author\/cat_admin_usr\/"}]}},"_links":{"self":[{"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/posts\/20786","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/comments?post=20786"}],"version-history":[{"count":0,"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/posts\/20786\/revisions"}],"wp:attachment":[{"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/media?parent=20786"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/categories?post=20786"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/tags?post=20786"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}