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Measure	
  What	
  Ma+ers	
  
Steve	
  Stanton,	
  Managing	
  Director	
  
Webinar	
  
	
  
August	
  26,	
  2015	
  
For...
1	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
One	
  Underlying	
  Issue	
  
“We	
  measure	
  far	
  t...
2	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
Why	
  Is	
  Process	
  Measurement	
  so	
  
Difficult?	
 ...
3	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
Principles	
  of	
  Process	
  Measurement	
  	
  
The	
 ...
4	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
A	
  Quote	
  to	
  Remember	
  
“If	
  results	
  aren’t...
5	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
Measurement	
  Language	
  
The	
  Process	
  Scorecard	
...
6	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
The	
  Process	
  Scorecard	
  
Roughly	
  7	
  key	
  me...
7	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
APA Scorecard DPS PC Scorecard Page 3
Region NReg Zone No...
8	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
Hil8’s	
  Measurement	
  System	
  
Began	
  with	
  a	
 ...
9	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
Summary:	
  	
  CSF’s	
  of	
  Process	
  Metrics	
  
Foc...
10	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
FCB	
  Fall	
  2015	
  Courses	
  
Event	
   Descrip8on	...
11	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
For	
  More	
  Informa8on	
  
FCB	
  Partners	
  
	
  
L...
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FCB Partners Webinar: Measure What Matters  Slide 1 FCB Partners Webinar: Measure What Matters  Slide 2 FCB Partners Webinar: Measure What Matters  Slide 3 FCB Partners Webinar: Measure What Matters  Slide 4 FCB Partners Webinar: Measure What Matters  Slide 5 FCB Partners Webinar: Measure What Matters  Slide 6 FCB Partners Webinar: Measure What Matters  Slide 7 FCB Partners Webinar: Measure What Matters  Slide 8 FCB Partners Webinar: Measure What Matters  Slide 9 FCB Partners Webinar: Measure What Matters  Slide 10 FCB Partners Webinar: Measure What Matters  Slide 11 FCB Partners Webinar: Measure What Matters  Slide 12
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Join Steve Stanton, Managing Director of FCB Partners, as he leads a roundtable discussion on the challenge of managing metrics. This 30-minute webinar is an introduction to our new Master Class on Measurement (premiering November 18 in Boston).

Without question, measurement is the most difficult aspect of process management. With so many choices it’s tough to select the right measures and create an actionable scorecard. Too often, organizations measure what they can, measure what they can measure easily, or measure what they can measure easily that produces a positive number.

But, without a great measurement architecture, organizations can flounder with too many measures or misleading data, or just lagging indicators.

In this practical webinar, Steve will focus on the following themes:
Why is measurement so tough?
How can we find the right few measures for a process?
How to use measures effectively
How to improve the process of measurement itself

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FCB Partners Webinar: Measure What Matters

  1. 1. Measure  What  Ma+ers   Steve  Stanton,  Managing  Director   Webinar     August  26,  2015   For  more  informa8on,  go  to  fcbpartners.com  or  call  Lindsay  Field  617.245.0265  
  2. 2. 1  ©2015  FCB  Partners.  All  rights  reserved.   One  Underlying  Issue   “We  measure  far  too  much  and   get  far  too  li9le  for  what  we   measure  because  we  never   ar<culated  what  we  need  to  get   be9er  at  and  our  measures  aren’t   <ed  together  to  support  higher-­‐ level  business  goals.”   We  measure  the  visible,  the  easy,  the  familiar,  and  the   intui8ve,  rather  than  the  important  
  3. 3. 2  ©2015  FCB  Partners.  All  rights  reserved.   Why  Is  Process  Measurement  so   Difficult?   Requires  Deep  Insight   how  this  process  creates  value   what  this  process’s  customers  really  want   how  this  process  serves  the  organiza8on’s  strategy   how  this  process  connects  with  other  processes   intui8on  and  history  are  no  longer  enough     In  Addi8on   the  environmental  trifecta  of  complexity,  novelty,  and  speed   digi8za8on  provides  even  more  opportuni8es   we’re  now  entering  the  age  of  data-­‐driven  decision  making  
  4. 4. 3  ©2015  FCB  Partners.  All  rights  reserved.   Principles  of  Process  Measurement     The  primary  goal  of  measurement  is  not  to  measure,  but  to   improve  business  performance   Measurement  must  be  driven  by  an  understanding  of  causality   and  focused  on  what  you  can  control   Processes  are  where  strategy  becomes  opera8onal   Measure  as  liQle  as  possible  and  pilot  metrics  before   ins8tu8onalizing   Metrics  are  how  importance  is  communicated  
  5. 5. 4  ©2015  FCB  Partners.  All  rights  reserved.   A  Quote  to  Remember   “If  results  aren’t   improving,  then  you   must  be  measuring   the  wrong  things.”     In  the  footsteps  of  W.L  Bateman  
  6. 6. 5  ©2015  FCB  Partners.  All  rights  reserved.   Measurement  Language   The  Process  Scorecard   defini8on  –  the  few  vital  measures  needed  to  assess  performance,   progress,  and  opportuni8es  for  improvement     Key  Terms   lagging  indicators  that  tell  you  where  you’ve  been,  generally  outcome   metrics  used  for  repor8ng   leading  indicators  that  tell  you  where  you  may  be  going,  generally  in-­‐ process  metrics  that  illuminate  improvement  opportuni8es   key  metric  –  the  performance  aspect  worthy  of  measurement   baseline  –  current  performance   target  –  desired  performance  
  7. 7. 6  ©2015  FCB  Partners.  All  rights  reserved.   The  Process  Scorecard   Roughly  7  key  measures  (plus/minus  2)   plus  or  minus  2   requires  serious  discipline   Mix  of  leading  and  lagging   err  on  the  side  of  leading   One  or  two  per  cri8cal  stakeholder   and  manage  tradeoffs   Updated  frequently  and  communicated  oSen  
  8. 8. 7  ©2015  FCB  Partners.  All  rights  reserved.   APA Scorecard DPS PC Scorecard Page 3 Region NReg Zone Nor-E Site Durham Name Vaughn Report Period Mar99 Current Actual Current Perf Current Performance Req'd for S2 Rating Yearend Performance Required for S1 S2 S3 S4 Customer Service %Customer Svc Orders On-time Site 98% 95% 4 94% 95% 97% 98% %Repeat Customer Service Work Site 10% 16% 3 18% 16% 12% 10% Reliability & Integrity %SMEI Inspect Comp vs Plan Region 110% 93% 4 90% 93% 97% 100% Business Expansion Cost Routine Outages $/outage Region 277 226 0 232 226 212 206 Customer Premise $/Order Region 57.58 31.21 0 31.82 31.21 29.99 28.76 Bus Expansion $/Cust Add Region 1,769 1,975 4 2,033 1,975 1,897 1,839 Workforce Effectiveness Lost & Restricted Work Days Region - 56 4 300 225 175 100 SUMMARY - CURRENT SCORECARD PERFORMANCE 2.7 The Scorecard
  9. 9. 8  ©2015  FCB  Partners.  All  rights  reserved.   Hil8’s  Measurement  System   Began  with  a  set  of  strategic  business  objec8ves   derived  from  the  corporate  strategic  plan   Iden8fied  11  enterprise  KPI’s   related  to  strategic  objec8ves   customer  sa8sfac8on,  profit  per  employee,  perfect  orders,  repair  cycle  8me,   etc.   some  process-­‐specific,  some  cross-­‐process   Translated  these  into  60  performance  drivers   drivers  of  KPI’s  or  more  detailed  outcomes   all  associated  with  specific  processes   e.g.,  complaint  solu8on  finding  8me,  complaint  solu8on  execu8on  8me,  open   complaints,  number  of  orders  per  customer,  etc.   Managing  process  around  these  drivers   cockpits,  design,  rewards                                                            Source:    Hil<  
  10. 10. 9  ©2015  FCB  Partners.  All  rights  reserved.   Summary:    CSF’s  of  Process  Metrics   Focus  on  end-­‐to-­‐end  outcomes  and  performance   transcending  boundaries   Rigorously  derive  from  customer  needs  and  enterprise  goals   via  causal  model   Encompass  mul8-­‐dimensional  performance  goals   the  world  is  not  a  simple  place   Avoid  being  distracted  by  sub-­‐measures   the  case  of  the  airline  pilot   Create  universal  understanding  and  awareness   to  focus  people’s  aQen8on   Align  rewards  with  metrics   to  reinforce  them   Use  to  monitor  performance,  shape  behavior,  and  drive  change   making  abstrac8ons  concrete                              
  11. 11. 10  ©2015  FCB  Partners.  All  rights  reserved.   FCB  Fall  2015  Courses   Event   Descrip8on   Process  Redesign   Hammer  Cer<fica<on  Course   Boston,  MA  September  15-­‐18   Reengineering  Innova8on   Advanced  Cer<fica<on  Course   Boston,  MA  September  16-­‐18   Process  Owners  in  Ac8on   Advanced  Cer<fica<on  Course   Boston,  September  16-­‐18   Power  of  Process   Hammer  Cer<fica<on  Course   Boston,  MA  November  16-­‐17   Leading  Transforma8on   Hammer  Cer<fica<on  Course   Boston,  MA  November  18-­‐20   Measurement  Excellence   Master  Class   Boston,  MA  November  18   For  more  informa8on  go  to  fcbpartners.com  or  call    Lindsay  Field  617.245.0265  
  12. 12. 11  ©2015  FCB  Partners.  All  rights  reserved.   For  More  Informa8on   FCB  Partners     Lindsay  Field,  Program  Director   617  245  0265   lfield@fcbpartners.com  

Join Steve Stanton, Managing Director of FCB Partners, as he leads a roundtable discussion on the challenge of managing metrics. This 30-minute webinar is an introduction to our new Master Class on Measurement (premiering November 18 in Boston). Without question, measurement is the most difficult aspect of process management. With so many choices it’s tough to select the right measures and create an actionable scorecard. Too often, organizations measure what they can, measure what they can measure easily, or measure what they can measure easily that produces a positive number. But, without a great measurement architecture, organizations can flounder with too many measures or misleading data, or just lagging indicators. In this practical webinar, Steve will focus on the following themes: Why is measurement so tough? How can we find the right few measures for a process? How to use measures effectively How to improve the process of measurement itself

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