Mai 2013http//www.experts-visions.comLansana.sakho@experts-visions.comThe company to -go for providing added value to your...
2© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementA supply of consis...
3© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementInformation Manage...
4© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementCustomerRequiremen...
5© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementMeasurement-manage...
6© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementBenefits of Inform...
7© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementLeading Practices ...
8© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementLeading Practices ...
9© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementTo make decisions ...
10© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementA good balanced s...
11© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementCustomer Measures...
12© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementProduct and Servi...
13© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementHuman Resource Me...
14© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementOrganizational Ef...
15© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementSocial Responsibi...
16© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementOrganizations nee...
17© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementPurposes of PMSn ...
18© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementIn designing a pe...
19© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementPractical Guideli...
20© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementLinkages to Strat...
21© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementThe things an org...
22© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementProcess-Level Mea...
23© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementGood measures and...
24© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementCreating Effectiv...
25© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementAnalyzing and Usi...
26© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementOrganizations nee...
27© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementInterlinkingn Qua...
28© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementManaging Data and...
29© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementIn many companies...
30© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementKnowledge Managem...
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PERFORMANCE & STRATEGIC INFORMATION MANAGEMENT

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PERFORMANCE & STRATEGIC INFORMATION MANAGEMENT

  1. 1. Mai 2013http//www.experts-visions.comLansana.sakho@experts-visions.comThe company to -go for providing added value to your businessPerformance Measurementand Strategic InformationManagement
  2. 2. 2© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementA supply of consistent, accurate,and timely data across allfunctional areas of businessprovides real-time information forthe evaluation, control, andimprovement of processes,products, and services to meetboth business objectives andrapidly changing customer needs.KEY IDEAKEY IDEAKEY IDEAKEY IDEA
  3. 3. 3© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementInformation ManagementInformation Managementn If you don’t measure results, youcan’t tell success from failuren If you can’t see success, you can’treward it – and if you can’t rewardsuccess, you are probablyrewarding failuren If you can’t recognize failure, youcan’t correct it
  4. 4. 4© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementCustomerRequirementsMeasurementsProcesses ResultsDesignControlPredictionValidationUse of Information and AnalysisUse of Information and AnalysisMeasurement supports executive performancereview and daily operations and decision making.
  5. 5. 5© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementMeasurement-managed companiesare more likely to be in the top third oftheir industry financially, completeorganizational changes moresuccessfully, reach clear agreementon strategy among senior managers,enjoy favorable levels of cooperationand teamwork among management,undertake greater self-monitoring ofperformance by employees, and havea greater willingness by employees totake risks.KEY IDEAKEY IDEAKEY IDEAKEY IDEA
  6. 6. 6© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementBenefits of Information Managementn Understand customers andcustomer satisfactionn Provide feedback to workersn Establish a basis forreward/recognitionn Assess progress and the needfor corrective actionn Reduce costs through betterplanning
  7. 7. 7© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementLeading Practices (1 of 2)Leading Practices (1 of 2)n Develop a set of performance indicators thatreflect customer requirements and key businessdriversn Use comparative information and data toimprove overall performance and competitivepositionn Continually refine information sources and theiruses within the organizationn Use sound analytical methods to conductanalyses and use the results to supportstrategic planning and daily decision making
  8. 8. 8© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementLeading Practices (2 of 2)Leading Practices (2 of 2)n Involve everyone in measurement activitiesand ensure that information is widely visiblen Ensure that data are accurate, reliable,timely, secure, and confidentialn Ensure that hardware and software systemsare reliable and user-friendlyn Systematically manage organizationalknowledge and identify and share bestpractices
  9. 9. 9© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementTo make decisions that further theoverall organizational goals of meeting,or exceeding, customer expectationsand making productive use of limitedresources, companies need good dataand information about customers andmarkets, human resource effectiveness,supplier performance, product andservice quality, and other key factors, inaddition to traditional financialperformance and accounting measures.KEY IDEAKEY IDEAKEY IDEAKEY IDEA
  10. 10. 10© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementA good balanced scorecard containsboth leading and lagging measuresand indicators.Lagging measures (outcomes) tellwhat has happened; leadingmeasures (performance drivers)predict what will happen.KEY IDEAKEY IDEAKEY IDEAKEY IDEA
  11. 11. 11© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementCustomer MeasuresCustomer Measuresn Customer satisfaction and dis-satisfactionn Customer retentionn Gains and losses of customersand customer accountsn Customer complaints and war-ranty claims.n Perceived value, loyalty, positivereferral, and customer relation-ship building
  12. 12. 12© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementProduct and Service MeasuresProduct and Service Measuresn Internal quality measurementsn Field performance of productsn Defect levelsn Response timesn Data collected from customersor third parties on ease of useor other attributesn Customer surveys on productand service performance
  13. 13. 13© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementHuman Resource MeasuresHuman Resource Measuresn Employee satisfactionn Training and developmentn Work system performance andeffectivenessn Safetyn Absenteeismn Turnover
  14. 14. 14© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementOrganizational EffectivenessOrganizational Effectivenessn Cycle timesn Production flexibilityn Lead times and setup timesn Time to marketn Product/process yieldsn Delivery performancen Cost efficiencyn Productivity
  15. 15. 15© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementSocial Responsibility MeasuresSocial Responsibility Measuresn Organizational accountabilityn Stakeholder trustn Ethical behaviorn Regulatory/legal compliancen Financial and ethics reviewresultsn Community servicen Management stock purchaseactivity
  16. 16. 16© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementOrganizations need comparativedata, such as industry averages, bestcompetitor performance, and world-class benchmarks to gain anaccurate assessment of performanceand know where they stand relativeto competitors and best practices.KEY IDEAKEY IDEAKEY IDEAKEY IDEA
  17. 17. 17© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementPurposes of PMSn Providing direction and supportfor continuous improvementn Identifying trends and progressn Facilitating understanding ofcause-and-effect relationshipsn Allowing performancecomparison to benchmarksn Providing a perspective of thepast, present, and futurePerformanceManagement System
  18. 18. 18© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementIn designing a performance mea-surement system, organizations mustconsider how the measures willsupport senior executive perfor-mance review and organizationalplanning to address the overall healthof the organization, and how themeasures will support dailyoperations and decision making.KEY IDEAKEY IDEAKEY IDEAKEY IDEA
  19. 19. 19© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementPractical GuidelinesPractical Guidelinesn Fewer is better.n Link to the key business drivers.n Include a mix of past, present, and futuren Address the needs of all stakeholders.n Start at the top and flow down to all levels ofemployeesn Combine multiple indexes into a single indexn Change as the environment and strategychangesn Have research-based targets or goals
  20. 20. 20© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementLinkages to StrategyLinkages to StrategyKey business drivers(key success factors)Strategies andaction plansMeasures and indicators
  21. 21. 21© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementThe things an organization needs todo well to accomplish its vision areoften called key business driversor key success factors.They represent things that separatean organization from its competitionand define strengths to exploit orweaknesses to correct.KEY IDEAKEY IDEAKEY IDEAKEY IDEA
  22. 22. 22© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementProcess-Level MeasurementsProcess-Level Measurementsn Does the measurement supportour mission?n Will the measurement be used tomanage change?n Is it important to our customers?n Is it effective in measuringperformance?n Is it effective in forecastingresults?n Is it easy to understand andsimple?
  23. 23. 23© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementGood measures and indicators areactionable; that is, they providethe basis for decisions at the levelat which they are applied.KEY IDEAKEY IDEAKEY IDEAKEY IDEA
  24. 24. 24© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementCreating Effective Performance Measuresn Identify all customers and theirrequirements and expectationsn Define work processesn Define value-adding activities andprocess outputsn Develop measures for each key processn Evaluate measures for their usefulness
  25. 25. 25© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementAnalyzing and Using Datan Analysis – an examination of facts and data toprovide a basis for effective decisions.n Examples¨ Examining trends and changes in key performance indicators¨ Making comparisons relative to other business units,competitor performance, or best-in-class benchmarks¨ Calculating means, standard deviations, and other statisticalmeasures¨ Seeking to understand relationships among differentperformance indicators using sophisticated statistical toolssuch as correlation and regression analysis
  26. 26. 26© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementOrganizations need a process fortransforming data, usually in someintegrated fashion, into informationthat top management canunderstand and work with.KEY IDEAKEY IDEAKEY IDEAKEY IDEA
  27. 27. 27© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementInterlinkingn Quantitative modeling of cause-and-effect relationships betweenexternal and internalperformance measuresn Facilitated by data mining – theprocess of of searching largedatabases to find hiddenpatterns in data, using analyticalapproaches and technologiessuch as cluster analysis, neuralnetworks, and fuzzy logic
  28. 28. 28© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementManaging Data and Informationn Validity – Does the indicatormeasure what it says it does?n Reliability – How well does anindicator consistently measurethe “true value” of thecharacteristic?n Accessibility – Do the rightpeople have access to thedata?
  29. 29. 29© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementIn many companies, businessinformation is only accessible totop managers and others on aneed-to-know basis.In Total Quality -focused compa-nies, business information isaccessible to everyone.KEY IDEAKEY IDEAKEY IDEAKEY IDEA
  30. 30. 30© Lansana.sakho@experts-visions.comJune 2013Performance Measurementand Strategic Information ManagementKnowledge Managementn The process of identifying, capturing,organizing, and using knowledgeassets to create and sustaincompetitive advantage¨Explicit knowledge includes informationstored in documents or other forms ofmedia.¨Tacit knowledge is information that isformed around intangible factors resultingfrom an individual’s experience, and ispersonal and content-specific.

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