Get a FREE performance management kit and access to all of Victor's full videos at:
www.lifecycle-performance-pros.com
This presentation covers the basics of developing successful performance metrics, from developing winning KPIs, learning how to develop the right metrics, the rules of developing KPIs and metrics and common performance metrics for managing a successful organization.
Here's a link to the full resolution PDF http://static.klipfolio.com/ebook/intro-to-kpis-slides.pdf
In today’s ultra competitive business ecosystem, only the strong survive. In order to keep your team on top of their game, you need to cultivate a data-driven culture by sharing the right performance indicators and business metrics with your team.
A Key Performance Indicator is a measurable value that demonstrates how effectively a company is achieving key business objectives. Organizations use KPIs at multiple levels to evaluate their success at reaching targets. High-level KPIs may focus on the overall performance of the enterprise, while low-level KPIs may focus on processes in departments such as sales, marketing or a call center.
Definition of the Key Performance Indicators + infographics, explaining types of KPIs and data visualization.
Originally posted here with the article: https://www.kpi.com/blog/2016/02/03/intro-to-key-performance-indicators-infographic/
Here's a link to the full resolution PDF http://static.klipfolio.com/ebook/intro-to-kpis-slides.pdf
In today’s ultra competitive business ecosystem, only the strong survive. In order to keep your team on top of their game, you need to cultivate a data-driven culture by sharing the right performance indicators and business metrics with your team.
A Key Performance Indicator is a measurable value that demonstrates how effectively a company is achieving key business objectives. Organizations use KPIs at multiple levels to evaluate their success at reaching targets. High-level KPIs may focus on the overall performance of the enterprise, while low-level KPIs may focus on processes in departments such as sales, marketing or a call center.
Definition of the Key Performance Indicators + infographics, explaining types of KPIs and data visualization.
Originally posted here with the article: https://www.kpi.com/blog/2016/02/03/intro-to-key-performance-indicators-infographic/
There's plenty of questions surrounding KPIs and Metrics. What is a KPI? What are KPIs used for? How do I develop KPIs? Who determines KPIs? How do I create a KPI? Which KPIs should I use? When should I use a KPI? Why should I review KPIs? How do I report on KPIs? Which companies use KPIs? KPIs vs Metrics vs Measures vs OKRs? This guide aims to answer all of that and give you resources for more information!
How to build a Key Performance Indicator (KPI) - Consider Elevator ManagementAxel Marrocco
What exactly is a KPI. This lesson was developed to help consider how to evaluate the effectiveness of a problem / solution proposal. Elevator Management is used, since it provides a topic almost all can relate with. The focus is not to development an understanding of Critical Success Factors, but to concentrate on elements necessary in constructing a Key Performance Indicator (KPI) of a proposal's effectiveness.
Key Performance Indicators (KPIs) should be used to understand performance and drive better decision-making. However, most companies struggle to find the vital few KPIs. Here is a list of the 25 top KPIs is use today.
There's plenty of questions surrounding KPIs and Metrics. What is a KPI? What are KPIs used for? How do I develop KPIs? Who determines KPIs? How do I create a KPI? Which KPIs should I use? When should I use a KPI? Why should I review KPIs? How do I report on KPIs? Which companies use KPIs? KPIs vs Metrics vs Measures vs OKRs? This guide aims to answer all of that and give you resources for more information!
How to build a Key Performance Indicator (KPI) - Consider Elevator ManagementAxel Marrocco
What exactly is a KPI. This lesson was developed to help consider how to evaluate the effectiveness of a problem / solution proposal. Elevator Management is used, since it provides a topic almost all can relate with. The focus is not to development an understanding of Critical Success Factors, but to concentrate on elements necessary in constructing a Key Performance Indicator (KPI) of a proposal's effectiveness.
Key Performance Indicators (KPIs) should be used to understand performance and drive better decision-making. However, most companies struggle to find the vital few KPIs. Here is a list of the 25 top KPIs is use today.
KPIs for APIs (and how API Calls are the new Web Hits, and you may be measuri...John Musser
How do you measure API success? What KPIs do APIs need? What mistakes should I avoid? Find out what you should, and shouldn't, be measuring as part of your API program in this Business of APIs Conference NYC talk. Dive into a breadth of API metrics, the 6 keys to better API metrics, and the traps to beware of (the important do's and don'ts). Also real-world API case studies show who measures what.
short presentation was made to response the request of Management where I am working how to provide non subjective staff assessment in my section. some, inspired by manajemenkinerja.com
Get a FREE performance management kit and access to all of Victor's full videos at:
www.lifecycle-performance-pros.com
This presentation discusses the common obstacles to successfully managing organizational performance, namely aligning performance to organizational goals and objectives. This presentation discusses the 4 key alignment areas and offers techniques on how to successfully align perform to each area.
Video: How to Align Performance to Organizational Goals and StrategyVictor Holman
Get a FREE performance management kit and access to all of Victor's full videos at:
www.lifecycle-performance-pros.com
This presentation discusses the common obstacles to successfully managing organizational performance, namely aligning performance to organizational goals and objectives. This presentation discusses the 4 key alignment areas and offers techniques on how to successfully align perform to each area.
Pace 2009 Effective Financial ManagementLinnea Blair
Presented at PACE 2009 Convention by Linnea Blair, Advisors On Target. Some information in this presentation is sourced from RAN ONE, Inc. Advisors On Target is a RAN ONE Business Advisor.
Do you have the right tools to measure your financial performance? Do you know what elements are necessary to guide your business? Based on last year's rave reviews, Autotask's own Chief Financial Officer, Vince Zumbo, will return to lay out the fundamentals of planning and monitoring your financials for success. Vince will be aided by Autotask Product Manager Joe Rourke who will demonstrate how you can apply what you've learned by leveraging Autotask to support your business' optimal financial health. This session is full of tips, templates and insights that are used by financial professionals today and can be used by organizations of all sizes.
[Presenters: Vince Zumbo & Patrick Burns, Autotask]
END RESULT ! Whether it is the end result of your audit or you want to audit the end result of the orgaization\'s activities - both are relevent ! Please view this presentation for a more clear understanding...
Balanced Scorecard is a management tool that provides stakeholders with a comprehensive measure of how the organization is progressing towards the achievement of its strategic goals.
Balances financial and non-financial measures
Balances short and long-term measures
Balances performance drivers (leading indicators) with outcome measures (lagging indicators)
Leads to strategic focus and organizational alignment.
What ISO Management Systems can learn from Balanced Scorecard?PECB
Balanced Scorecard is a Strategy Management System developed by Professors Kaplan and Norton. It is probably the most comprehensive system/tool in the modern world. It allows an organization balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives). It further lets an organization break down each of these 4 perspectives based on 4 criteria which are Objectives, Measures, Target and Initiatives. There is a lot that ISO Implementers and Auditors need to learn from a Balanced Scorecard that will help in better delivering ISO engagements. This webinar will take a critical look at what is Balanced Scorecard and what ISO Consultants need to know to about it.
Main points covered:
• What is a Balance Scorecard?
• How Balance Scorecard allows organization to balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives)
• How an organization breaks down each 4 perspective based on 4 criteria (Objectives, Measures, Target and Initiatives)
Presenter:
This webinar was presented by Orlando Olumide Odejide, who is the Chief Trainer for Training Heights Limited. Orlando is an experienced Enterprise Architect and Programme Director working on various technology solutions including SharePoint, SQL Server, Oracle, SAP, Odoo and Qlikview Technologies for clients in the Financial Services, Government and Manufacturing Sectors.
Link of the recorded session published on YouTube: https://youtu.be/XPPj9XhXl0s
Kenn Saddler, a B2B CFO partner, talks to 'The Alternative Board' about the importance of cash flow in operating a business. As Ken says, "It's all about the cash."
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www.lifecycle-performance-pros.com
This presentation discusses the differences between scorecards and dashboards, when and how to use each, balanced scorecard perspectives, the dashboard/scorecard implementation process, strategy maps, and much more.
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This presentation discusses the most common obstacles to performance management and answers the question "why performance initiatives fail". This presentation provides a look at the 6 most common obstacles, provides solutions to them and explains how Lifecycle Performance Management can help you tackle each one of them.
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What might I learn?
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Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
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2. Performance Measurements and
Metrics…
A performance measurement is a
comparison of actual returns against a pre-
specified benchmark.
A performance metric is a type of
measurement used to quantify the
performance of some component of an
organization.
FREE Performance Management Kit at www.performance-success.com
3. 3 Types of Performance Measures…
1. Key Result Indicators
3. Performance Indicators
5. Key Performance Indicators
FREE Performance Management Kit at www.performance-success.com
4. KPIs versus Metrics…
• A KPI is a metric, but a metric is not
always a KPI
• Metrics are the detailed measures that
feed and augment the KPIs
• KPIs reflect strategic value drivers
while metrics may represent anything
that is measurable
FREE Performance Management Kit at www.performance-success.com
5. KPI Metric Flow…
Overall Business Strategy
What is the organization trying to accomplish?
Goals and Objectives
What are the short and long term objectives to achieve the strategy?
Key Business Objectives
What are the important actionable steps to meet the goals and objectives?
Key Performance Indicators
What measures of success are tied to the drivers?
Supporting Metrics
What are the detailed measures that feed and augment the KPIs?
FREE Performance Management Kit at www.performance-success.com
6. 10 Characteristics of a Good KPI…
• Reflect strategic value drivers
• Defined by Executives
• Cascades throughout organization
• Based on organizational standards
• Based on valid data
• Easy to comprehend
• Must be relevant
• Provide thresholds, targets and benchmarks
• Empower users
• Lead to positive action
FREE Performance Management Kit at www.performance-success.com
7. Common Executive KPIs…
Sales by Product Sales Expenses
Total Sales Marketing Expenses
Total Sales Budget Over/Under Research & Development Expenses
Cost of Goods Sold EBIT (earnings before interest and taxes)
Materials Interest income (expense)
Labor Other income (expense)
Overhead Total Non-operating Income (expense)
Operating Expenses Income (Loss) Before Taxes
G&A Expenses Income Taxes
Payroll Salaries Net Income (Loss)
Budget Cumulative Net Income (Loss)
FREE Performance Management Kit at www.performance-success.com
8. Industry Standard Metrics
Industry standard metrics are common
measurements that are deemed to be
valuable within an industry.
They are metrics an organization typically
implements in order to see how they compare
to organizations with similar service offerings.
FREE Performance Management Kit at www.performance-success.com
9. How to Know What to Measure
1. Measure what your customers say is
important
3. Measure areas where there are problems
you’d like to solve
5. Measure the business objectives you are
aiming to achieve
FREE Performance Management Kit at www.performance-success.com
10. Basic Rules for Developing Metrics
• Focus on desired outcomes
• Keep the metrics simple
• Involve all of the participants
• Base metrics on organizational objectives
and key processes
• Challenge employees to act immediately
FREE Performance Management Kit at www.performance-success.com
11. SMART Metrics
• Specific
• Measurable
• Actionable
• Relevant
• Timely
FREE Performance Management Kit at www.performance-success.com
12. SMART Metrics Table
FREE Performance Management Kit at www.performance-success.com
13. Common Financial Performance Metrics
• Return on Net Assets Ratio
• Net Operating Revenues Ratio
• Viability Ratio
• Debt Burden Ratio
• Primary Reserve Ratio
• Customer profitability metrics
FREE Performance Management Kit at www.performance-success.com
14. Additional Financial Metrics –
Financial Performance Ratios
Financial Performance Ratios
Return on Net Assets = Change in Net Assets / Total Beginning Net
Assets
Net Operating Revenues Ratio = Income before Other Items /
Adjusted Net Operating Revenues
Viability Ratio = Expendable Net Assets / Total Debt
Debt Burden Ratio = Debt Service / Total Expenses
Primary Reserve Ratio = Expendable net assets / Total Expenses
FREE Performance Management Kit at www.performance-success.com
15. Return on Net Assets = Change in Net Assets / Total Beginning Net
Assets
Net Operating Revenues Ratio Metrics –
Additional Financial = Income before Other Items /
Liquidity Ratios
Adjusted Net Operating Revenues
Viability Ratio = Expendable Net Assets / Total Debt
Debt Burden Ratio = Debt Service / Total Expenses
Primary Reserve Ratio = Expendable net assets / Total Expenses
Liquidity Ratios
Current Ratio = Current Assets / Current Liabilities
Quick Ratio = (Current Assets – Inventory) / Current Liabilities
Cash Ratio = Cash & Equivalents / Liabilities
Activity Ratios
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16. Primary Reserve Ratio = Expendable net assets / Total Expenses
Liquidity Ratios
Additional Financial Metrics – Activity
Current Ratio = Current Assets / Current Liabilities
Ratios
Quick Ratio = (Current Assets – Inventory) / Current Liabilities
Cash Ratio = Cash & Equivalents / Liabilities
Activity Ratios
Total Asset Turnover = Sales / Total Assets
Fixed Asset Turnover = Sales / (Net, Plant, Property, Equip)
Capital Turnover = Sales / (Interest Bearing Debt + Stockholder’s
Equity)
Accts Receivable Turnover = Sales / Accounts Receivable
Accts Receivable Days Outstanding = 365 days / (Accts Receivable
Turnover)
Inventory Turnover = Cost of Goods Sold / Inventory
Inventory Days Outstanding = 365 days / Inventory Turnover
FREE Performance Management Kit at www.performance-success.com
17. Capital Turnover = Sales / (Interest Bearing Debt + Stockholder’s
Equity) H
Accts Receivable Turnover = Sales / Accounts Receivable H
Additional Days OutstandingMetrics/ – Receivable
Accts Receivable
Financial = 365 days (Accts
Leverage Ratios
Turnover) L
Inventory Turnover = Cost of Goods Sold / Inventory H
Inventory Days Outstanding = 365 days / Inventory Turnover L
Leverage Ratios
Debt to Equity = Total Liabilities / Stockholder’s Equity L
Financial Leverage = Total Assets / Stockholder’s Equity L
Capitalization Ratio = (STD + CPLTD + LTD) / (Interest Bearing
Debt + Stockholder’s Equity) L
Interest Coverage = (PTI + Interest Expense) / Interest Expense H
Profitability Ratios
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18. Additional Financial Metrics –
Profitability Ratios
Profitability Ratios
Net Margin = Net Income / Sales
Pre-tax Margin = Pre-Tax Income / Sales
Operating Margin = Earnings Before Interest and Taxes / Sales
Gross Margin = (Sales – COGS) / Sales
Return on Assets = Net Income / Total Assets
Return on Net Assets = Net Income / Net Assets
Return on Capital = Net Income / (Interest Bearing Debt +
Stockholders’ Equity)
Return on Equity = Net Income / Stockholders’ Equity
FREE Performance Management Kit at www.performance-success.com
19. Additional Financial Metrics
Market Ratios
Price Earnings = Stock Price / EPS
Market to Book = Market Capitalization / Stockholder’s Equity
Dividend Yield = Dividend / Stock Price
t (t-1) (t-1)
Shareholder Return = ((P - P ) + D) / P
FREE Performance Management Kit at www.performance-success.com
20. 5 Steps for Identifying Data Quality
Metrics
• Identify the key data assertions associated with business
policies
• Determine how those data assertions relate to
quantifiable business impact
• Evaluate how the identified data flaws are categorized
within a set of data quality dimensions and specify the
data rules that measure their occurrence
• Quantify the contribution of each flaw to conformance
with each business policy
• Articulate and implement the data rules within a drillable
reporting framework
FREE Performance Management Kit at www.performance-success.com
22. Basic Rules for Developing Metrics
• Focus on desired outcomes
• Keep the metrics simple
• Involve all of the participants
• Base metrics on organizational objectives
and key processes
• Challenge employees to act immediately
FREE Performance Management Kit at www.performance-success.com
24. Linking Corporate Strategy to Executive,
Managerial, and Individual Goals
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25. Aligning Business Units to Organizational
Objectives
Define organizational goals Organizational Mission & Goals
Identify how each business unit
contributes toward reaching
organizational goals
Information Other Business
Human Resources Accounting
Develop strategy to achieve goals Technology Units
within each business unit
Identify bottlenecks and improve
inter-connected processes among Processes Processes Processes
business units
Align employee performance to
maximize business unit support in
reaching organizational goals
Ensure that technology investments
support organizational goals Technology
Optimize system performance,
utilize business intelligence,
automate reporting capabilities
Group
Server
Develop performance measures Decisions
that drive decision making and Knowledge
Performance
Reports
progress toward organizational Mgmt
FREE Performance Management Kit at www.performance-success.com
goals
26. Aligning Workforce Performance to
Organizational Objectives
Functions within workforce performance
management include:
• Recruit and Hire Management
• Compensation Management
• Incentive Management
• Goals Management
• Learning Management
• Competency Management
• FREE Performance Management Kit at www.performance-success.com
Performance Measurement
27. Aligning Workforce Performance to
Organizational Objectives (cont)
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28. Aligning Financial Performance to
Organizational Objectives
Steps to Maximize Financial Performance:
3.Identify which divisions within your organization are most
responsible for carrying out the success of each metric.
4.Examine the processes for each those divisions
5.Redefine the processes that are out of date, or those which
tools exist for automation or process improvement
6.Baseline the performance for the processes that have the
most effect on the outcome of the financial metric
7.Set performance measures for those processes and
monitor how the improvement of those processes affects the
overall financial metric over time
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29. Aligning Financial Performance to
Organizational Objectives
Common Financial Metrics
• Return on Net Assets Ratio
• Net Operating Revenues Ratio
• Viability Ratio
• Debt Burden Ratio
• Primary Reserve Ratio
• Customer Profitability Metrics
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30. Additional Financial Metrics –
Financial Performance Ratios
Financial Performance Ratios
Return on Net Assets = Change in Net Assets / Total Beginning Net
Assets
Net Operating Revenues Ratio = Income before Other Items /
Adjusted Net Operating Revenues
Viability Ratio = Expendable Net Assets / Total Debt
Debt Burden Ratio = Debt Service / Total Expenses
Primary Reserve Ratio = Expendable net assets / Total Expenses
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31. Return on Net Assets = Change in Net Assets / Total Beginning Net
Assets
Net Operating Revenues Ratio Metrics –
Additional Financial = Income before Other Items /
Liquidity Ratios
Adjusted Net Operating Revenues
Viability Ratio = Expendable Net Assets / Total Debt
Debt Burden Ratio = Debt Service / Total Expenses
Primary Reserve Ratio = Expendable net assets / Total Expenses
Liquidity Ratios
Current Ratio = Current Assets / Current Liabilities
Quick Ratio = (Current Assets – Inventory) / Current Liabilities
Cash Ratio = Cash & Equivalents / Liabilities
Activity Ratios
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32. Primary Reserve Ratio = Expendable net assets / Total Expenses
Liquidity Ratios
Additional Financial Metrics – Activity
Current Ratio = Current Assets / Current Liabilities
Ratios
Quick Ratio = (Current Assets – Inventory) / Current Liabilities
Cash Ratio = Cash & Equivalents / Liabilities
Activity Ratios
Total Asset Turnover = Sales / Total Assets
Fixed Asset Turnover = Sales / (Net, Plant, Property, Equip)
Capital Turnover = Sales / (Interest Bearing Debt + Stockholder’s
Equity)
Accts Receivable Turnover = Sales / Accounts Receivable
Accts Receivable Days Outstanding = 365 days / (Accts Receivable
Turnover)
Inventory Turnover = Cost of Goods Sold / Inventory
Inventory Days Outstanding = 365 days / Inventory Turnover
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33. Capital Turnover = Sales / (Interest Bearing Debt + Stockholder’s
Equity) H
Accts Receivable Turnover = Sales / Accounts Receivable H
Additional Days OutstandingMetrics/ – Receivable
Accts Receivable
Financial = 365 days (Accts
Leverage Ratios
Turnover) L
Inventory Turnover = Cost of Goods Sold / Inventory H
Inventory Days Outstanding = 365 days / Inventory Turnover L
Leverage Ratios
Debt to Equity = Total Liabilities / Stockholder’s Equity L
Financial Leverage = Total Assets / Stockholder’s Equity L
Capitalization Ratio = (STD + CPLTD + LTD) / (Interest Bearing
Debt + Stockholder’s Equity) L
Interest Coverage = (PTI + Interest Expense) / Interest Expense H
Profitability Ratios
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34. Additional Financial Metrics –
Profitability Ratios
Profitability Ratios
Net Margin = Net Income / Sales
Pre-tax Margin = Pre-Tax Income / Sales
Operating Margin = Earnings Before Interest and Taxes / Sales
Gross Margin = (Sales – COGS) / Sales
Return on Assets = Net Income / Total Assets
Return on Net Assets = Net Income / Net Assets
Return on Capital = Net Income / (Interest Bearing Debt +
Stockholders’ Equity)
Return on Equity = Net Income / Stockholders’ Equity
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35. Additional Financial Metrics
Market Ratios
Price Earnings = Stock Price / EPS
Market to Book = Market Capitalization / Stockholder’s Equity
Dividend Yield = Dividend / Stock Price
t (t-1) (t-1)
Shareholder Return = ((P - P ) + D) / P
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36. Aligning IT/Systems to Organizational
Objectives
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37. Questions to Ask Regarding IT Strategic
Alignment
• Which of your business unit’s processes support the
organization’s mission the most? Do the metrics we
report on drive those processes?
• Are you satisfied with the current performance
throughout your organization?
• Do our metrics address the company's critical needs?
• Do our reports provide the required information to
make business decisions? Do they identify areas of
misalignment?
• Do IT initiatives appear to be prioritized appropriately?
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38. Common Pitfalls to Avoid When
Aligning Performance to Strategy
• Inflexibility
• Insufficient vertical alignment
• Insufficient horizontal alignment
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