This document provides an overview of developing and implementing key performance indicators (KPIs) at both the organizational and operational levels. It discusses establishing KPIs through a top-down process to identify organizational KPIs aligned with critical success factors and strategic perspectives. It also describes a bottom-up process using process mapping to identify operational KPIs linked to organizational KPIs and critical success factors. The document outlines a 5-step approach for developing each type of KPI and provides examples of KPIs for different perspectives.
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.
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!
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.
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!
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.
More information:https://flevy.com/browse/flevypro/key-performance-indicator-kpi-strategies-part-2-4006
The 2018 Strategic Measurement Global Executive Study and Research Report showed that business leaders worldwide are struggling to strike a workable balance between tactical and strategic Key Performance Indicators (KPIs); operational and financial KPIs; and KPIs that effectively capture the moment while anticipating the future. This imbalance is a source of measurable dissatisfaction and concern as data for KPI improvements continues to increase.
In today's accelerating technological innovation, intensifying competitive pressure, and increasing customer expectations, business leaders are forced to rethink how they use KPIs to lead and manage the enterprise.
These trends--individually and collectively--have particular relevance to chief marketing officers and other marketing executives. They are increasingly finding themselves accountable for growth-oriented objectives. Hence, there is a need to explore new and novel KPIs for assessing growth. For the data-driven enterprises, KPI definition, development, and deployment will command the lion's share of leadership time and focus.
This framework provides organizations the strategic foundation towards effective use of KPIs as drivers of growth. There are 7 advanced KPI Strategies, which are powerful and persuasive mechanisms to enhancing revenue and customer satisfaction.
1. Use KPIs to Lead and Manage the Organization
2. Leverage KPIs to Align the Organization
3. Develop an Integrated, Holistic Customer View
4. Use KPIs for Machine Learning (ML)
5. Deep Dive into KPI Components
6. Share KPI Data
7. Adopt the Less-Is-More Mentality
This presentation focuses on the last 4 KPI Strategies.
Tomorrow's most important KPI arguments and debates will focus on how—and what—performances are truly key to the organization's future success. Being ahead makes a big difference.
This deck also includes slide templates for you to use in your own business presentations.
The leader's job is to set a clear direction of what their organizations mean by "results" - Peter Drucker
Here's a partial example of how to do that with Balanced Scroecard
More information:https://flevy.com/browse/flevypro/key-performance-indicators-kpis-best-practices-4010
There are clear and measurable differences that exist between organizations that use Key Performance Indicators (KPIs) to monitor and assess performance and those that use KPIs to guide and drive performance improvements. Data-driven and customer-oriented leaders use KPIs to transform their organization, while those more concerned with hitting their numbers remain focused on efficiencies. Who is better positioned to adapt, evolve, and compete?
More sophisticated managers explicitly use KPIs to promote cross-functional—not just vertical—alignment. For them, KPIs are the means and methods for rigorously defining and measuring the fundamentals that matter. To be effective, KPIs must be able to clearly communicate how it tracks Value Creation and delivers value for our stakeholders—customers, employees, and investors.
This framework provides practical and actionable next steps for organizations to obtain greater value and returns from their KPI investments. It discusses 4 best practices around KPIs:
1. Focus on Customer Experience (CX)
2. Identify Top Enterprise and Top Functional KPIs
3. Foster Enterprise-wide Discussion of KPIs
4. Treat KPIs as a Special Class of Data
The 4 KPI best practices are every organization's guide to using KPIs to guide and drive performance improvements.
This deck also includes slide templates for you to use in your own business presentations.
A complete outline of KPI's function and use in a measureable value that demonstrates the effectiveness of a business process at contributing to the attainment of key business objectives
More information:https://flevy.com/browse/flevypro/key-performance-indicator-kpi-strategies-part-1-4005
The 2018 Strategic Measurement Global Executive Study and Research Report showed that business leaders worldwide are struggling to strike a workable balance between tactical and strategic Key Performance Indicators (KPIs); operational and financial KPIs; and KPIs that effectively capture the moment while anticipating the future. This imbalance is a source of measurable dissatisfaction and concern as data for KPI improvements continues to increase.
In today's accelerating technological innovation, intensifying competitive pressure, and increasing customer expectations, business leaders are forced to rethink how they use KPIs to lead and manage the enterprise.
These trends--individually and collectively--have particular relevance to chief marketing officers and other marketing executives. They are increasingly finding themselves accountable for growth-oriented objectives. Hence, there is a need to explore new and novel KPIs for assessing growth. For the data-driven enterprises, KPI definition, development, and deployment will command the lion's share of leadership time and focus.
This framework provides organizations the strategic foundation towards effective use of KPIs as drivers of growth. There are 7 advanced KPI Strategies, which are powerful and persuasive mechanisms to enhancing revenue and customer satisfaction.
1. Use KPIs to Lead and Manage the Organization
2. Leverage KPIs to Align the Organization
3. Develop an Integrated, Holistic Customer View
4. Use KPIs for Machine Learning (ML)
5. Deep Dive into KPI Components
6. Share KPI Data
7. Adopt the Less-Is-More Mentality
This presentation focuses on the first 3 KPI Strategies.
Tomorrow's most important KPI arguments and debates will focus on how—and what—performances are truly key to the organization's future success. Being ahead makes a big difference.
This deck also includes slide templates for you to use in your own business presentations.
Objective: Contracted as an outside auditor, the objective was to perform an analysis for opportunities to enhance data analytics and measurement of campaign performance for several Elanco pet brands from available data repositories including evolving dashboard environments and brand websites.
Profitiviti - New Product Development Case Study ExampleSteve Raack
The New Product Development (NPD) process is a critical enterprise process for most product / service related companies. Understanding the true costs and talent associated with the NPD process can improve operational efficiencies and profitability. Let us know what you think.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
https://skyeresidences.com/
https://skyeresidences.com/about-us/
https://skyeresidences.com/gallery/
https://skyeresidences.com/rooms/
https://skyeresidences.com/near-by-attractions/
https://skyeresidences.com/commute/
https://skyeresidences.com/contact/
https://skyeresidences.com/queen-suite-with-sofa-bed/
https://skyeresidences.com/queen-suite-with-sofa-bed-and-balcony/
https://skyeresidences.com/queen-suite-with-sofa-bed-accessible/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-king-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed-accessible/
#Skye Residences Etobicoke, #Skye Residences Near Toronto Airport, #Skye Residences Toronto, #Skye Hotel Toronto, #Skye Hotel Near Toronto Airport, #Hotel Near Toronto Airport, #Near Toronto Airport Accommodation, #Suites Near Toronto Airport, #Etobicoke Suites Near Airport, #Hotel Near Toronto Pearson International Airport, #Toronto Airport Suite Rentals, #Pearson Airport Hotel Suites
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
2. 2 of
74
BX-KPI-E-DN-
VERSION 2.0
Training ObjectivesTraining Objectives
Participants will have the following
opportunities :
Understood the step to develop KPIs
Organizational KPI
Operational KPI
Identify Critical Success Factor for both levels
of KPIs
Learn how Process Mapping technique can be
used to identify the Operational KPIs
6. 6 of
74
BX-KPI-E-DN-
VERSION 2.0
What is KPI?What is KPI?
A set of measures focusing on
The aspects of organizational
performance that
are most critical for the current and
future success of the organization
8. 8 of
74
BX-KPI-E-DN-
VERSION 2.0
When to use KPI technique?When to use KPI technique?
You are small company.
You do not have Strategic/Business
Planning Process.
You have to many management layers
in your organization.
9. 9 of
74
BX-KPI-E-DN-
VERSION 2.0
2 Levels of KPIs2 Levels of KPIs
Organizational-Level KPI
Organizational alignment
Tracking Strategic Action Plan
Operational-Level KPI
Tracking Daily Operation
14. 14 of
74
BX-KPI-E-DN-
VERSION 2.0
Bottom Up KPIBottom Up KPI
Organizational
CSF
Process
Perspective
Organizational
KPIs
Process
CSFs
Operational
KPIs
Organizational Level Operational Level
1
3
2
A
Measure Baseline & Set Objectives
Monitor, Review, Keep Current5
4
19. 19 of
74
BX-KPI-E-DN-
VERSION 2.0
Purpose of Step 1Purpose of Step 1
Determine Key Strategic Perspective
To align, link, and balance all KPIs from
Organizational Levels
To ensure that all KPIs are balancing
value for all key stakeholders
Most organization use the Four
Perspectives from Balanced Scorecard
20. 20 of
74
BX-KPI-E-DN-
VERSION 2.0
Balanced ScorecardBalanced Scorecard
4 Perspective Grouping4 Perspective Grouping
BSC methodology groups those KBFs
into 4 Perspectives
Financial Perspective
Customer Perspective
Internal Business Process Perspective
Learning & Growth Perspective
22. 22 of
74
BX-KPI-E-DN-
VERSION 2.0
How to set the Perspective?How to set the Perspective?
It depends on type of your
organization.
Not-for-profit organization
Production and ship to mother company
Etc.
Set by grouping from
Key Stakeholder
Business Results
BSC methodology
23. 23 of
74
BX-KPI-E-DN-
VERSION 2.0
Key StakeholdersKey Stakeholders
Key Stakeholders include:
According to Baldrige Criteria and Thailand Quality
Award Criteria,
Customers
Employees,
Partners/Suppliers,
Stockholders, and
Local/Professional
Communities
24. 24 of
74
BX-KPI-E-DN-
VERSION 2.0
Stakeholder AnalysisStakeholder Analysis
What are the needs of business?
What are the needs of key stakeholders?
How to balance those needs?
How do business needs impact the key
stakeholders?
How do stakeholders’ needs impact our
business?
How do stakeholders’ needs impact each
other?
25. 25 of
74
BX-KPI-E-DN-
VERSION 2.0
Key Areas of Business ResultsKey Areas of Business Results
These business results are aligned with the
key stakeholders
1 Customer-Focused Results
2 Product and Service Results
3 Financial and Market Results
4 Human Resource Results
5 Organizational Effectiveness Results
6 Governance and Social Responsibility Results
26. 26 of
74
BX-KPI-E-DN-
VERSION 2.0
Four Perspectives!Four Perspectives!
Are they too few or too many?Are they too few or too many?
A template, not a must.
Depending on business circumstances &
strategy
Focus on shareholders and customers,
Employee is part of learning & growth.
If supplier relationships are part of the
strategy
should be part of internal-business-process
Environment, Laws and Regulations may be
important
but they are not the basis for competitive
advantage
28. 28 of
74
BX-KPI-E-DN-
VERSION 2.0
CSFCSF
Critical Success Factors
CSFs represent set of objectives or
strategies focusing on the perspectives
of organizational performance that are
most critical for the current and future
success of the organization.
“Each KPI has to align with at least one CSF”
30. 30 of
74
BX-KPI-E-DN-
VERSION 2.0
CSFsCSFs
Factors that provide context
Strategic Direction chosen by
Organization
Competitive Situation
Legal & Regulatory Environment
Key Customer Requirements
Stated Organizational Values
31. 31 of
74
BX-KPI-E-DN-
VERSION 2.0
Where can we get CSFs?Where can we get CSFs?
Identify CSF from:
Mission/Vision/Values
Situation/Market Analysis
Competitor Analysis
SWOT Analysis
32. 32 of
74
BX-KPI-E-DN-
VERSION 2.0
CSF and PerspectivesCSF and Perspectives
Do not forget that all CSFs have to
align with key Perspectives identified
in Step 1.
A company should not have too many
CSFs !!
Between 15-20 CSFs
33. 33 of
74
BX-KPI-E-DN-
VERSION 2.0
Cause & Effect of CSFsCause & Effect of CSFs
Improve Returns
Broaden Revenue
Mix
Increase Customer
Confidence in Our
Financial Advice
Understand
Customer
Segments
Develop
Strategic skills
Develop
New
Products
Cross -Sell
The Product
Line
Shift to
Appropriate
Channel
Minimize
Problems
Provide
Rapid
Response
Increase
Employee
Productivity
Align personal
Goals
Access to
Strategic Inf.
Improve Operating
Efficiency
Increase Customer
Satisfaction Through
Superior Execution
The Revenue Growth Strategy The Productivity Strategy
Improve Returns
34. 34 of
74
BX-KPI-E-DN-
VERSION 2.0
CSFs for Financial PerspectiveCSFs for Financial Perspective
Increased sales
New business
Higher earnings per employee
Cash flow
Improved cost performance
35. 35 of
74
BX-KPI-E-DN-
VERSION 2.0
CSFs for Customer PerspectiveCSFs for Customer Perspective
Improved customer satisfaction
Customer focus
Improved product and service
delivery
Increased product and service
range
36. 36 of
74
BX-KPI-E-DN-
VERSION 2.0
CSFs for Internal Process PerspectiveCSFs for Internal Process Perspective
Development and maintenance of strategic
competitive
Innovation advantage
Focus on continuous improvement of all
key processes
Improved product and service
performance
New products in new markets
Improved performance in key internal
processes
37. 37 of
74
BX-KPI-E-DN-
VERSION 2.0
CSFs for Learning/Growth PerspectiveCSFs for Learning/Growth Perspective
Achievement of a real partnership
Maximization of the potential of the
organization's employees
Creation of a world-class team
Safe and interesting work environment
40. 40 of
74
BX-KPI-E-DN-
VERSION 2.0
Align KPIs to the Key PerspectivesAlign KPIs to the Key Perspectives
Financial Perspective
Internal Business
Process Perspective
Learning & Growth
Perspective
Customer PerspectiveKPIs
43. 43 of
74
BX-KPI-E-DN-
VERSION 2.0
Why do we need Lower-Level KPIs?Why do we need Lower-Level KPIs?
Organizational KPIs (high-level) just
cover overall company health and
performance
They do not cover process and sub-
process performance
Without the Operational KPIs, front-
line operators will loss direction and
focus.
44. 44 of
74
BX-KPI-E-DN-
VERSION 2.0
5 Steps for developing Operational KPI5 Steps for developing Operational KPI
Step A:
Review Organizational CSFs and Organizational KPIs
Adopt related CSFs and KPIs
Step 1:
Identify Key Processes and Process Perspective
Step 2:
Determine Process CSFs for the Key Processes.
Step 3:
Analyze and Develop KPIs for the Key Processes
Step 4:
Measure Baseline & Set Objective
Step 5:
Monitor, Review, and Keep Current
45. 45 of
74
BX-KPI-E-DN-
VERSION 2.0
Levels of Operational KPILevels of Operational KPI
Depends on size of an organization
Department Level
Team Level
Note:
Some Organization KPIs can be used as
Operational KPIs.
Some Organizational CSFs can be used
as Operational CSFs.
49. 49 of
74
BX-KPI-E-DN-
VERSION 2.0
Support Processes Might IncludeSupport Processes Might Include
Support processes might include:
Finance and accounting
Facilities management
Administration
Legal
Human Resource
Project Management
50. 50 of
74
BX-KPI-E-DN-
VERSION 2.0
Key PerspectivesKey Perspectives
Team has to determine what
perspectives should be used with those
key processes.
Recommended perspective:
Quality
Cost
Time
Inventory
Etc..
52. 52 of
74
BX-KPI-E-DN-
VERSION 2.0
Identify Process CSFIdentify Process CSF
For each key process selected
Determine key objectives (CSFs)
For example:
Reduce lead time of changing
jig/fixture
Reduce WIP at machining process
53. 53 of
74
BX-KPI-E-DN-
VERSION 2.0
CSF vs. VOCCSF vs. VOC
Voice of Customer can be used as CSF
Every process has to have its own
customer – person or processes that
receive the output.
Identify the customers and interview
what they need may be a good point to
start.
56. 56 of
74
BX-KPI-E-DN-
VERSION 2.0
Step 3: Identify & Select KPIsStep 3: Identify & Select KPIs
Operational KPI
Identify by using Process Mapping
technique
Deployed from Organizational KPI
Align with Process CSFs (VOC)
Cover all key process Perspectives
60. 60 of
74
BX-KPI-E-DN-
VERSION 2.0
Measures for Detailed Functional MapMeasures for Detailed Functional Map
From Value & Cycle Time Analysis
Cycle Time
Rework
Reject
Scrap
Inspection
Cost
WIP
Etc..
61. 61 of
74
BX-KPI-E-DN-
VERSION 2.0
Example of Operational KPIExample of Operational KPI
Maintenance Process
Perspective CSF KPI
Cost Optimize the number of
spare-parts
Cost of spare-
parts
Time Improve repair process Mean Time to
Repair-MTTR
Quality Reduce machine
breakdown
% M/C
Downtime
63. 63 of
74
BX-KPI-E-DN-
VERSION 2.0
Measuring BaselineMeasuring Baseline
What to look for when measuring
current performance..
1. Key
2. Levels
3. Trends
4. Relevant Comparisons
67. 67 of
74
BX-KPI-E-DN-
VERSION 2.0
Relevant ComparisonsRelevant Comparisons
The purpose of comparisons is to help
team evaluate our performance against
norms that represent leadership
position.
68. 68 of
74
BX-KPI-E-DN-
VERSION 2.0
Target SettingTarget Setting
Align with business direction
Target must be better than current
status (baseline)
Short term target must be better than
this year.
Longer term target must be better than
that of competitor, best-in-class, or
industry average.
69. 69 of
74
BX-KPI-E-DN-
VERSION 2.0
Target Setting & ProjectionTarget Setting & Projection
1999 2000 2001 20021998 2003
+
%ROS
Best In Class
Competitor A
Industry Avg.
2004 2006
x
x