This document describes a measurement framework for sustained performance. It includes three key components: 1. Definition of business values and KPIs to set targets and define benchmarks to monitor performance. 2. Performance monitoring and forecasting to analyze initiatives, generate insights, identify issues, and forecast results. This includes real-time monitoring, time series analysis, and reporting. 3. Continuous learning management to analyze successes and failures, identify issues and solutions, and generate insights to improve performance and inform prioritization through a culture of continuous improvement.

2. Implementation of Measurement Frameworks for Sustained Performance
Description
• TheMeasurementFrameworkdescribesthe
overallgovernanceandmonitoring structureof
performance
• It establisheshowto measureperformance,
benchmarksforsuccess,andhow we are
performingagainstbenchmarks
• It reportsandhighlightsissuesof performance
deviation,initiatesrootcauseanalysis,and applies
continuouslearningandimprovement
(2) PerformanceMonitoring&Forecasting
(1) DefinitionofBusinessValuesandKPIs
 Analyzessuccessand
failureof initiatives
 Generatesinsightsaimed
at the CustomerValue
Creationand
performance
improvement
 Identifiesissues,analyzes
causesanddetermines
solutions
 Setsbusinessvaluetargetstomeasurethesuccess
ofinitiatives
 DefinesKPIsandtheirbenchmarkstomonitor
performancebasedondefinedtargets
 Monitorsperformanceacrossall units
 Forecastsresultsof Implementation
 Producesreportingforallrelevantstakeholders
(3) ContinuousLearning
Management
Framework

3. Measurement Framework:
(2) Performance Monitoring & Forecasting
CapabilityDescription
Thiscapabilityprovides:
• Real-timemonitoring of in-flightinitiativesto applyneededremediation
• Time seriesanalysisagainstforecastedmetrics (e.g. strategicandoperationalKPIs)
• Inclusionof a controlgroupto determinesuccessof Customerinteractions
• Measurementof performanceagainsttargets
• Mayincludefunctionscovering part or allof resourceandcapacityplanning
Reportingcoversdetaillevels,time periods, deliverychannels,andtarget audiencesonan initiativelevel andan aggregatelevel
Balancedscorecardsare usedto monitorperformanceagainstKPIs(i.e. actualversusforecasted)

4. Measurement Framework:
(3) Continuous Learning Management
 Continuous improvement is achieved through a
cultural commitment toward advancing the
performance ofinitiatives
 Each functional ownerin theprocess is a partof the
continuous learning management
 Thescorecard should include sections for each
function as well asa strategicsection to enable
both top-level and tactical management
 Thescorecard should continually beadapted to
improve overtime
ObjectivesAnalyzessuccessandfailureof initiatives
• Understands performanceagainst scorecard targets
• Identifies drivers of performance
• Determinesperformance improvementpoints within initiatives
Identifiesissues,analyzescausesand determinessolutions(tactical)
• Develops hypothesesto begin root cause analysis of performanceoutcomes
• Seeksto understand performancetrendsat each stepin theprocess
• Continuously utilizes control groups to testhypothesis fromanalysis or expertinput
Generatesinsightsaimedat the CustomerValue Creationandperformanceimprovement(strategic)
• Informs resettingofforecasts based on insights and learnings
• Seeksanswers to thefollowing questions:
• What arethemostimportant elementsimpacting performance?
• Which elementsarerarelyused?
• Which delivery modeperformthebest?
• How can continuous learning managementinform theprioritization process?
• Areinsights from cross unit performance driving improved success of initiatives?

5. Thank you