The document provides information on key performance indicators (KPIs). It discusses why KPIs are important for tracking business performance, how to develop a balanced scorecard to measure KPIs across different perspectives like customers, internal processes, learning and growth, and financials. It also provides examples of generic KPI measures and how to implement KPIs through defining strategic goals and drivers, developing new measures, analyzing and reporting on trends, and driving continuous improvement.
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/
Training needs analysis, skills auditing, training evaluation, calculating training ROI and strategic learning and development best practice principles and processes
Developing Metrics and KPI (Key Performance IndicatorsVictor Holman
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.
Value Stream Analysis: Beyond the Mechanics - Part 2 (Mapping Execution)TKMG, Inc.
Recorded webinar: http://slidesha.re/1d0SBna
Subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
To celebrate the launch of Karen Martin and Mike Osterling's new book, VALUE STREAM MAPPING, Karen delivered a series of webinars in early 2014 that addressed the specific elements that are often overlooked when companies conduct value stream analysis and improvement.
In this second webinar in the series, Karen addressed the key success factors in executing a value stream mapping activity.
You will learn:
• How to facilitate a two-stage mapping process.
• The importance of walking the value stream - even if you can't "see" the work.
• Facilitation tips for constructing the current state map and designing the future state map.
• Tips for successful briefings.
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/
Training needs analysis, skills auditing, training evaluation, calculating training ROI and strategic learning and development best practice principles and processes
Developing Metrics and KPI (Key Performance IndicatorsVictor Holman
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.
Value Stream Analysis: Beyond the Mechanics - Part 2 (Mapping Execution)TKMG, Inc.
Recorded webinar: http://slidesha.re/1d0SBna
Subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
To celebrate the launch of Karen Martin and Mike Osterling's new book, VALUE STREAM MAPPING, Karen delivered a series of webinars in early 2014 that addressed the specific elements that are often overlooked when companies conduct value stream analysis and improvement.
In this second webinar in the series, Karen addressed the key success factors in executing a value stream mapping activity.
You will learn:
• How to facilitate a two-stage mapping process.
• The importance of walking the value stream - even if you can't "see" the work.
• Facilitation tips for constructing the current state map and designing the future state map.
• Tips for successful briefings.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This highly comprehensive presentation with over 470+ slides covers 30 common frameworks, models, methodologies and tools for business process improvement that are being used in manufacturing and service industries and the public sector.
A detailed summary presented in the simple what-why-how format with key concepts and principles are provided for each business process improvement framework.
The frameworks in this deck span across Strategy Deployment, Organization & Governance, Marketing & Sales, Quality Management, Change Management, and Operations.
INCLUDED FRAMEWORKS & METHODOLOGIES:
1. Business Model Canvas
2. Design Thinking
3. Customer Journey Mapping
4. Balanced Scorecard
5. Hoshin Kanri
6. Xerox Benchmarking Model
7. Kano Model
8. Cost of Quality Model
9. Total Quality Management Model
10. Baldrige Excellence Framework
11. EFQM Excellence Model
12. Shingo Model for Operational Excellence
13. ISO 9001:2015 Quality Management System
14. Business Process Reengineering
15. Six Sigma
16. 8D Problem Solving Process
17. 5S Principles
18. Visual Management
19. Kaizen
20. Eight Wastes of Lean
21. Lean Manufacturing System (TPS)
22. Value Stream Mapping
23. PDCA Problem Solving Process
24. Root Cause Analysis (RCA)
25. Standard Work
26. Total Productive Maintenance
27. Gemba Walk
28. Training Within Industry (TWI)
29. ADKAR® Model for Individual Change
30. Kotter’s Change Management Model
The level of detail varies by framework, depending on the nature of the business process improvement model. Examples and templates are provided.
Alternatively, these slides can be used to complement your in-house training materials.
The An Introduction to Operational Excellence v9.0 presentation is free-of-charge and includes:
1. MS PowerPoint Presentation including 41 slides covering an Introduction to the 4 Building Blocks of Operational Excellence - Strategy Deployment & Hoshin Planning, Performance Management & Balanced Scorecards, Process Excellence & Lean Six Sigma, and High Performance Work Teams.
Every organization's top priority is to steadily enhance performance. By measuring and tracking everyday actions, the strategic framework of OKR and KPI enables firms to monitor their ongoing performance and make necessary improvements.
Some business management platforms think that OKR and KPI should be replaced since they conflict with one another. However, after a thorough analysis, it appears that OKR and KPI are the frameworks that serve the interests of each business while also being distinct from one another.
Cascading Strategy Through Hoshin Kanri (Strategy Deployment)KaiNexus
In this webinar you will:
- Learn about the purpose and building blocks of hoshin kanri
- Understand how health care organizations arrive at and use hoshin
- Understand why hoshin is the quintessential PDSA and how experience with small tests of change and A3s create a foundation for hoshin
- Learn about some common rocks in the hoshin road and what can be done about them
Presenters:
Joanna Omi
Principal | Rona Consulting Group, the Lean practice of Moss Adams
Craig Vercruysse
Principal, CEO | Rona Consulting Group, the Lean practice of Moss Adams
This workshop will help you choose the key numbers that will help you identify problems early, and solve them fast.
If you get these numbers right, they will drive better financial results AND help you achieve your business goals.
This is a preview of the Complete Business Frameworks Reference Guide/Toolkit. The full document can be downloaded here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
The Complete Business Frameworks Reference Guide is a very comprehensive document with over 300+ slides--covering 50 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms, such as McKinsey, Bain, BCG, Booz, Monitor Group, Deloitte, Accenture, IBM, E&Y, LEK, AT Kearney, Roland Berger, Oliver Wyman, and others.
INCLUDED FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Core Competence Analysis
16. Cost Structure Analysis
17. Customer Experience
18. Customer Satisfaction Analysis
19. Customer Value Proposition
20. Fiaccabrino Selection Process
21. Financial Ratios Analysis
22. Gap Analysis
23. Industry Attractiveness & Business Strength Assessment
24. Key Purchase Criteria
25. Key Success Factors (KSF)
26. Market Sizing & Share
27. McKinsey 7-S
28. Net Present Value
29. PEST Analysis
30. Porter Competition Strategies
31. Porter's Five Forces
32. Portfolio Strategies
33. Price Elasticity
34. Product Life Cycle
35. Product Substitution
36. Relative Cost Positioning
37. Rogers' Five Factors
38. Scenario Techniques
39. Scoring Models
40. Segment Attractiveness
41. Segmentation & Targeting
42. Six Thinking Hats
43. Stakeholder Analysis
44. Strengths & Weaknesses Analysis
45. Structure-Conduct-Performance (SCP)
46. SWOT Analysis
47. SWOT Strategies
48. Treacy / Wiersema Market Positioning
49. Value Chain Analysis
50. Venkat Matrix
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
Performance Evaluation PowerPoint PPT Content Modern SampleAndrew Schwartz
136 slides include: 4 benefits and 11 additional values of performance appraisals, performance interviews, ground rules for performance evaluation, building performance contracts, developing work plans, setting the stage for a performance appraisal meeting, opening and closing your appraisal session, handling poor performance, conducting a feedback meeting, how to conduct a performance appraisal discussion, how to's and more.
Digital Marketing Methodology Template (2017)Bluewire Media
This Digital Marketing Methodology Template is perfect for marketing consultants and digital agencies to outline their methodology. There are editable files for you to use freely at:
http://www.bluewiremedia.com.au/digital-marketing-methodology-template
You can receive our Powerpoint slides by sharing this presentation and submitting your email at www.slidebooks.com | Team Management Training | How to become a great manager | By ex-Deloitte Consultants
Customer Success is Your Success: 5 Ways to Boost RetentionTotango
The SaaS model has turned business on its head. Revenue from existing customers, through renewals and upsells, is the key to growth. Watch this webinar to learn 5 strategies that companies like Optimizely, Zendesk and Autodesk use to increase retention and revenue with customer success software.
For more examples, insights & tips, watch the on-demand recording of the event: http://www.totango.com/resources/5-strategies-to-boost-retention/?utm_medium=social_media
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.
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.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This highly comprehensive presentation with over 470+ slides covers 30 common frameworks, models, methodologies and tools for business process improvement that are being used in manufacturing and service industries and the public sector.
A detailed summary presented in the simple what-why-how format with key concepts and principles are provided for each business process improvement framework.
The frameworks in this deck span across Strategy Deployment, Organization & Governance, Marketing & Sales, Quality Management, Change Management, and Operations.
INCLUDED FRAMEWORKS & METHODOLOGIES:
1. Business Model Canvas
2. Design Thinking
3. Customer Journey Mapping
4. Balanced Scorecard
5. Hoshin Kanri
6. Xerox Benchmarking Model
7. Kano Model
8. Cost of Quality Model
9. Total Quality Management Model
10. Baldrige Excellence Framework
11. EFQM Excellence Model
12. Shingo Model for Operational Excellence
13. ISO 9001:2015 Quality Management System
14. Business Process Reengineering
15. Six Sigma
16. 8D Problem Solving Process
17. 5S Principles
18. Visual Management
19. Kaizen
20. Eight Wastes of Lean
21. Lean Manufacturing System (TPS)
22. Value Stream Mapping
23. PDCA Problem Solving Process
24. Root Cause Analysis (RCA)
25. Standard Work
26. Total Productive Maintenance
27. Gemba Walk
28. Training Within Industry (TWI)
29. ADKAR® Model for Individual Change
30. Kotter’s Change Management Model
The level of detail varies by framework, depending on the nature of the business process improvement model. Examples and templates are provided.
Alternatively, these slides can be used to complement your in-house training materials.
The An Introduction to Operational Excellence v9.0 presentation is free-of-charge and includes:
1. MS PowerPoint Presentation including 41 slides covering an Introduction to the 4 Building Blocks of Operational Excellence - Strategy Deployment & Hoshin Planning, Performance Management & Balanced Scorecards, Process Excellence & Lean Six Sigma, and High Performance Work Teams.
Every organization's top priority is to steadily enhance performance. By measuring and tracking everyday actions, the strategic framework of OKR and KPI enables firms to monitor their ongoing performance and make necessary improvements.
Some business management platforms think that OKR and KPI should be replaced since they conflict with one another. However, after a thorough analysis, it appears that OKR and KPI are the frameworks that serve the interests of each business while also being distinct from one another.
Cascading Strategy Through Hoshin Kanri (Strategy Deployment)KaiNexus
In this webinar you will:
- Learn about the purpose and building blocks of hoshin kanri
- Understand how health care organizations arrive at and use hoshin
- Understand why hoshin is the quintessential PDSA and how experience with small tests of change and A3s create a foundation for hoshin
- Learn about some common rocks in the hoshin road and what can be done about them
Presenters:
Joanna Omi
Principal | Rona Consulting Group, the Lean practice of Moss Adams
Craig Vercruysse
Principal, CEO | Rona Consulting Group, the Lean practice of Moss Adams
This workshop will help you choose the key numbers that will help you identify problems early, and solve them fast.
If you get these numbers right, they will drive better financial results AND help you achieve your business goals.
This is a preview of the Complete Business Frameworks Reference Guide/Toolkit. The full document can be downloaded here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
The Complete Business Frameworks Reference Guide is a very comprehensive document with over 300+ slides--covering 50 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms, such as McKinsey, Bain, BCG, Booz, Monitor Group, Deloitte, Accenture, IBM, E&Y, LEK, AT Kearney, Roland Berger, Oliver Wyman, and others.
INCLUDED FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Core Competence Analysis
16. Cost Structure Analysis
17. Customer Experience
18. Customer Satisfaction Analysis
19. Customer Value Proposition
20. Fiaccabrino Selection Process
21. Financial Ratios Analysis
22. Gap Analysis
23. Industry Attractiveness & Business Strength Assessment
24. Key Purchase Criteria
25. Key Success Factors (KSF)
26. Market Sizing & Share
27. McKinsey 7-S
28. Net Present Value
29. PEST Analysis
30. Porter Competition Strategies
31. Porter's Five Forces
32. Portfolio Strategies
33. Price Elasticity
34. Product Life Cycle
35. Product Substitution
36. Relative Cost Positioning
37. Rogers' Five Factors
38. Scenario Techniques
39. Scoring Models
40. Segment Attractiveness
41. Segmentation & Targeting
42. Six Thinking Hats
43. Stakeholder Analysis
44. Strengths & Weaknesses Analysis
45. Structure-Conduct-Performance (SCP)
46. SWOT Analysis
47. SWOT Strategies
48. Treacy / Wiersema Market Positioning
49. Value Chain Analysis
50. Venkat Matrix
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
Performance Evaluation PowerPoint PPT Content Modern SampleAndrew Schwartz
136 slides include: 4 benefits and 11 additional values of performance appraisals, performance interviews, ground rules for performance evaluation, building performance contracts, developing work plans, setting the stage for a performance appraisal meeting, opening and closing your appraisal session, handling poor performance, conducting a feedback meeting, how to conduct a performance appraisal discussion, how to's and more.
Digital Marketing Methodology Template (2017)Bluewire Media
This Digital Marketing Methodology Template is perfect for marketing consultants and digital agencies to outline their methodology. There are editable files for you to use freely at:
http://www.bluewiremedia.com.au/digital-marketing-methodology-template
You can receive our Powerpoint slides by sharing this presentation and submitting your email at www.slidebooks.com | Team Management Training | How to become a great manager | By ex-Deloitte Consultants
Customer Success is Your Success: 5 Ways to Boost RetentionTotango
The SaaS model has turned business on its head. Revenue from existing customers, through renewals and upsells, is the key to growth. Watch this webinar to learn 5 strategies that companies like Optimizely, Zendesk and Autodesk use to increase retention and revenue with customer success software.
For more examples, insights & tips, watch the on-demand recording of the event: http://www.totango.com/resources/5-strategies-to-boost-retention/?utm_medium=social_media
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.
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.
This presentation, given at Refresh Boston, provides a short introduction to the Agile development process and reviews current design and UX practices. It examines whether Agile can work without hindering the creative process, highlighting the reasons why developers like Agile, the problems Agile poses for designers, and the ways teams can mitigate some of these issues. Lastly, the presentation reviews techniques integrated Agile development and design teams use, and evaluates which methods have worked and where they can be refined.
The Content Marketing Metrics That Matter (#CMWorld 2015)PR 20/20
Marketing technology advances have made it easier and more affordable to connect activities to outcomes, but content marketers have largely dropped the ball when it comes to monitoring, reporting and improving performance. The key is to align content marketing KPIs with overall business goals, have a logical and well-documented process for updating and reporting results, and develop systems for turning data into intelligence and intelligence into action.
Attendee takeaways:
* Prioritize content marketing goals.
* Identify Key Performance Indicators (KPIs).
* Select the right analytics technology and tools.
* Optimize your use of Google Analytics.
* Turn data into insights and actions.
The Science behind a Winning Sales CultureBrad Giles
Presentation outlining the different types of salespeople and how a top performing salesperson is impacted by their strengths, skills & severity of weaknesses. Provides a brief summary of the sales assessment we have used on almost 1million salespeople around the world to determine whether they will sell. More details at www.evolutionpartners.com.au
How To Manage and Mitigate Risk in Medical Device New Product DevelopmentGreenlight Guru
A company’s ability to understand and manage risk can mean the difference between financial success and disaster.
(You can view the full webinar here: http://www.greenlight.guru/risk-in-medical-device-new-product-development-webinar)
In this webinar you'll learn:
- How to understand the true nature and impact of project and product risk
- How to effectively measure risk quantitatively
- How to use risk management as a tool to accelerate NPD
- What you need to know about the upcoming risk-based changes to ISO 13485 to ensure compliance
Training Slides of KPIs, Work flow & evaluating performances discussing the importance of KPI.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Bridge Knowle "YEAR END PERFORMANCE APPRAISAL" WorkshopKenny Ong
Bridge Knowle "YEAR END PERFORMANCE APPRAISAL" Workshop
November, KL
• Know the Importance of planning, preparing, and structuring the performance appraisal
• Learn how to listen, question and give clear and specific feedback
• Handle performance problems and sensitive issues effectively
• Review performance objectives so you can provide specific feedback describing the gap between expected and actual performance
• Avoid common pitfalls when conducting the appraisal
• Create Individual Development Plans with your staff
• Monitor and review progress of objectives and development plans between review meetings
• Develop your feedback skills to motivate staff between appraisal meetings
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.
The importance of workplace learning is increasing, and knowing how it contributes to organizational strategy is critical for it to deliver real value. Strategy is one of the most poorly understood management areas and little strategic planning occurs in learning; most of it consisting of little more than issuing goals and assigning projects and tasks.
However, real strategic planning should begin with the establishment of a theoretical foundation for how to connect learning initiatives and solutions to the organization’s next goal on the road to its visionary future. It should create a cause-and-effect plan for how to achieve that theory’s execution.
Participants will team up to work through a case study of a fictitious company. The teams will complete the learning and growth component of a “balanced scorecard,” ensuring their learning strategy completely aligns with the company’s existing scorecard metrics and established strategic objectives.
Application on the Job
• Develop tangible strategic linkages for learning and growth in a strategy map and the balanced scorecard.
• Create learning metrics to populate a performance management framework to measure strategy's execution.
• Align your learning strategy to meet business and strategic objectives.
• Determine how to map tangible linkages from learning expectations to defined business objectives.
Semi Standard Structured Report PowerPoint Presentation SlidesSlideTeam
It has PPT slides covering wide range of topics showcasing all the core areas of your business needs. This complete deck focuses on Semi Standard Structured Report PowerPoint Presentation Slides and consists of professionally designed templates with suitable graphics and appropriate content. This deck has total of twenty slides. Our designers have created customizable templates for your convenience. You can make the required changes in the templates like colour, text and font size. Other than this, content can be added or deleted from the slide as per the requirement. Get access to this professionally designed complete deck PPT presentation by clicking the download button below. https://bit.ly/3gfJIi5
Strategy Mapping PowerPoint Presentation Slides is a custom virtual solution for management teams from all domains. This graphically-rich balanced scorecard methodology PowerPoint template deck assists you in strategy mapping. Represent strategic management goals with the help of the cutting-edge design of this PPT theme. Insightful data visuals make bland info interesting. This presentation piques the attention of the viewer allowing him to develop a deeper understanding of the subject. Employ flowcharts, dashboards, and other diagrams to add a visual layer in your balanced strategy planning PowerPoint presentation. Elucidate the essentials of effective BSC strategic planning. Convey the need, perspectives, and implementation of the BSC management technique. Further, this PowerPoint deck features easy-to-understand balanced scorecard strategy map representation. Consolidate scorecards department-wise. Use our professionally crafted PPT templates to highlight the BSC execution framework. Smash the download button on this business performance management PowerPoint theme to build a methodical and informative presentation within moments. Our Strategy Mapping PowerPoint Presentation Slides are explicit and effective. They combine clarity and concise expression. https://bit.ly/3992qXK
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𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
2. Your Presenter David Guest
Global Training Team
Started with Action 2001
Most Improved 2003
Action Man Australasia 2006
Best Client Results 2007
Finalist Asia Pacific 2008
Coach Of The Year
Best Client Results
Seminar Coach
Marketing Coach
3. Are you Above or Below the Line?
Ownership
Accountable
Responsible
Blame
Excuses
Denial
4. The ONLY
Is the Failure
to Participate!
Give 100% and…
You will get 100% ...
...
5. To Make Sure You Get the Most Out of
Your Learning ... You Must Be Willing
to Have Some ...
6. To make sure you get the
most out of your learning…
I KNOW!
7. To make sure you get the most out
of your learning…
“ Isn't that
interesting?”
8. What you can expect from this seminar?
BFO’s …
Blinding Flashes of the Obvious…
9. What do I want from this
workshop?
Be as
specific as
YOU can ...
10. Agenda for the session
What are Key Performance Indicators
Why are KPIs important
KPIs: A Balanced Scorecard
How to implement KPIs
Sample KPI Measurements and
Reports
11. What are KPI ’s?
“Quantifiable measurements that reflect
critical success factors of a business.”
• Key Drivers
• A handful of numbers “at a glance
view”
finger on the pulse
hot spots
act quickly!
12.
13. Why are KPIs important?
Owners…
are overwhelmed and distracted with
day to day activities and tasks
concentrate on the tactical decisions
and neglect the strategic ones
must make important decisions, quickly,
with greater consequences, and often
with limited information on hand
15. KPIs must be Strategic: How do
we differentiate from the
competition
Define the market to be served
Define the customer
Define the critical internal processes
needed to capture and satisfy
customers
What individual
capabilities are
and organizational
required
16. KPIs: Four Strategic Perspectives
Customer
Marketing and Sales
Internal Business Processes
Operations
Suppliers
Financial
Resources
Vision and Leadership
Knowledge and Skills
Growth/Innovation
17. Input versus Output:Balanced
Scorecard
FINANCIAL
Net Profit, Turnover, etc.
CUSTOMERS
BUSINESS
SYSTEMS
Client Survey,
Customers Service,
Client Retention %,
Percentage of referring
Clients etc.
Costs; Timeliness; Rework
%; Returns
RESOURCES
Plant and Equipment,
Working Capital;
Employee Satisfaction;
Knowledge and Skills
23. KPIs: Four Types of
Measures
Short and Long Term
Internal (business processes) and
External (shareholders,customers)
Leading and Lagging
Objective (financial) and Subjective
(non-financial)
24. How should KPIs be used?
Communication
Informing
Diagnostic
Learning
NOT controlling
25. Diagnostic versus Strategic
Diagnostic measurements: monitor
whether something is in control.
Strategic measurements: define a
strategy for competitive excellence and
future success
A Balanced Scorecard is a
strategic measurement system.
26. Sample Balanced Scorecard
Perspective
Goals
Drivers (How)
Measurements
(KPI’s)
Customer
Improve customer
satisfaction
Decrease lead time
Average Lead Time
Deliver on time
% deliveries on time
Reduce complaints
Number of
Complaints
Average Cycle Time
Internal Business
Continuously
improve business
processes
Decrease Cycle
Time
Innovation and
Learning
Continuously
Improve Financial
Performance
Deliver new
Products and
Services
Increase Productivity
Decrease Costs
Output per employee
Average Unit costs
Increase Sales
growth
Growth Rate in
Sales
Increase Market
Share
Financial
Increase Quality
# of Defects; %
Rework
Market Share
Increase ROI
Increase sales of
new products and
services
Reduce development
time
ROI
% of sales from new
products and
services
Time from design to
implementation
27. KPIs: The Big Picture
Sales
Operations
Production
Suppliers
Finance
and Admin
Human
Resources
Marketing
Innovation
and
Learning
Attract and retain clients
Stakeholders
Clients
Build and maintain client relationships and loyalty
Provide services that satisfy client ’s needs and lifestyle objectives
Provision of secure employment
Team
Provision of enjoyable happy work environment, that ’s aligned with corporate values
Provide career and professional development opportunities
Provide succession and exit plan for existing shareholders
Provide capital growth in asset and return on investment through dividend streams
Shareholders
28. How to implement KPIs
Step 1: Define Strategic Specifics
Define Your Strategy
Vision, Mission, Culture and Values
reflect strategy
Set Goals
Most important business objectives (e.g.
improve customer satisfaction)
What “drivers” are critical to success (e.g.
decrease lead time)
What impacts “driver” results (leadership,
training, systems)
29. How to implement KPIs
Step 1: Define Strategic Specifics
(Cont)
Clarify the strategy
Align Team members on strategic
issues
Identify Barriers
30. How to implement KPIs
Step 2: Audit Existing Measures
Assess strategic fit
Identify what data is available
Review Measurement Processes
Accuracy
Timeliness
Identify Gaps
31. How to implement KPIs
Step 3: Develop New Measures
Bridge the gaps, examples of strategic
data often missing:
Employee Satisfaction Survey
Customer Satisfaction Survey
Rework %
On-time Delivery %
32. How to implement KPIs
Step 3: Develop New Measures
Measures must reflect performance and
progress of the business
Must be quantifiable
Must be compared to another number
last year
budget/goal
trend
Can be acted upon
33. How to implement KPIs
Step 3: Develop New Measures
KPI title: Employee Turnover
Defined: number of employees who resign or
are terminated for any reason divided by the
number of employees at the beginning of the
year. Reductions in force excluded
Measured: Payroll termination report by
reason
Goal: Reduce turnover by 10% (from 16.6% to
15%); FY 2012 objective is to achieve an
employee turnover 15 %.
34. How to implement KPIs
Step 4: Analyze and Report
Easy to Read
One Page Summary
Graphs
35. KPI Template
Curr Mth
Sales 1
Sales 2
Sales 3
Total Sales
Cost 1
Cost 2
Cost 3
Total COGS
Gros s Profit
Gros s Margin
Sales & Mktg.
Admnin.
Other 1
Other 2
Facilities
Total cos ts
EBITDA(Op.Inc)
Op. Margin
Interes t/Dep/Amort
Net Profit
FTE 1
FTE 2
FTE Total
Inventory
Inventory Turover
Back Orders
Accts Rec
Av Coll. Days
Quality Meas.1
Quality Meas.2
Production Meas. 1
Production Meas.2
New Custom ers
Total Custom ers
Forecas t this month
Work in Progress
Project 1
Projects Status
Budget and Delivery
Sample KPI Report
Template
Sam e M LY Com paris on % Sales
F 30 out
Mgr.
Budget Mth YTD Actual %Sale s
F 60 out
Project 2
Mgr.
Project 3
Mgr.
Project 4
Com parison
F 120 out
F 90 out
YTD LY Act % Sale s
F 150 out
Mgr.
Project 5
Mgr.
Budge t YTD
38. How to implement KPIs
Step 5: Continuous Improvement
Strategy based on set priorities
SMART Goals
Assign Accountability
Track Improvement
Set New Goals
39. Workshop
Review your company ’ s Vision and
Mission
Write down the areas in your business
that require KPI ’ s
40. KPIs: The Big Picture
Sales
Operations
Production
Suppliers
Finance
and Admin
Human
Resources
Marketing
Innovation
and
Learning
Attract and retain clients
Stakeholders
Clients
Build and maintain client relationships and loyalty
Provide services that satisfy client ’s needs and lifestyle objectives
Provision of secure employment
Team
Provision of enjoyable happy work environment, that ’s aligned with corporate values
Provide career and professional development opportunities
Provide succession and exit plan for existing shareholders
Provide capital growth in asset and return on investment through dividend streams
Shareholders
42. Sample Balanced Scorecard
Perspective
Goals
Customer
Improve customer
satisfaction
Internal Business
Continuously
improve business
processes
Financial
Continuously
Improve Financial
Performance
Innovation and
Learning
Deliver new
Products and
Services
43. Sample Balanced Scorecard
Perspective
Goals
Drivers (How)
Customer
Improve customer
satisfaction
Decrease lead time
Internal Business
Financial
Continuously
improve business
processes
Continuously
Improve Financial
Performance
Deliver on time
Reduce complaints
Decrease Cycle
Time
Increase Quality
Increase Productivity
Decrease Costs
Increase Sales
growth
Increase Market
Share
Innovation and
Learning
Deliver new
Products and
Services
Increase ROI
Increase sales of
new products and
services
Reduce development
time
44. Sample Balanced Scorecard
Perspective
Goals
Drivers (How)
Measurements
(KPI’s)
Customer
Improve customer
satisfaction
Decrease lead time
Average Lead Time
Deliver on time
% deliveries on time
Reduce complaints
Number of
Complaints
Average Cycle Time
Internal Business
Continuously
improve business
processes
Decrease Cycle
Time
Innovation and
Learning
Continuously
Improve Financial
Performance
Deliver new
Products and
Services
Increase Productivity
Decrease Costs
Output per employee
Average Unit costs
Increase Sales
growth
Growth Rate in
Sales
Increase Market
Share
Financial
Increase Quality
# of Defects; %
Rework
Market Share
Increase ROI
Increase sales of
new products and
services
Reduce development
time
ROI
% of sales from new
products and
services
Time from design to
implementation
45. Sample KPI Measures:
Marketing and Sales
Market Share
Profit Per Customer
Leads by Source
Sales by Product Line
Number of Prospects Number of
Transactions/Customer
Conversion Ratio
Customer Satisfaction
Average Dollar Sale
46. Sample KPI Measures:
Marketing and Sales
Number of new
customers
Brand Awareness
Value of Brand
Sales Mix
Customer
Profitability
Number of Orders
Number of
Customers
Customer Retention
Referrals
Lifetime Value of a
customer
Reasons for losses
47. Sample KPI Measure:
Financial
Dividends
Profit Margin
Current Ratio
Gross margin
Quick Ratio
Revenue/Expense Ratio
Credit rating
Variable vs non-variable
expenses
Days Sales
Outstanding
Return on Investment
Revenue
48. Sample KPI Measures:
Financial
Cash in Bank
Inventory
Retained Earnings
Aged Accounts
Receivable
Cost of Goods Sold
Inventory Turns/Year
Cash Flow
Aged Accounts Payable
Sales Per Square Foot
EBIT
Return on Capital
Capital Expenditures
Bank Overdraft
Debt to Equity Ratio
50. Sample KPI Measures:
Operations/Production
Quality Data
Capacity Utilization
Timeliness
Safety
Response Time
Re-work (#,%)
# Workers Comp
Claims
Days lost
Cost per unit
Environmental
Number of
Employees
Back orders
Costs
51. Sample KPI Measures:
Operations/Production
Post Sales Service
Warranty Claims (#,%)
Repairs
Returns
Defects
Number of Complaints
Value of Customer Complaints
# orders failed before delivery
# Orders not delivered on
time
Work in Process
Labour Hours
Overtime
Cycle Time
Downtime
Maintenance Costs
52. Sample KPI Measures:
People
Employee Turnover
Drivers of Performance
Employee
Satisfaction
Drivers of Capabilities
Learning
Output per employee
Skills mix
Sales per employee
Productivity per
employee
Core Values
Quality of Outputs
Customer focus
Innovation
53. Sample KPI Measures:
People
Number of
Employees
# of managers
Hours or $ of
training per
employee
Manager/employee
ratio
Ratio direct to
overhead employees
Absenteeism
Cost per new hire
# new employees
% employees fully
trained
54. Sample KPI Measures:
Innovation
Revenue from new products
Revenue from new market segments
Revenue from new geography
Number of new customers
Time to market for new products/service
R&D expense
55. Sample KPI Measures:
Suppliers
Satisfaction with Suppliers
Supplier Satisfaction
Responsiveness
Costs compared with
competition
Overall Satisfaction:
Opportunity for profits
while providing quality
On-time Delivery
Responsiveness
Overall
Satisfaction/Value
Payment
Defects (#,%)
Credit terms
Number of Suppliers
56. The Top Ten Drivers of
Business Performance*
Low levels of late
deliveries to customers
Higher Capital
Expenditures
Higher employee
training expenditure
Higher R&D Expenditure
% of workforce trained
Higher Stock Turns
Low absenteeism rate
Higher Cash Balances
Higher Marketing
Expenditures
Lower Debt Levels (more
short term than long
term)
* Source: Cranfield School of Management, UK
57. Four Things Every Owner
Should Know
The profitability of the business
depends on how well the employees
consistently perform critical activities.
Employees perform best when they
understand how their performance
affects the bottom line, and how their
performance is measured .
58. Four Things Every Owner
Should Know
Small changes in critical areas can
have a great impact on the bottom line.
What gets measured gets done, and
what gets rewarded gets done again.
3 States going in Trusting exciting Engaged,
Bob Dataplex activity quota trusting
Working at the footy exciting
Learning to fly Engaged
Landing realised I can do this addicted
Decision to leave
Proved myself Motivated to act
Coming out motivated to act, Decisive, Determined
Above and below the line.
Blame, do pointing exercise.
Excuses, how many have kids that are experts at this … where did they learn it from ?
Denial … book titled, Denial is not a river in Egypt … Polite way of saying you’re lying to yourself.
Above, point out OWN SHIP
Accountable for Results
Responsible for Actions
IMPORTANT … Get agreement that everyone is willing to play above the line for today …
Below the line are the REASONS
Above the line is RESULTS
95% of Business Owners and their teams play BELOW THE LINE!
Total 5 Mins
Learn to walk by falling down. Get agreement that everyone is willing to play 100% today at least
Let’s try a little group participation – Hand Exercise
Participation – as long as you participate you are getting a result – sometimes it is not the result that you want, but if it is a result, then you have learned something – and you now have the opportunity to use that knowledge to do better in the future –those with the right knowledge and the skills to apply it will be the winners of the future
Remember the turtle – in order to move forward you have to stick your neck out – so stick your neck out, take a risk, participate and learn and move forward
Get it called out with a SMILE … 1 Min
Anyone with teenage kids … experts at this … Yeah I Know Mom …
When older do it a little more politely … cross arms and say it to yourself … “Yeah, I know…”
But, this approach KILLS the possibility that maybe you can learn something from this conversation.
Get agreement everyone will treat today as a totally new experience
Introduce ISN’T THAT INTERESTING … ?
Always keep an open mind to the possibilities
Anyone with teenage kids … experts at this … Yeah I Know Mom …
When older do it a little more politely … cross arms and say it to yourself … “Yeah, I know…”
But, this approach KILLS the possibility that maybe you can learn something from this conversation.
Get agreement everyone will treat today as a totally new experience
Introduce ISN’T THAT INTERESTING … ?
Always keep an open mind to the possibilities
Explain the BFO is the “aha” moment – and our role is to help stimulate some of these for the audience.
Make sure to target them to work and the business … Give 3 minutes to do the exercise but them them run as long as it takes.
List 11 things … Start background music that has no words whilst doing writing.
Introduce to changing pen colors and CHEATING – Market research.
Get everyone in the room to call out one each to start and then get any extra’s.
Total 8 Mins.
Quantifiable measurements that reflect critical success factors of a business.
Key Drivers that have a major impact on the performance of the business
A handful of numbers that give the owner an “at a glance” view of the business
Keep their finger on the pulse of the business
Identify hot spots that need attention
Act quickly to drive the business forward
KPI’s are very strategic. Before one can set KPI’s, the strategy of the business has to be clearly defined and understood. For a desired outcome, the things that get measured may not be obvious. Take the example of sales people. Most sales people are measured on turnover but the business objective is to make profit.
Eg sales rep: calls vs, # of sales, vs turnover, vs profit,
Can’t say “want more profit” and then say “make the sale whatever it takes”
If the strategy is to get more “A” customers, then the KPI can’t just be the number of orders, irrespective of the type of customer
Customer satisfaction/number of orders despatched on time/# of customer complaints
So cutting staff training, staff amenities and reducing the number of staff may make the business a less compelling place to work, a less compelling place to shop (as staff morale drops) and a less compelling place to invest.
Leading: test & Measure, forecasting
Lagging: Financials
Objective: figures eg no of call made
Subjective: forecast of % that will convert
Diagnostic = the number of calls made by the salesman in a week
Strategic = the quality of the calls made by the salesman
Break into pairs and role-play the positioning PPT with presentation folders.