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Measuring Business Performance Shortened presentation from that delivered to the ACCA North West  	Roger Brown,  nuOrder Limited  	Delivering consulting solutions to SME’s & Corporates and 	large organisations
nuOrder provides professional, bespoke, totally independent business consulting services to SME’s, Corporates and large organisations . We have brought to the SME market a truly holistic, unique, yet simple and affordable approach to developing and growing a business, enabling business people to witness real tangible differences within their organisations, from increased turnover and profit, to staff improvements, sustainable growth and more personal freedom. Our main services:  Business & Financial Consulting  Interim Management
SME & Corporate Clients
Measuring a business Strategy & Planning - do you know where the business is going? Management - are the teams achieving the business goals? Sales - do you convert enough business?    Marketing - are you getting enough leads?     Production  &  Operations - are you efficient?     Finance - is your profitability and cashflow adequate?     HR - do you have a highly performing team?
Developing a business Every business has 5 interconnected business functions Changing one WILL impact on the others. Fact So, even if a business has one of those functions needing specific attention, or a requirement to develop all the above functions you should recognise all the business functions in all  solutions > ACTIVITY > DEMAND > SUPPLY > PROCESS  Finance H.R. Operations Sales Marketing
Managing the GAP
Why measure? ,[object Object]
What do we need to get better at?
What should we do?
Just by measuring it will get better
Goal Setting,[object Object]
KPI’s can measure all parts of a business Finance H.R. Operations Sales Marketing  Comparison to peers and sector  Immediate and long term factors  What drives the business … what you produce or sell  NOT just for the sake of it !! …… target overload
T E C H N O L O G Y T A X E S Business doesn’t stand still Competition Business Declines Solution… Anticipate change Grow your business
Strategy & Planning ,[object Object]
 Increased awareness of profit potential
 Clearly defined direction
 Sense of control
 Balance between personal and business objectives
 Agreement to collective goals,[object Object]
Where to from here?  Build a vision for the business  Test the business model  Construct a vibrant business plan  Implement review and correct  Gain further Knowledge  Change the way people think  Seek growth and build a team  Work on changing the business everyday “All achievement has it’s beginning in an idea”
An excellent business? A bias for action — Do it. Try it.  Customer focus — Get close to the customer. Entrepreneurship — Even big companies act and think small by giving people the authority to take initiatives. Productivity through people — Treat your people with respect and they will reward you with productivity. Value-oriented CEOs — The CEO should actively propagate corporate values. Stick to the knitting — Do what you know well. Keep things simple and lean — Complexity encourages waste and confusion. 1982 Tom Peters
Balanced Scorecard Activity Based Management Total Quality Management Risk Analysis Talent Management
Balanced Scorecard The “new” balanced scorecard transforms an organisation’s strategic plan from an attractive but passive document into the "marching orders“ on a daily basis Translate strategy into action
4 Key elements 4 key elements
Where does it fit?
Activity Based Management Def’n: (ABM) is a method of identifying and evaluating activities that a business performs ABM establishes relationships between overhead costs and activities so that overhead costs can be more precisely allocated to products, services, or customer segments.

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Managing Business Performance

  • 1. Measuring Business Performance Shortened presentation from that delivered to the ACCA North West Roger Brown, nuOrder Limited Delivering consulting solutions to SME’s & Corporates and large organisations
  • 2. nuOrder provides professional, bespoke, totally independent business consulting services to SME’s, Corporates and large organisations . We have brought to the SME market a truly holistic, unique, yet simple and affordable approach to developing and growing a business, enabling business people to witness real tangible differences within their organisations, from increased turnover and profit, to staff improvements, sustainable growth and more personal freedom. Our main services: Business & Financial Consulting Interim Management
  • 3. SME & Corporate Clients
  • 4. Measuring a business Strategy & Planning - do you know where the business is going? Management - are the teams achieving the business goals? Sales - do you convert enough business?   Marketing - are you getting enough leads?     Production  &  Operations - are you efficient?    Finance - is your profitability and cashflow adequate?     HR - do you have a highly performing team?
  • 5. Developing a business Every business has 5 interconnected business functions Changing one WILL impact on the others. Fact So, even if a business has one of those functions needing specific attention, or a requirement to develop all the above functions you should recognise all the business functions in all solutions > ACTIVITY > DEMAND > SUPPLY > PROCESS Finance H.R. Operations Sales Marketing
  • 7.
  • 8. What do we need to get better at?
  • 10. Just by measuring it will get better
  • 11.
  • 12. KPI’s can measure all parts of a business Finance H.R. Operations Sales Marketing Comparison to peers and sector Immediate and long term factors What drives the business … what you produce or sell NOT just for the sake of it !! …… target overload
  • 13. T E C H N O L O G Y T A X E S Business doesn’t stand still Competition Business Declines Solution… Anticipate change Grow your business
  • 14.
  • 15. Increased awareness of profit potential
  • 16. Clearly defined direction
  • 17. Sense of control
  • 18. Balance between personal and business objectives
  • 19.
  • 20. Where to from here? Build a vision for the business Test the business model Construct a vibrant business plan Implement review and correct Gain further Knowledge Change the way people think Seek growth and build a team Work on changing the business everyday “All achievement has it’s beginning in an idea”
  • 21. An excellent business? A bias for action — Do it. Try it. Customer focus — Get close to the customer. Entrepreneurship — Even big companies act and think small by giving people the authority to take initiatives. Productivity through people — Treat your people with respect and they will reward you with productivity. Value-oriented CEOs — The CEO should actively propagate corporate values. Stick to the knitting — Do what you know well. Keep things simple and lean — Complexity encourages waste and confusion. 1982 Tom Peters
  • 22. Balanced Scorecard Activity Based Management Total Quality Management Risk Analysis Talent Management
  • 23. Balanced Scorecard The “new” balanced scorecard transforms an organisation’s strategic plan from an attractive but passive document into the "marching orders“ on a daily basis Translate strategy into action
  • 24. 4 Key elements 4 key elements
  • 26. Activity Based Management Def’n: (ABM) is a method of identifying and evaluating activities that a business performs ABM establishes relationships between overhead costs and activities so that overhead costs can be more precisely allocated to products, services, or customer segments.
  • 27. Risk Analysis Def’n: a technique to identify and assess factors that may jeopardize the success of a project or goal. Use in financial simulations – base costs, ‘risk costs’, ‘contingencies’ Don’t ignore real & present risks – Royal Bank of Scotland
  • 28. Risk Analysis & Strategy Evaluation
  • 29. Talent Management HR Management & Analytics Performance Management Compensation Management Skills & Competency Management 360 Degree Feedback Career & Succession Planning Learning Management Organisational Charting Def’n: refers to the process of developing and integrating new workers, developing and retaining current workers, and attracting highly skilled worker
  • 30.
  • 31.
  • 35. Compare to peers“Even a bad plan implemented on Monday is better than a good plan implemented on Friday”
  • 36. and act on business results
  • 37. Thank you for your time today… info@nuOrder.co.uk www.nuOrder.co.uk