Key performance indicators (KPIs) are critical for any organization to set, as they show how successful the organization has been at achieving its strategic objectives. KPIs should be clearly communicated and linked to an organization's strategy. They should also be relevant, under control, enable actions for improvement, simple to explain, and not easily manipulated. KPIs can measure things like employees, customers, finances, processes and costs. Setting the right KPIs mirrors an organization's vision, sets goals at all levels, is based on data, and drives the right actions.

1. KPI’s
MAKES IT TURN

2. Key Performance Indicators
Critical for any organization or structure is to
set KPI's
 KPI = indicator showing how far have you
have succeeded in achieving your strategic
objectives.
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3. Key Performance Indicators
Vision KPI’s are the indicator
showing how far have
Mission STRATEGY you have succeeded
in achieving your
& Values strategic objectives
Customers
KPI
Sales KPI
Internal Business KPI
Processes
HR Development
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4. Guidelines on setting KPI’s
 Formulating & Communicating KPI’s
The measure of success must show clear, specific and
measurable performance indicators
The measure of success must be declared explicitly and
in details, so it is clear what is being measured
 The measure of success must be communicated
through all of the organization
Regular communication is as critical as setting the KPI’s
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5. Guidelines on setting KPI’s
Relevant to Strategy Does the settled KPI’s have a clear link with
the strategic objectives of the organization?
Control Are the KPI’s and achievements under regular
control?
Action What actions can be taken to improve the
performance of the organization?
Simple Are the KPI’s easy to explain?
Credible Are KPI’s easy to manipulate?
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6. KPI
Dimensions
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7. KPI Dimension
Measures employees output (units/
transactions /sales / vale), the uptime levels
and how employees use their time – sales to
assets ratio, revenue from new customers,
sales in the pipeline
Measures the ability to meet and/or exceed
the requirements and the expectations of the
customers
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8. KPI Dimension
Measures the overall effectiveness of the
organization/structure in generating profits
(Profit contribution by segments, by
customers, by margin spreads)
Measures the time (hour, day, week, month)
in which employee tasks are completed (on-
time delivery)
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9. KPI Dimension
Measures how effectively the
organization/structure incorporates the
quality control - best practices to streamline
operational processes
Measures how effectively the
organization/structure leverages exiting
business resources (sales per channel,
conversion ratio)
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10. KPI Dimension
Measures how effectively the
organization/structure achieves economies
on scale and scope of work with its people,
staff and practices to control operational and
overhead costs (cost per unit, ext. )
Measures the ability of the
organization/structure to maintain
competitive economic position in line with
the industry (market share, customer
retention, account penetration)
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11. KPI Category Dimension
The actual raw data values as measured (e.g.
sales volumes)
The comparison of the changes in
performance of one value relative to the
same value at different time (e.g. percentage
change in sales vs last year )
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12. KPI Category Dimension
The addition of the weighed average of the
several similar measures that result in an
overall composite indicator of performance
(customer satisfaction, survey results, focus
groups and product returns/profitability)
Multiple measures, such as standard
deviation and variance that capture the
spread and distribution of the performance
(sales distribution by geography, by channel)
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13. So WHY setting KPI’s
 They mirror your organization vision
 They set goals on all organizational levels
 They are based on legitimate data
 They drive action
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14. Did you set
the KPI’s for
your structure?
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