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!
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/
How to build a Key Performance Indicator (KPI) - Consider Elevator ManagementAxel Marrocco
What exactly is a KPI. This lesson was developed to help consider how to evaluate the effectiveness of a problem / solution proposal. Elevator Management is used, since it provides a topic almost all can relate with. The focus is not to development an understanding of Critical Success Factors, but to concentrate on elements necessary in constructing a Key Performance Indicator (KPI) of a proposal's effectiveness.
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!
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/
How to build a Key Performance Indicator (KPI) - Consider Elevator ManagementAxel Marrocco
What exactly is a KPI. This lesson was developed to help consider how to evaluate the effectiveness of a problem / solution proposal. Elevator Management is used, since it provides a topic almost all can relate with. The focus is not to development an understanding of Critical Success Factors, but to concentrate on elements necessary in constructing a Key Performance Indicator (KPI) of a proposal's effectiveness.
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.
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.
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
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.
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.
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
Steps To Choose The Right KPIS For Your Business.docxSameerShaik43
One major challenge faced by both midsize and small sized companies is lack of data visibility. Answering Business performance related questions does require lots of effort and consume plenty of effort. Hence, what is desired is proper business strategy combined with clear answers to a variety of questions.
https://www.tycoonstory.com/tips/steps-to-choose-the-right-kpis-for-your-business/
Essential Key Performance Indicators for Small and Mid-Size BusinessDynamics Square
Don't get stuck on old business models that divided your organization, siloed information, and slowed every process. See how 𝗠𝗶𝗰𝗿𝗼𝘀𝗼𝗳𝘁 𝗗𝘆𝗻𝗮𝗺𝗶𝗰𝘀 𝟯𝟲𝟱 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗖𝗲𝗻𝘁𝗿𝗮𝗹 with 𝗠𝗶𝗰𝗿𝗼𝘀𝗼𝗳𝘁 𝗢𝗳𝗳𝗶𝗰𝗲 𝟯𝟲𝟱, the 𝗠𝗶𝗰𝗿𝗼𝘀𝗼𝗳𝘁 𝗣𝗼𝘄𝗲𝗿 𝗣𝗹𝗮𝘁𝗳𝗼𝗿𝗺, and 𝗠𝗶𝗰𝗿𝗼𝘀𝗼𝗳𝘁 𝗔𝘇𝘂𝗿𝗲 can connect business management across finance, sales, service, supply chain, analytics, and more.
Sign up to stay in touch and 𝗱𝗼𝘄𝗻𝗹𝗼𝗮𝗱 𝘁𝗵𝗲 𝗲-𝗯𝗼𝗼𝗸 “𝗘𝘀𝘀𝗲𝗻𝘁𝗶𝗮𝗹 𝗞𝗲𝘆 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 𝗜𝗻𝗱𝗶𝗰𝗮𝘁𝗼𝗿𝘀 𝗳𝗼𝗿 𝗦𝗺𝗮𝗹𝗹 𝗮𝗻𝗱 𝗠𝗶𝗱-𝗦𝗶𝘇𝗲 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀.” - https://lnkd.in/gxe5Ka4K
The KPI - Cash Flow Modeling and Projections (Series: MBA Boot Camp)Financial Poise
You can chase a lot of financial measures of your business, but nothing stacks up to cash flow. Like a boat captain on a rough sea, being able to see what is coming at you financially is absolutely invaluable.
Cash flow models are the absolute go-to tool for reviewing companies in distress, yet they are also invaluable to venture capitalists who must manage long range investments as well as fast growth. This webinar discusses the basic components of a cash flow model, why it is weekly and not monthly and why 13 weeks is the usual length. This webinar also discusses what type of data is best for making an efficient and practical cash flow model, as well as best practices for reporting and pitfalls associated with modeling and balance roll forwards.
To view the accompanying webinar, go to: https://www.financialpoise.com/financial-poise-webinars/the-kpi-cash-flow-modeling-and-projections-2021/
The KPI - Cash Flow Modeling and Projections (Series: MBA Boot Camp 2020) Financial Poise
You can chase a lot of financial measures of your business, but nothing stacks up to cash flow. Like a boat captain on a rough sea, being able to see what is coming at you financially is absolutely invaluable. Cash flow models are the absolute go-to tool for reviewing companies in distress, yet they are also invaluable to venture capitalist who must manage long range investments as well as fast growth. This webinar discusses the basic components of a cash flow model, why it is weekly and not monthly and why 13 weeks is the usual length. This webinar also discusses what type of data is best for making an efficient and practical cash flow model, as well as best practices for reporting and pitfalls associated with modeling and balance roll forwards.
KPI stands for Key Performance Indicator, which is a measurable value that demonstrates how effectively a company is achieving its key business objectives. KPIs are important because they help companies track progress towards their goals and make data-driven decisions.
For many organizations, key performance indicators (KPIs) are "basic" in name only and are tracked to meet compliance regulations or provide retrospective analysis. There is a need for smarter KPIs, says Michael Schrage, a visiting researcher at the MIT Initiative on the Digital Economy (IDE).
On the off chance that you deal with a group, there's a decent shot you've known about key execution markers (KPIs). Notwithstanding whether you're comfortable with them or regardless you're asking, "What is a KPI precisely?" But I am sure that you never or seldom had to answer what is a ‘Good KPI and Bad KPI. Let’s takes a snapshot.
Most organizations have no idea of how to implement Key Performance Indicators (KPIs). They either measure everything that moves, or they operate in the blind and measure nothing except perhaps revenues or profitability.
Valuation Process Exploring Industry KPIS and Their ImpactMY Valuation
KPIs measure business performance and progress towards their goals through tracking the effectiveness of projects, processes, campaigns, and strategic changes.
Similar to Intro to Key Performance Indicators (20)
Techniques to optimize the pagerank algorithm usually fall in two categories. One is to try reducing the work per iteration, and the other is to try reducing the number of iterations. These goals are often at odds with one another. Skipping computation on vertices which have already converged has the potential to save iteration time. Skipping in-identical vertices, with the same in-links, helps reduce duplicate computations and thus could help reduce iteration time. Road networks often have chains which can be short-circuited before pagerank computation to improve performance. Final ranks of chain nodes can be easily calculated. This could reduce both the iteration time, and the number of iterations. If a graph has no dangling nodes, pagerank of each strongly connected component can be computed in topological order. This could help reduce the iteration time, no. of iterations, and also enable multi-iteration concurrency in pagerank computation. The combination of all of the above methods is the STICD algorithm. [sticd] For dynamic graphs, unchanged components whose ranks are unaffected can be skipped altogether.
Adjusting primitives for graph : SHORT REPORT / NOTESSubhajit Sahu
Graph algorithms, like PageRank Compressed Sparse Row (CSR) is an adjacency-list based graph representation that is
Multiply with different modes (map)
1. Performance of sequential execution based vs OpenMP based vector multiply.
2. Comparing various launch configs for CUDA based vector multiply.
Sum with different storage types (reduce)
1. Performance of vector element sum using float vs bfloat16 as the storage type.
Sum with different modes (reduce)
1. Performance of sequential execution based vs OpenMP based vector element sum.
2. Performance of memcpy vs in-place based CUDA based vector element sum.
3. Comparing various launch configs for CUDA based vector element sum (memcpy).
4. Comparing various launch configs for CUDA based vector element sum (in-place).
Sum with in-place strategies of CUDA mode (reduce)
1. Comparing various launch configs for CUDA based vector element sum (in-place).
Levelwise PageRank with Loop-Based Dead End Handling Strategy : SHORT REPORT ...Subhajit Sahu
Abstract — Levelwise PageRank is an alternative method of PageRank computation which decomposes the input graph into a directed acyclic block-graph of strongly connected components, and processes them in topological order, one level at a time. This enables calculation for ranks in a distributed fashion without per-iteration communication, unlike the standard method where all vertices are processed in each iteration. It however comes with a precondition of the absence of dead ends in the input graph. Here, the native non-distributed performance of Levelwise PageRank was compared against Monolithic PageRank on a CPU as well as a GPU. To ensure a fair comparison, Monolithic PageRank was also performed on a graph where vertices were split by components. Results indicate that Levelwise PageRank is about as fast as Monolithic PageRank on the CPU, but quite a bit slower on the GPU. Slowdown on the GPU is likely caused by a large submission of small workloads, and expected to be non-issue when the computation is performed on massive graphs.
2. Table of Contents
Lesson 1..............................................p.3
Introduction to KPIs
Lesson 2..............................................p.11
How do define your organization’s KPIs
Lesson 3..............................................p.17
Best practices for picking the right KPIs
for your business
Lesson 4..............................................p.25
The most important KPIs
KPI101|2
4. Introduction to KPIs
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.
KPI101|4
5. A Key Performance Indicator is a measurable value
that demonstrates how effectively a company is
achieving key business objectives.
KPI101|5
6. Introduction to Key Performance Indicators
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.
Types of KPIs
Depending on your industry and the specific department
you are interested in tracking, there are a number of KPI
types your business will want to monitor. Each department
will want to measure success based on specific goals and
targets.
KPI101|6
7. What makes a KPI effective?
A KPI is only as valuable as the action it inspires. Too often,
organizations blindly adopt industry-recognized KPIs and
then wonder why that KPI doesn’t reflect their own busi-
ness and fails to affect any positive change.
One of the most important, but often overlooked, aspects
of KPIs is that they are a form of communication. As such,
they abide by the same rules and best-practices as any oth-
er form of communication. Succinct, clear and relevant in-
formation is much more likely to be absorbed and acted
upon.
KPI101|7
8. Being SMART about your KPIs
One way to evaluate the relevance of a KPI is to use the
smart criteria. The letters are typically taken to stand for
specific, measurable, attainable, relevant, time-bound.
In other words:
• Is your objective Specific?
• Can you Measure progress towards that goal?
• Is the goal realistically Attainable?
• How Relevant is the goal to your organization?
• What is the Time-frame for achieving this goal?
KPI101|8
9. KPI Example 1
If you work in the highway division of a transportation
authority, a key performance indicator could be to track
the average driver’s speed from July to November, as many
accidents happened during this time the previous year.
In this case, it would be helpful to know that from July to
November the average driver cruises at 60 km/h—which
is 10 km/h higher than the posted speed limit of 50 km/h,
and 6 km/h higher than they typically drive during all other
months.
KPI101|9
10. KPI Example 2
Let’s say you are the owner of a local pub. In establishing
average pints per patron per visit (ppv) as a key performance
indicator, you may notice that last month you averaged 1.1
ppv (compared to the local pub average of 1.4 ppv and last
month’s average of 1.3 ppv).
In this sense, establishing measures, metrics and KPIs can
help open the door to questions about your business
performance that you may have missed otherwise.
KPI101|10
12. How to define your organization’s KPIs
It’s a question asked by leaders at maturing startups and at
established companies alike: How do we define our organiza-
tion’s KPIs?
Defining your organization’s key performance indicators
ultimately comes down to a two-step process:
1. Determine your organization’s most important objectives
2. Choose KPIs that are fixed, capable of forecasting, and
that avoid common mistakes.
Avoiding the most common mistakes
Here at Klipfolio, we’ve been thinking deeply about KPIs
for over a decade. After many iterations, here’s the simple
definition we’ve come to find most valuable:
A key performance indicator is a measurable value that
demonstrates how effectively a company is achieving key
business objectives.
KPI101|12
13. To us, a KPI must remain fixed yet be able to forecast.
KPI101|13
14. Finding fixed
By fixed we mean there’s a continuity and reliability among
the measured outcomes. This means that an outcome at
one point in time can reliably be compared to an outcome
at another time.
For example, if in January and February you found that 1
out of every 100 people who started a trial of your prod-
uct became a customer, this would be a fixed statistic from
which you might want to build a key performance indicator.
KPI101|14
15. Finding what can forecast
There’s no need to go full-on artificial intelligence here, but
KPIs must, at some level, help you forecast a result.
Let’s say it seems the time between trial-to-customer
becomes significantly shorter when you reach a certain
Net Promoter Score. Seeing this correlation may allow you
to forecast: increased customer success = decreased time
between trial-to-customer.
Depending on what organizational objectives you’ve
decided on, building a KPI around this forecast may be
worth your time.
KPI101|15
16. Common KPI mistakes
Even elite organizations struggle to avoid these mistakes.
They can occur at various points of a company’s develop-
ment—including when new team leaders are hired, when
new objectives are established, and/or when old KPIs are
held onto even as an industry undergoes rapid change.
The most common KPI mistakes are:
• Reliance on intuition. This can arise from the
overconfidence effect.
• Blindly adopting commonly-held best practices rather
than creating your own.
• Bias toward the most recent information learned.
• Confusing lagging indicators (the easy-to-measure out-
put) with leading indicators (the difficult-to-measure
input).
Once you’ve defined your organization’s KPIs, you’ll then
be tasked with the responsibility of determining which
activities (and all departments must be included on this)
will best drive towards those KPIs.
From there, you’ll need to regularly assess your objectives,
KPIs and activities. They are all likely to change as you
gather new insights into the market and/or your product,
which means assessments can and should be done both at
the company and departmental levels.
Measuring and monitoring business performance is criti-
cal, but focusing on the wrong metrics can be detrimental.
KPI101|16
18. Best practices for picking the right KPIs for
your business
Data and metrics are everywhere. Measuring and moni-
toring business performance is critical, but focusing on the
wrong metrics can be detrimental (as time and money are
spent measuring, monitoring and trying to optimize
metrics that don’t matter much). The same can be said
about poorly structured KPIs and KPIs that are too difficult
and costly to obtain and/or monitor on a regular basis.
So what makes business performance indicators key and
how should a business owner, executive or manager
select them?
Here are six strategies to help you separate effective,
value-creating KPIs from detrimental, value-diminishing
KPIs:
KPI101|18
19. Best Practices:
Pick KPIs that are aligned with your strategic business objectives
Business “performance” is relative, and ultimately
measured against an organization’s mission and
goals. KPIs must be grounded by these goals.
KPI101|19
20. Best Practices:
Make sure the KPIs you pick are attainable
What data points do I need to measure this KPI?
&
There’s no point selecting a KPI for your business if the
data behind the KPI can’t be obtained and surfaced to
stakeholders, or if doing so would be overly costly.
KPI101|20
21. Best Practices:
Be acute in your choice of KPIs
KPIs should keep everyone on the same page and
moving in the same direction, and they should be
specific enough to inform specific actions.
KPI101|21
22. Best Practices:
Pick accurate KPIs
Does the KPI include all relevant information?
&
How accurate is the KPI in reflecting and predicting
business performance?
KPI101|22
23. Best Practices:
Select KPIs that are actionable
Can the events grounding the KPI be controlled by
the business?
&
Is the KPI structured and presented in such a way,
and to the right people, to incite action?
KPI101|23
24. Best Practices:
Pick KPIs that are alive
Do these reasons still hold true?
&
Has your business or the context within which it
operates changed? Can your KPIs be refined to suit
these changes?
KPI101|24
26. The Most Important KPIs
The most important thing to remember when looking at
a KPI is not what it means for your position, but what it
means for the company as a whole.
Yes, there are KPIs specific to marketing, development and
support, to name a few, but pick KPIs that are aligned with
your strategic business objectives. Because everything you
do has these targets and goals in mind, adding them to your
dashboard only makes decision making, reporting and effi-
ciency, that much easier.
KPI101|26
27. Sales Growth
Sales Growth metric measures the pace at which your or-
ganization’s sales revenue is increasing or decreasing. This
is a key metric for any organization to monitor since it’s an
essential part of growth projections and is instrumental in
strategic decision-making. Monitor this metric over multiple
time periods to gain a clear indication of growth trends and
normalize your values. This will help you account for month-
ly or quarterly spikes in revenue.
KPI101|27
28. Purchase Funnel
The Purchase Funnel KPI analyzes your customer acquisition
process to help you understand how potential customers
discover your product or brand and, more importantly, how
they eventually become a loyal customer. This KPI is typically
broken down into five stages: awareness, interest, consider-
ation, preference, and purchase. From a measurement point
of view, this may map to a variety of sales and marketing
channels from social media and web visits to mailing lists
and sales contacts. The strength of the funnel is the ability to
zero in on your strengths and weakness.
KPI101|28
29. Product Performance
The Product Performance KPI ranks product sales based on
revenue performance to inform your sales team which prod-
ucts are selling well. At the same time, you should rank the
poorest performing products to determine which products
are failing to resonate with your customers.
When monitoring this KPI, it’s important to consider the spe-
cific contexts surrounding each product. For instance, is a
certain product receiving a boost due to a viral marketing
campaign? Or, are you experiencing a slump because your
competition is offering a similar product at a lower price?
KPI101|29
30. Sales Targets
The Sales Target KPI measures current sales (either dollar
value or number of wins) and compares that value to a target
or past performance. The key to this KPI is setting an appro-
priate sales target. This requires a deft touch, as a goal that
is set too high will be viewed as unachievable and will drain
morale; on the other hand, a goal that is set too low will fail
to motivate your team to go that extra mile. One of the most
common ways to develop this KPI is to compare current per-
formance to the previous period, for example, showing new
wins this month compared to wins last month.
KPI101|30
31. Marketing ROI
The Return on Marketing Investment KPI measures how
much revenue a marketing campaign is generating com-
pared to the cost of running that campaign. Effective
marketers are driven to connect their time, energy and
advertising spend with results that contribute to company
growth. This KPI answers the question, are we recouping
the time and money we spent developing and executing our
marketing campaigns?
KPI101|31
32. Goal Completion Rate
The Goal Completion Rate (GCR) metric measures the
number of people that complete a specific marketing goal,
such as signing up for a trial or subscribing to a mailing list.
GCR should be paired with sales KPIs such as your lead to
win rate to provide an indicator as to the quality of leads
your marketing efforts are attracting.
KPI101|32
33. Average Lead Score
Lead Scoring is the process of measuring the quality of mar-
keting and sales leads based on predetermined criteria and
targets. These criteria and targets can range from
demographics to buyer behaviour and user activity, and
they are typically determined by evaluating the characteris-
tics of a current customer base.
KPI101|33
34. So now what?
Once you have established benchmarks and targets for
measuring KPIs, you’ll want to establish processes for mon-
itoring this and other KPIs. Dashboards can be critical in
this regard. KPI tracking can be done using dashboard soft-
ware, giving your entire organization insights into your cur-
rent performance.
KPI software enables businesses to create, manage and
analyze data from KPIs. The software allows organisations
to enter their data into one specially designed system, or
connect external services for faster and more accurate
data collection. This type of software allows businesses to
visualize and comprehend data from a number of KPIs that
represent different areas of a business, all in one place.
KPI101|34
35. KPI reports and dashboards
To be useful, KPIs need to be monitored and reported on;
if they change in real-time, they should be monitored in
real-time. Dashboards are the perfect tool for your KPI
reports as they can be used to visually depict the perfor-
mance of an enterprise, a specific department, or a key
business operation.
Have a look at some of our live dashboards to demon-
strate how you can present key performance indicators to
your team:
Digital Marketing Dashboard
Monthly Sales Performance Davshboard
Executive Reporting Dashboard
Support Tickets Dashboard
KPI101|35
36. Want more metrics?
We’ve got over 350 KPI examples to inspire you. Find metrics
relevant to your industry.
KPI101|36