Introduction to Implementing Winning KPIs

For years many organizations have used what they thought were KPIs but the measures have not had the impact management and the Board were seeking. KPIs are mislabeled and misused in many organizations. With over 20 KPIs organizations lack focus, lack alignment and under achieve. In fact, there are normally less than 10 true KPIs in an organization and these are measured and reported 24/7, daily, or at the outside weekly.

This paper covers the latest thinking on KPIs. David believes that there are four types of performance measures and choosing the right mix is crucial for effective measurement and control.

This white paper will show you how to choose the right KPIs.  This paper will be useful for organisations regardless as to whether they have a balanced scorecard or not.

Why you should buy this white paper:

• Many initiatives involving KPIs have failed – balanced scorecards have not lived up to their promise. This paper will restart any KPI initiative you have..
• Easy to use checklists & templates – which can be in use immediately.
• Expose yourself to the latest thinking on Key performance indicators and understand the difference between the four types of performance measure.
• Over 300 performance measures are included in the templates.
• Blow the CEO and the Board away with great report formats that are clear to the point and easy to understand

Table of Contents:

1.       Introduction

1.1.    The benefits of using KPIs in your organization

1.2.    An airline

1.3.    A distribution company

1.4.    Recent waymark research

1.5.    Role of performance measure

2.       The four types of performance measure

2.1.    The 10/80/10 rule

2.2.    Key Result Indicators (KRIs)

2.3.    Performance and Result Indicators (PIs and RIs)

3.       The characteristics of KPIs

3.1.    The differences between KRIs vs KPIs  and RIs vs PIs

3.2.    Importance of measuring current and future actions

4.       Importance of knowing your organisation’s Critical Success Factors (CSFs)

5.       The 12 step model for implementing performance measures

5.1.    Step One: SMT commitment

5.2.    Step Two: Establishing a ‘winning KPI’ team

5.3.    Step Three: Establish a ‘just do it’ culture and process

5.4.    Step Four: Setting-up a holistic KPI development strategy

5.5.    Step Five: Marketing KPI system to all employees

5.6.    Step Six: Identifying organisation-wide critical success factors

5.7.    Step Seven: Recording of performance measures in a database

5.8.    Step Eight: Selecting team-level performance measures

5.9.    Step Nine: Selecting organisational ‘winning KPIs’

5.10.   Step Ten: Developing the reporting frameworks at all levels

5.11.   Step Eleven: Facilitating the use of winning KPIs

5.12.   Step Twelve: Refining KPIs to maintain their relevance

6.       Reporting performance measures

6.1.    Reporting the KPIs to management and staff

6.2.    Reporting performance measures to management

6.3.    Reporting organizational progress to staff

6.4.    Reporting performance measures to the Board

6.5.    A Board Dashboard

6.6.    Reporting team performance measures

6.7.    How the reporting of performance measures fits together

7.       Contrasting and comparing of ‘winning KPIs’ to the balanced scorecard methodology

7.1.    Background

7.2.    The main differences

7.3.    Strategy

7.4.    Strategy maps

7.5.    Critical Success Factors

7.6.    The origin of performance measures

7.7.    Balanced Scorecard Perspective

7.8.    Key Performance Indicators

7.9.    In-house or consultant focused implementation

7.10.   In conclusion

8.       Immediate next steps

9.       Writer’s biography

10.     Appendix 1:  List of performance measures