| Introduction |
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| Part 1: Getting Started with Key Performance Indicators |
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Chapter 1 Introducing Key Performance Indicators (KPIs) |
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Why Every Company Needs KPIs |
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The Datafication of our World |
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KPIs as vital decision support tools |
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Making KPIs Work in Your Business |
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Decide on the right KPI framework |
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13 | (1) |
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14 | (1) |
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Assessing Your Financial KPIs |
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14 | (1) |
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15 | (1) |
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15 | (1) |
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Assessing Your Customer KPIs |
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Customer satisfaction and loyalty |
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Assessing Your Operational KPIs |
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Assessing Your Employee KPIs |
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Chapter 2 Types, Targets and KPI Mistakes |
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Understanding that KPIs can be Strategic or Operational |
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Why we can measure everything and how to do it |
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Creating the Right Set of KPIs |
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What is a good number of KPIs? |
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Tracking the tangible and intangible |
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The leaders and the laggers |
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Setting the Right Targets for Your KPIs |
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24 | (2) |
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25 | (1) |
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Making targets realistic and achievable |
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Knowing Where People Go Wrong with KPIs |
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Measuring everything that walks and moves |
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Collecting the same measures as everyone else |
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Not choosing the relevant KPIs |
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28 | (1) |
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Chapter 3 Creating a Culture of Fact-Based Decision-Making |
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Implementing the Key Components of Fact-Based Management |
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Establishing senior management buy-in |
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Introducing KPIs for the right reasons |
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Establishing the processes and culture |
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Creating Improvement and Performance Preview Meetings |
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Introducing strategy revision meetings |
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Establishing strategic performance preview meetings |
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Putting in place operational performance improvement meetings |
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Aligning personal performance discussions |
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Chapter 4 Organising Your KPIs |
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Understanding the Need for KPI Frameworks |
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43 | (3) |
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Selecting the right framework |
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Introducing the Balanced Scorecard |
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Getting a grasp of the four BSC perspectives |
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Tackling the financial perspective |
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48 | (2) |
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Making sure you're delivering to your customers |
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50 | (1) |
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Looking at your internal processes |
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51 | (3) |
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Improving and driving future value |
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54 | (1) |
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Putting it on paper and mapping it out |
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55 | (5) |
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Looking at Alternative KPI Frameworks |
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60 | (5) |
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Using Quality or Lean Frameworks |
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60 | (2) |
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Using Project Management Frameworks |
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62 | (1) |
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The Risky Side of Business |
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62 | (1) |
| Part II: Implementing and Using KPIs Effectively |
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Chapter 5 Developing a KPI |
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The Question is The Answer: Developing Key Performance Questions (KPQs) |
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Harnessing the power of questions |
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66 | (1) |
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Creating good key performance questions (KPQs) |
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67 | (3) |
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Deciding on the Right KPIs |
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Step 1: Linking KPIs to strategic objectives |
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Step 2: Identifying the unanswered questions |
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Step 3: Isolating the decisions to take |
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Step 4: Checking for existing data and methods |
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Step 5: Collecting meaningful data in time |
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Step 6: Assessing the usefulness to answering the question |
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Step 7: Assessing the usefulness to decision-making |
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Step 8: Creating awareness of cheating |
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Step 9: Are the costs and effort justified? |
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73 | (1) |
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Step 10: Collecting the data |
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Making it work: the ten-step template in action |
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74 | (1) |
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Deciding on How to Collect the Data |
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Identifying types of data |
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76 | (1) |
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Applying quantitative methods |
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76 | (1) |
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Understanding qualitative methods |
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77 | (3) |
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Combining data to improve insights |
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80 | (1) |
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81 | (1) |
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Finalising Your KPIs: Applying the KPI Design Template |
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81 | (10) |
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82 | (1) |
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Completing your KPI Template |
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83 | (3) |
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How good is the indicator? |
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Chapter 6 Use it or Lose it: Turning KPIs into Insights |
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Testing Cause and Effect Relationships |
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92 | (4) |
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Why strategies are just assumptions |
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Testing Business Assumptions at Google, Inc. |
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Learning from Business Experiments |
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96 | (1) |
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Removing Bias through Business Experiments |
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97 | (3) |
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Business Intelligence and Analytics |
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100 | (5) |
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100 | (2) |
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102 | (3) |
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Chapter 7 Spreading the Word: Reporting and Communicating KPIs Effectively |
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Getting the Attention of the Decision Maker |
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106 | (4) |
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The importance of communicating |
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106 | (1) |
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Keeping in mind the target audience |
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107 | (1) |
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Using best practice performance reports |
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108 | (1) |
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108 | (1) |
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Headline, photo and narrative |
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109 | (1) |
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Visualising KPIs: Using Graphs and Charts |
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110 | (6) |
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111 | (1) |
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112 | (1) |
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113 | (1) |
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113 | (1) |
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Speedometer dials or gauges |
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115 | (1) |
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Using innovative ways to visualise data |
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115 | (1) |
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Developing Management Dashboards |
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Seven dashboard design tips |
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117 | (1) |
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Making use of software tools |
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118 | (3) |
| Part III: Developing Financial 1CP1s |
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121 | (42) |
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Chapter 8 The Holy Grail of Business: Revenue and Profit KPIs |
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123 | (12) |
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The Bottom Line - Gauging Profit |
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123 | (6) |
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125 | (1) |
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Understanding the different perspectives on profit |
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125 | (2) |
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Why profit only matters in context |
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127 | (1) |
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Measuring profit in practice |
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128 | (1) |
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129 | (3) |
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129 | (1) |
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Knowing the different profit margins |
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130 | (1) |
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Measuring profit margins in practice |
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131 | (1) |
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The Top-Line: Measuring Revenue Growth |
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132 | (3) |
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When revenue isn't everything |
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133 | (1) |
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Why you should track revenue over time |
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133 | (1) |
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Measuring revenue in practice |
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133 | (2) |
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Chapter 9 The Ones You Can't Take Your Eyes Off: Liquidity and Cash Flow KPIs |
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135 | (10) |
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135 | (5) |
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136 | (1) |
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What cash flow tells you about your business |
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137 | (1) |
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Measuring cash flow in practice |
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137 | (3) |
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Looking Out for Liquidity |
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140 | (5) |
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141 | (1) |
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Measuring liquidity in practice |
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141 | (4) |
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Chapter 10 Reporting to the Masters: Shareholder and Value-Added KPIs |
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145 | (8) |
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The Ultimate Value Metric: EVA |
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145 | (3) |
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Why profitable companies might not create value |
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146 | (1) |
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Understanding opportunity cost |
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146 | (1) |
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Measuring opportunity cost in practice |
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147 | (1) |
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Keeping an Eye on Your Share Price |
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148 | (2) |
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It's all relative: comparing businesses |
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149 | (1) |
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Measuring P/E ratio in practice |
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149 | (1) |
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Tracking Total Shareholder Return (TSR) |
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150 | (3) |
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Competition is stiff on the stock market |
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150 | (1) |
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Measuring TSR in practice |
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151 | (2) |
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Chapter 11 Measuring Your Financial Efficiency |
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153 | (10) |
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Assessing the Return on Investment |
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153 | (3) |
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Every investment must yield a return |
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154 | (1) |
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Measuring ROI in practice |
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155 | (1) |
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Measuring the Return on Capital Employed |
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156 | (2) |
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157 | (1) |
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Measuring ROCE in practice |
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157 | (1) |
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Gauging Return on Equity (ROE) |
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158 | (2) |
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Why should you measure ROE |
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159 | (1) |
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Measuring ROE in practice |
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159 | (1) |
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Understanding Return on Assets (ROA) |
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160 | (5) |
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Why does ROA matter to companies? |
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161 | (1) |
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Measuring ROA in practice |
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161 | (2) |
| Part IV: Developing Customer, Sales and Marketing KPIs |
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163 | (34) |
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Chapter 12 The Customer is Always Right Measuring Your Customer Success |
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165 | (18) |
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Asking if Your Customers Would Recommend You (NPS) |
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165 | (4) |
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How NPS drives loyalty and profitability |
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166 | (1) |
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Understanding the NPS formula |
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167 | (1) |
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Measuring NPS in practice |
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168 | (1) |
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Measuring How Satisfied Your Customers Are (Satisfaction Index) |
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169 | (4) |
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Identifying what makes your customers happy |
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170 | (1) |
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Creating your unique index |
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171 | (1) |
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Measuring CSI in practice |
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171 | (2) |
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Tracking How Likely Your Customers are To Leave (Retention/Churn) |
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173 | (3) |
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Churn and retention matters! |
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173 | (1) |
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174 | (2) |
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Gauging Whether All Customers are Equal (Profitability) |
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176 | (2) |
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Understanding where the profits are made |
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176 | (1) |
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Tracking customer profitability |
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176 | (1) |
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177 | (1) |
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Calculating Your Customers' Value (Life-Time Value) |
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178 | (2) |
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The ultimate customer KPI! |
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178 | (1) |
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179 | (1) |
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Measuring Whether Your Customers are Truly Engaged |
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180 | (3) |
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Understanding the different levels of engagement |
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181 | (1) |
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Measuring engagement in practice |
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182 | (1) |
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Chapter 13 Measuring the Market and Your Place in It |
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183 | (14) |
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Painting a Picture of Your Market (Market Growth Rate) |
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183 | (4) |
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Understanding the health of your market |
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184 | (1) |
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Options for measuring market growth rate |
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185 | (1) |
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Measuring market growth rate in practice |
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186 | (1) |
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Understanding Your Place in the Market (Market Share) |
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187 | (3) |
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187 | (2) |
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Getting a good picture of your market can be tough |
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189 | (1) |
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Measuring relative market share in practice |
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190 | (1) |
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Gauging Your Market Success (Customer Acquisition KPIs) |
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190 | (4) |
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Knowing the cost of finding new customers |
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191 | (1) |
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Options for gauging customer conversion |
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191 | (1) |
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Measuring cost per lead in practice |
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192 | (2) |
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Charting the Power of Your Brand |
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194 | (5) |
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What brand equity means for your business |
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194 | (1) |
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Finding your unique formula |
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195 | (1) |
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Measuring brand equity in practice |
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195 | (2) |
| Part V: Developing Operational and Internal Process KPIs |
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197 | (40) |
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Chapter 14 Measuring Project Performance |
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199 | (8) |
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Why Project Performance Matters |
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199 | (1) |
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Introducing the Three Components of Project Performance |
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200 | (7) |
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Tracking whether your projects are on time (Project Schedule Variance) |
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201 | (1) |
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Measuring whether your projects are on budget (Project Cost Variance) |
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201 | (1) |
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Checking whether your projects are delivering the right value (Earned Value) |
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202 | (1) |
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Measuring the KPIs in practice |
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202 | (5) |
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Chapter 15 Measuring Internal Efficiency and Quality |
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207 | (20) |
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Assessing Quality, Lean and Six Sigma KPIs |
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207 | (6) |
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208 | (1) |
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What does Six Sigma really mean? |
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209 | (1) |
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Finding your ways to track quality |
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210 | (1) |
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Measuring the KPIs in practice |
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211 | (2) |
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Calculating Your Internal Productivity |
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213 | (9) |
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213 | (3) |
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216 | (2) |
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Scrutinizing order fulfilment |
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218 | (1) |
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219 | (2) |
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221 | (1) |
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Asking Yourself Whether You're Future Proof |
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222 | (5) |
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223 | (4) |
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Chapter 16 Measuring IT Performance |
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227 | (10) |
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Why IT Matters More Than Ever |
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227 | (12) |
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Measuring IT service delivery |
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228 | (5) |
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Measuring IT project performance |
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233 | (4) |
| Part VI: Measuring Your Most Important Assets: Developing HR and People KPIs |
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237 | (26) |
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Chapter 17 Measuring People Performance |
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239 | (14) |
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How Satisfied and Engaged are Your People? |
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240 | (4) |
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Satisfaction and engagement matters |
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240 | (1) |
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Measuring satisfaction and engagement in practice |
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241 | (3) |
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Would your Employees Recommend Your Business? |
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244 | (3) |
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244 | (1) |
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Measuring staff advocacy in practice |
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245 | (2) |
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Looking All Around - 360 Degree Feedback |
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247 | (3) |
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Understanding the need for a full picture |
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247 | (1) |
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Measuring 360-degree feedback in practice |
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248 | (2) |
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How Much Value Are Employees Generating? |
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250 | (3) |
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Measuring the value your employees generate in practice |
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251 | (2) |
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Chapter 18 Measuring Human Resources Performance |
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253 | (10) |
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Charting How Well You're Recruiting |
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253 | (6) |
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Finding and keeping talent |
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254 | (1) |
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Moving beyond the trivial |
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255 | (1) |
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Measuring recruitment effectiveness in practice |
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255 | (4) |
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Analysing How Well You're Training |
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259 | (6) |
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The pitfalls and challenges of measuring training |
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259 | (1) |
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260 | (3) |
| Part VII: The Part of Tens |
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263 | (18) |
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Chapter 19 Ten Tips for Developing Effective KPIs |
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265 | (4) |
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265 | (1) |
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Identify the Questions You Need to Answer |
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265 | (1) |
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266 | (1) |
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Evaluate All Existing Data |
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266 | (1) |
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Find the Right Measurement Methodology |
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266 | (1) |
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267 | (1) |
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Identify the Right Measurement Frequency |
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267 | (1) |
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Ensure Costs and Efforts are Justified |
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267 | (1) |
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Find the Right Supporting Data |
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268 | (1) |
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Finding the Right Picture to Communicate your KPI |
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268 | (1) |
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Chapter 20 The Ten Biggest KPI Mistakes to Avoid |
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269 | (6) |
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Measure Everything That is Easy to Measure |
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269 | (1) |
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Measure Everything Everyone Else is Measuring |
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270 | (1) |
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Not Linking KPIs to Strategy |
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270 | (1) |
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Not Separating Strategic KPIs from Other Data |
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270 | (1) |
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Hardwiring KPIs to Incentives |
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271 | (1) |
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Not Involving Executives in the KPI Selection |
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271 | (1) |
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Not Analysing Your KPIs to Extract Insights |
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272 | (1) |
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Not Challenging Your KPIs |
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272 | (1) |
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272 | (1) |
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273 | (2) |
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Chapter 21 The Top Ten KPIs to Use |
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275 | (6) |
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275 | (1) |
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275 | (1) |
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Cash Conversion Cycle (CCC) |
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276 | (1) |
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276 | (1) |
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277 | (1) |
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277 | (1) |
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278 | (1) |
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Capacity Utilisation Rate (CUR) |
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278 | (1) |
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278 | (1) |
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278 | (3) |
| Index |
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281 | |
Lisainfo e-raamatute kohta