- Expertise in KPIs and performance-based cultures gained across 5 companies as president, CEO or COO.
- Has re-engineered marketing information services of 5 companies to maximize growth and value.
- Helped position for sale: Authentic Response to reInvention, Medsite to WebMD, NOP World to GfK.
- All 6 Best Practices
- Pre-Call Discovery Process
- One-on-One Call with Expert
- Session Summary Report
- Post-Session Engagement
Achieving Growth by Creating a KPI Management System and Performance-Based Culture
- Lack of focus: Companies lack a comprehensive measurement system that recognizes the activities that truly drive the business.
All companies have a system of metrics they use to measure performance. All use sales and financial metrics as well as different operational metrics. Many do not take the time to truly assess their key business activities and define a system that comprehensively identifies primary measures and KPIs that explain them.
- Lack of accountability: Companies lack a clear performance management process that assigns accountabilities for the critical numbers, then links that performance to compensation.
All companies have a system to minimally assign and link sales targets to a commission or sales incentive program for their sales department. But often, companies do not have a performance management process that comprehensively links performance to non-sales-related primary measures, or KPIs to compensation.
- Lack of discipline: Companies lack a clear management process that incorporates rigorous review and discussion of performance against the management set of performance measures and KPIs.
All management teams have some type of process where performance against critical number are shared and discussed. The issue here is that many companies have not embedded this discussion process into their system of management meetings whether they are daily, weekly, monthly, quarterly.
Additionally, all too often, management teams get sidetracked on issues or other distractions OR do not spend the time to routinely or systematically incorporate these types of discussions into their management process.
- Lack of alignment: Companies lack of a clear understanding or agreement across the management team as to the primary measures or KPIs that drive the business.
All management teams include a set of numbers by which they measure performance. Often times there is not a common understanding of these measures or agreement as to the measures selected. This lack of alignment at the management team level can lead to management team members cascading inconsistent priorities or direction to their teams.
- Lack in communication: Companies lack a comprehensive reporting process that distributes productive types of reports to the different levels of the organization at the right times.
This type of problem usually originates where there is not a central accountability for the responsibility of managing or providing access to the right data, creating reports that are constructed to visualize this data in an easy-to-understand format, or distributing them in a timely manner.
It is easy for a management team to see that reports are being distributed but not critically view the process from end to end and determine its productivity or efficacy.