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Key Performance Indicators: Developing, Implementing, and Using Winning Kpis

Medium: Buch
ISBN: 978-1-118-92510-2
Verlag: WILEY
Erscheinungstermin: 22.05.2015
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Produkteigenschaften

  • Artikelnummer: 9781118925102
  • Medium: Buch
  • ISBN: 978-1-118-92510-2
  • Verlag: WILEY
  • Erscheinungstermin: 22.05.2015
  • Sprache(n): Englisch
  • Auflage: 3. Auflage 2015
  • Produktform: Gebunden
  • Gewicht: 736 g
  • Seiten: 448
  • Format (B x H x T): 156 x 236 x 40 mm
  • Ausgabetyp: Kein, Unbekannt

Themen

Autoren/Hrsg.

Autoren

About the Author xiii

Preface xv

Acknowledgments xxxi

PART I: Setting the Scene 1

CHAPTER 1 The Great KPI Misunderstanding 3

Key Result Indicators 4

Result Indicators 5

Performance Indicators 7

Key Performance Indicators 7

Seven Characteristics of KPIs 11

Difference between KRIs and KPIs and RIs and PIs 14

Lead and Lag Confusion 15

Number of Measures Required--The 10/80/10 Rule 19

Importance of Timely Measurement 21

Where Are You in Your Journey with Performance Measures? 22

Notes 23

CHAPTER 2 The Myths of Performance Measurement 25

Myth #1: Most Measures Lead to Better Performance 26

Myth #2: All Measures Can Work Successfully in Any Organization, At Any Time 26

Myth #3: All Performance Measures Are KPIs 27

Myth #4: By Tying KPIs to Remuneration You Will Increase Performance 28

Myth #5: We Can Set Relevant Year-End Targets 28

Myth #6: Measuring Performance Is Relatively Simple and the Appropriate Measures Are Obvious 30

Myth #7: KPIs Are Financial and Nonfinancial Indicators 31

Myth #8: You Can Delegate a Performance Management Project to a Consulting Firm 31

The Myths Around the Balanced Scorecard 32

Notes 42

CHAPTER 3 Unintended Consequence: The Dark Side of Measures 43

Example: City Train Service 44

Example: Accident and Emergency Department 44

Examples from Dean Spitzer's Book 45

Performance-Related Pay 46

Dysfunctional Performance Measures Checklist 47

Notes 48

CHAPTER 4 Revitalizing Performance 49

Five Foundation Stones 51

The Many Facets of Performance Management 73

Notes 85

CHAPTER 5 Strategy and Its Relevance to Performance Measures 87

Articulate Your Organization's Mission, Vision, Values, and Lean Management Principles 89

Create a Strategy That Is Understood by Staff 90

Ensure That Your Strategy Is Balanced 92

Monitor Implementation of Your Strategy 94

Creating the Future 96

Notes 97

PART II: Winning KPI Methodology 99

CHAPTER 6 Background to the Winning KPI Methodology and Its Migration 101

The Original 12-Step Process 101

The New Six-Stage Process 103

Winning KPI Methodology and Its Migration 103

An Overview of the Six Stages 105

CHAPTER 7 Foundation Stones for Implementing Key Performance Indicators 107

"Partnership with the Staff, Unions, and Third Parties" Foundation Stone 109

"Transfer of Power to the Front Line" Foundation Stone 110

"Measure and Report Only What Matters" Foundation Stone 111

"Source KPIs from the Critical Success Factors" Foundation Stone 113

"Abandon Processes That Do Not Deliver" Foundation Stone 114

"Appointment of a Home-Grown Chief Measurement Officer" Foundation Stone 116

"Organization-Wide Understanding of the Winning KPIs Definition" Foundation Stone 118

Notes 119

CHAPTER 8 Getting the CEO and Senior Management Committed to the Change (Stage 1) 121

Obtaining Senior Management Team Commitment 122

Agree on Timing, Resources, and Approach 126

Benefits of This Stage 131

Templates and Checklists 132

Notes 132

CHAPTER 9 Up-Skill In-House Resources to Manage the KPI Project (Stage 2) 133

Establish a Winning KPI Team Working Full Time on the Project 133

Establish a Just-Do-It Culture and Process 139

Benefits of This Stage 144

Templates and Checklists 144

Notes 144

CHAPTER 10 Leading and Selling the Change (Stage 3) 145

Leading Change by John Kotter 146

Learn to Sell by Appreciating the Emotional Drivers of the Buyer 147

Sales Pitches You Will Need to Make to Get the Go-Ahead 149

Selling the Winning KPIs to the Organization's Staff 156

Benefits of This Stage 160

Templates and Checklists 160

Notes 160

CHAPTER 11 Finding Your Organization's Operational Critical Success Factors (Stage 4) 161

Operational Critical Success Factors versus External Outcomes 162

Operational Critical Success Factors--The Missing Link 163

Rules For Ascertaining the Operationa