玉米浓汤怎么做原文：
Creating Effective KPIs.
Eckerson Wayne W
One of the-most common questions people ask about performance dashboards is How do we define effective key performance' indicators (KPIs)? The Answer is important becarus KPIs govern how employees do their jobs
Agents of Organizational Change广东高考试卷
The adage 一股脑儿‘What gets measured, gets done栩栩如生的解释’ is true. KPIs focus employees’ attention on the tasks the process that executives deem most critical to the success of the business. KPIs are like levers that executives can pull to move the organization in new and different directions. In fact, among all the tools available to executives to change the organization and move it in a new direction, KPIs are perhaps the most powerful
Subquently, executives need to treat KPIs with respect. As powerful agents of change, KPIs can drive unparalleled improvements or plunge the organization into chaos and confusion. If the KPIs do not accurately translate the company’s strategy and goals into concrete actions on a daily basis, the organization will flounder, impeding each other’s progress and leaving everyone tired and frustrated with little to show for their efforts.
Suboptimized Process.
A trucking company, for example, that measures performance by the percentage of on-time shipments may drive hauling costs skyward becau the KPI does nothing to discourage dispatchers from nding out half-empty trucks to meet their schedules. To keep cists in line, the company needs to add a cond KPI that measures the percentage of unud cargo capacity in outgoing trucks, and it needs to revi the first KPI so it emphasizes meeting customer expectations for fast, reliable shipments rather than just on-time deliveries. This combination of KPIs gives dispatchers leeway to contact customers and renegotiate shipping schedules if they know the customer may be flexible
The Zen of Development
Crafting sound KPIs is more of an art than a science. Although there are guidelines for creating effective KPIs (e sidebar), they do not guarantee success. A KPI team may spend months collecting requirements, standardizing definitions and rules, prioritizing KPIs and soliciting feedback in short, following all the rules for solid KPI development-but still fail. In fact, the danger is that KPI teams will shoot for perfection and fall prey to analysis paralysis. In reality, KPI teams can only get 80 percent of the way to an effective t of KPIs; the last 20 percent comes from deploying the KPIs, eing how they impact behavior and performance, and then adjusting them accordingly.图书借阅公约
Metrics ud in performance dashboards are typically called key performance indicators becau they measure how well the organization or individual performs against predefined goals and targets. There are two major types of KPIs: leading and lagging indicators. Leading indicators measure activities that have a significant effect on future performance, whereas lagging indicators, such as most financial KPIs, measure the output of past activity.
猫拉屎带血Leading indicators are powerful measures to include in a performance dashboard but are sometime difficult to define. They measure key drivers of business value and are harbingers of future outcomes. To do this, leading indicators either measure activity in its current , number of sales meetings today) or in a future state (i.e. , number of sales meetings scheduled for the next two weeks), the latter being more powerful becau it gives individuals and their managers more time to influence the outcome.
For example, Quicken Loans identified two KPls that correlate with the ability of mortgage consultants to meet daily sales quotas: the amount of time they spend on the phone with customers and the number of clients they speak with each day. Quicken Loans now displays the two current-state KPls prominently on its operational dashboards. More importantly, however, it created a third KPI bad on the previous two that projects whether mortgage consultants are on track to meet their daily quotas every 15 minutes. This future-state KPI, which is bad on a simple statistical regression algorithm using data from the current-state KPls, enables sales managers to identify which mortgage consultants they should assist during the next hour or so.
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Challenges to Creating KPIs毒蕈
Some of the challenges with creating effective KPls include process nuances, activity measurement, accurate calculations and lifecycle management.
Process Nuances, The problem with many KPls is that they do not accurately capture the nuances of a business process, making it difficult for the project team to figure out what data to capture and how to calculate it.
For example, executives at Direct Energy requested a repeat-call metric to track the efficiency of field rvice technicians, but it took the project tram considerable time to clarify the meaning of the KPI. For example, field rvice technicians primarily repair home energy equipment, but they can also ll it. So, is a repeat call a bad thing if the technician also brings literature about replacement systems or makes a sale? Or what if a homeowner only lets a technician make minor repairs to an aging system to save money but calls shortly afterward becau the home's furnace broke down again?
