"All good KPIs that I have come across, that have made a difference, had the CEO’s constant attention, with daily calls to the relevant staff. [...] A KPI should tell you about what action needs to take place. [...] A KPI is deep enough in the organization that it can be tied down to an individual. [...] A good KPI will affect most of the core CSFs and more than one BSC perspective. [...] A good KPI has a flow on effect." (David Parmenter, "Pareto’s 80/20 Rule for Corporate Accountants", 2007)
"If the KPIs you currently have are not creating change, throw them out because there is a good chance that they may be wrong. They are probably measures that were thrown together without the in-depth research and investigation KPIs truly deserve." (David Parmenter, "Pareto’s 80/20 Rule for Corporate Accountants", 2007)
"Many management reports are not a management tool; they are merely memorandums of information. As a management tool, management reports should encourage timely action in the right direction, by reporting on those activities the Board, management, and staff need to focus on. The old adage “what gets measured gets done” still holds true." (David Parmenter, "Pareto’s 80/20 Rule for Corporate Accountants", 2007)
"Reporting to the Board is a classic 'catch-22' situation. Boards complain about getting too much information too late, and management complains that up to 20% of their time is tied up in the Board reporting process. Boards obviously need to ascertain whether management is steering the ship correctly and the state of the crew and customers before they can relax and 'strategize' about future initiatives. The process of assessing the current status of the organization from the most recent Board report is where the principal problem lies. Board reporting needs to occur more efficiently and effectively for both the Board and management." (David Parmenter, "Pareto’s 80/20 Rule for Corporate Accountants", 2007)
"Financial measures are a quantification of an activity that has taken place; we have simply placed a value on the activity. Thus, behind every financial measure is an activity. I call financial measures result indicators, a summary measure. It is the activity that you will want more or less of. It is the activity that drives the dollars, pounds, or yen. Thus financial measures cannot possibly be KPIs." (David Parmenter, "Key Performance Indicators: Developing, implementing, and using winning KPIs" 3rd Ed., 2015)
"'Getting it right the first time' is a rare achievement, and ascertaining the organization’s winning KPIs and associated reports is no exception. The performance measure framework and associated reporting is just like a piece of sculpture: you can be criticized on taste and content, but you can’t be wrong. The senior management team and KPI project team need to ensure that the project has a just-do-it culture, not one in which every step and measure is debated as part of an intellectual exercise." (David Parmenter, "Key Performance Indicators: Developing, implementing, and using winning KPIs" 3rd Ed., 2015)
"In order to get measures to drive performance, a reporting framework needs to be developed at all levels within the organization." (David Parmenter, "Key Performance Indicators: Developing, implementing, and using winning KPIs" 3rd Ed., 2015)
"Key performance indicators (KPIs) are those indicators that focus on the aspects of organizational performance that are the most critical for the current and future success of the organization." (David Parmenter, "Key Performance Indicators: Developing, implementing, and using winning KPIs" 3rd Ed., 2015)
"Key Performance Indicators (KPIs) in many organizations are a broken tool. The KPIs are often a random collection prepared with little expertise, signifying nothing. [...] KPIs should be measures that link daily activities to the organization’s critical success factors (CSFs), thus supporting an alignment of effort within the organization in the intended direction." (David Parmenter, "Key Performance Indicators: Developing, implementing, and using winning KPIs" 3rd Ed., 2015)
"Most organizational measures are very much past indicators measuring events of the last month or quarter. These indicators cannot be and never were KPIs." (David Parmenter, "Key Performance Indicators: Developing, implementing, and using winning KPIs" 3rd Ed., 2015)
"The traditional balanced-scorecard (BSC) approach uses performance measures to monitor the implementation of the strategic initiatives, and measures are typically cascaded down from a top-level organizational measure such as return on capital employed. This cascading of measures from one another will often lead to chaos, with hundreds of measures being monitored by staff in some form of BSC reporting application." (David Parmenter, "Key Performance Indicators: Developing, implementing, and using winning KPIs" 3rd Ed., 2015)
"We need indicators of overall performance that need only be reviewed on a monthly or bimonthly basis. These measures need to tell the story about whether the organization is being steered in the right direction at the right speed, whether the customers and staff are happy, and whether we are acting in a responsible way by being environmentally friendly. These measures are called key result indicators (KRIs)." (David Parmenter, "Key Performance Indicators: Developing, implementing, and using winning KPIs" 3rd Ed., 2015)
"Every day spent producing reports is a day less spent on analysis and projects." (David Parmenter)
No comments:
Post a Comment