1 BPR AND PERFORMANCE MEASUREMENT Business Process Reengineering by Lampathaki F., Koussouris S., Psarras J.
2 Performance A performance measurement is a comparison of actual returns against a pre-specified benchmark A performance metric is a type of measurement used to quantify the performance of some component of an organization Various types of performance measures: Key Result Indicators Performance Indicators Key Performance Indicators
3 Why measure performance? If you don t measure results, you can t tell success from failure... If you can t see success you can t reward it... If you can t reward success, you re probably rewarding failure... If you can t see success, you can t learn from it... If you can t recognise failure, you can t correct it... If you can demonstrate results, you can win public support... What gets measured gets done.
4 Basic Rules for Developing Metrics Focus on desired outcomes Keep the metrics simple Involve all stakeholders Base metrics on organizational objectives and key processes Challenge employees to act immediately
5 KEY PERFORMANCE INDICATORS
6 Key Performance Indications An organization may use KPIs to evaluate its success in key areas (that affect its customers, suppliers, employees, shareholders, other stakeholders), or to evaluate the success of a particular activity in which it is engaged. Choosing the right KPIs relies upon a good understanding of what is important to the organization. 'What is important' often depends on the department measuring the performance. KPIs are routinely associated with 'performance improvement' and BPR initiatives. Key performance indicators define a set of values used to measure against and serve to reduce the complex nature of organizational performance to a small number of key indicators. An indicator is a gauge or a measure that reports information. Performance is the result or activity we are looking for that fits in to strategic goals. Key means that this measure has been pinpointed so carefully that management knows precisely what to do.
7 KPIs vs Metrics A KPI is a metric, but a metric is not always a KPI Metrics are the detailed measures that feed and augment the KPIs KPIs reflect strategic value drivers while metrics may represent anything that is measurable
8 KPIs vs Critical Success Factors Critical success factors (CSF) are elements that are vital for a strategy to be successful. A critical success factor drives the strategy forward, it makes or breaks the success of the strategy. Strategists should ask themselves 'Why would customers choose us?'. The answer is typically a critical success factor. KPIs, on the other hand, are measures that quantify management objectives, along with a target or threshold, and enable the measurement of strategic performance. An example: KPI = Number of new customers. (Measurable, quantifiable) + Threshold = 10 per week [KPI reached if 10 or more new customers, failed if <10] CSF = Installation of a call centre for providing superior customer service (and indirectly, influencing acquiring new customers through customer satisfaction).
9 Types of KPIs Quantitative indicators which can be presented with a number. Qualitative indicators which can't be presented as a number. Leading indicators which can predict the future outcome of a process Lagging indicators which present the success or failure post hoc Input indicators which measure the amount of resources consumed during the generation of the outcome Process indicators which represent the efficiency or the productivity of the process Output indicators which reflect the outcome or results of the process activities Practical indicators that interface with existing company processes. Directional indicators specifying whether an organization is getting better or not. Actionable indicators are sufficiently in an organization's control to affect change. Financial indicators used in performance measurement and when looking at an operating index.
10 KPI Flow Overall Business Strategy What is the organization trying to accomplish? Goals and Objectives What are the short- and long-term objectives that will realize the strategy? Key Business Objectives What are the important actionable steps to met the goals and objectives? Key Performance Indicators What measures of success are tied to the drivers? Supporting Performance Metrics What are the detailed measures that feed and augment the KPIs?
11 KPIs Definition Vision Goals and Objectives Business Objectives & Processes Present Key Stages in KPIs Definition 1. Having a pre-defined business process 2. Having requirements for the business process 3. Having a quantitative/qualitative measurement of the results and comparison with set goals 4. Investigating variances and tweaking processes or resources to achieve short-term goals Internal environment Future External environment KPI s Critical Success Factors Performance Metrics
12 KPIs Development and Implementation KPIs have a pivotal role in BPR
13 The Decalogue of a Good KPI A KPI reflects strategic value drivers A KPI is defined by management (executives), but has a dedicated owner A KPI cascades throughout the organization A KPI provides context, thresholds and targets A KPI creates meaning on all organizational levels A KPI is based on legitimate and valid data A KPI is easy to understand A KPI leads to (positive) action A KPI empowers stakeholders A KPI is measured frequently and compared over time
14 It s all about perspective in KPIs... Financial perspective: Does implementation and execution of strategy contribute to the financial robustness? Customer perspective: What value proposition will the business apply to satisfy customers and thus generate more sales to the most profitable customer groups? Internal process perspective: concerned with the processes that create and deliver the customer value proposition focuses on activities and key processes required in order for the company to excel at providing the value expected by the customers both productively and efficiently Innovation and learning perspective: focuses on the intangible assets of an organization, mainly on the internal skills and capabilities that are required to support the value-creating internal processes
15 Typical KPIs Marketing New customers acquisition. Turnover (i.e., revenue) generated by segments of the customer population Outstanding balances held by segments of customers and terms of payment Profitability of customers by demographic segments and segmentation of customers by profitability Manufacturing Cycle Time Cycle time is the total time from the beginning to the end of your process, as defined by you and your customer. Cycle time includes process time, during which a unit is acted upon to bring it closer to an output, and delay time, during which a unit of work is spent waiting to take the next action. Cycle Time Ratio (CTR) CTR = Standard Cycle Time / Real Cycle Time Utilization Rejection rate IT Availability Mean time between failure Mean time to repair Unplanned availability Financial KPIs Net Operating Revenues Ratio Return on Net Assets Ratio Debt Burden Ratio
16 KPIs Orientation towards SMART Specific purpose for the business, Measurable to really get a value of the KPI The defined norms have to be Achievable The improvement of a KPI has to be Relevant to the success of the organization It must be Time phased, which means the value or outcomes are shown for a predefined and relevant period.
17 Common KPIs Problems KPIs not related to strategy Short-termist Backward looking Used to punish rather than motivate and equip Too many measurements
18 BALANCED SCORECARDS
19 Four Barriers to Strategic Implementation The Vision Barrier Only 5% of the work force understands the strategy The People Barrier Only 25% of managers have incentives linked to strategy 9 of 10 companies fail to execute strategy The Management Barrier 85% of executive teams spend less than one hour per month discussing strategy 60% of organizations don t link budgets to strategy The Resource Barrier Today s Management Systems Were Designed to Meet The Needs of Stable Industrial Organizations That We re Changing Incrementally You Can t Manage Strategy With a System Designed for Tactics
20 Why Do We Need a Balanced Scorecard? To Implement Business Strategy! Business Strategy is now the single most important issue and will remain so for the next five years Business Week Less than 10% of strategies effectively formulated are effectively executed Fortune
21 What is a Balanced Scorecard? A System? A Management System? A Management Philosophy? The balanced scorecard methodology developed by Drs. Kaplan and Norton extends beyond financial measures to link vision to action. The Harvard Business Review has acclaimed the balanced scorecard as one of the most influential ideas of the past 75 years Source: Gartner Group; 2009 Feature Article: Business Value of IT Non-financial s
22 The Balanced Scorecard Methodology: Making the strategy tangible, understood and shared At the highest level, the Balanced Scorecard is a framework that helps organizations to translate strategy into operational objectives that drive both behavior and performance. Source: Balanced Scorecard Collaborative/Palladium The BSC is a structured approach to performance measurement and performance management that links the organization s strategic thinking to the activities necessary to achieve desired results The BSC is a vehicle for communicating an organization s strategic direction and for measuring achievements towards these predetermined objectives The BSC clearly establishes linkage between strategic objectives, the measures for determining progress, the stretch targets established, and the focused initiatives needed to move the organization forward to meet those organizational goals Source: USA, Department of Energy Procurement System
23 The Balanced Scorecard Focuses on Factors that Create Long-Term Value Traditional financial reports look backward Reflect only the past: spending incurred and revenues earned Do not measure creation or destruction of future economic value The Balanced Scorecard identifies the factors that create long-term economic value in an organization, for example: Customer Focus: satisfy, retain and acquire customers in targeted segments Business Processes: deliver the value proposition to targeted customers innovative products and services high-quality, flexible, and responsive operating processes excellent post-sales support Organizational Learning & Growth: develop skilled, motivated employees; provide access to strategic information align individuals and teams to business unit objectives Processes Customers People.
24 Translating Vision and Strategy: Four Perspectives To succeed financially, how should we appear to our shareholders? FINANCIAL Objectives Measures Targets Initiatives To achieve our vision, how should we appear to our customers? CUSTOMER Objectives Measures Targets Initiatives Vision and Strategy To satisfy our shareholders and customers, what business processes must we excel at? INTERNAL BUSINESS PROCESS Objectives Measures Targets Initiatives To achieve our vision, how will we sustain our ability to change and improve? LEARNING AND GROWTH Objectives Measures Targets Initiatives
25 Source: USA, Department of Energy Procurement System Government procurement service example CUSTOMER - Customer Satisfaction - Effective Service/Partnership FINANCIAL - Optimum Cost Efficiency of Purchasing Operations; Cost Reasonableness of Actions MISSION VISION STRATEGY LEARNING AND GROWTH - Access to Strategic Information - Employee Satisfaction - Organization Structured for Continuous Improvement - Quality Workforce INTERNAL BUSINESS PROCESSES - Acquisition Excellence - Most Effective Use of Contracting Approaches - Streamlined Processes - On-Time Delivery - Supplier Satisfaction - Socio-economics
26 The Four Perspectives Apply to Mission Driven As Well As Profit Driven Organizations Profit Driven Mission Driven What must we do to satisfy our shareholders? What do our customers expect from us? What internal processes must we excel at to satisfy our shareholder and customer? How must our people learn and develop skills to respond to these and future challenges? Financial Perspective Customer Perspective Internal Perspective Learning & Growth Perspective What must we do to satisfy our financial contributors? What are our fiscal obligations? Who is our customer? What do our customers expect from us? What internal processes must we excel at to satisfy our fiscal obligations, our customers and the requirements of our mission? How must our people learn and develop skills to respond to these and future challenges? Answering these questions is the first step to develop a Balanced Scorecard
27 The Ingredients of Highly Successful Balanced Scorecard Programs 1. Leadership From the Top Create the Climate for Change Create a Common Focus for Change Activities Rationalize and Align the Organization Formulate 4. Make Strategy a Continuous Process Strategic Feedback That Encourages Learning Executive Teams Manage Strategic Themes Testing Hypotheses, Adapting, and Learning Communicate STRATEGY Navigate 2. Make Strategy Everyone s Job Comprehensive Communication to Create Awareness Align Goals and Incentives Integrate Budgeting with Strategic Planning Align Resources and Initiatives Execute 3. Unlock and Focus Hidden Assets Reengineer Work Processes Create Knowledge Sharing Networks
28 Balanced Scorecard Six Step Development Process Step 1 Develop a Project Plan Step 3 Draft a Strategy Map With Linkages And Themes Step 5 Select Strategic Initiatives Step 2 Build a Strategic Architecture Step 4 Determine Measures and Targets Step 6 Plan for implementation Typically 8-12 Weeks
29 Source: Balanced Scorecard Collaborative/Palladium Some of the Indicators of Good Balanced Scorecard 1. Executive Involvement Strategic decision makers must validate and own the strategy and related measures A good Balanced Scorecard will tell the story of your strategy in actionable terms. 2. Cause-and-Effect Relationships Every objective selected should be part of a chain of cause and effect linkages that represent the strategy 3. Balance between outcome and leading measures There should be a balance of outcome measures and leading measures to facilitate anticipatory management 4. Financial Linkage Every objective can ultimately be related to financial results 5. Linkage of Initiatives and Measures: Each initiative should be based on a gap between baseline and target.
30 Making the strategy s hypotheses explicit: the Strategy Map A strategy map for a Balanced Scorecard makes explicit the strategy s hypotheses. Each measure of a Balanced Scorecard becomes embedded in a chain of cause-and-effect logic that connects the desired outcomes from the strategy with the drivers that will lead to the strategic outcomes. The Strategy-Focused Organization by Kaplan and Norton 2001
31 A Strategy Map Represents How the Organization Creates Value Source: Kaplan R. S. & Norton D. P.,2004,Strategy Maps: Converting intangible assets into tangible outcomes, HBR
33 Balanced Scorecard Early Adaptors Mobil: From #6 in profitability in 1993 to #1 in profitability in CIGNA: From $275M loss and Stock Price = $59 to $98M profit and Stock Price = $205 in 1997 Brown & Root Engineering (Rockwater): From Losing money in 1993 to #1 in growth and profitability in 1996 CHEMICAL (Retail Bank): From Profits = $x in 1993 to Profits = $19x in 1996 Execution of Strategies Reliably and Rapidly
34 Balanced Scorecard & KPIs KPIs put to work by applying, adapting and tailoring the Balanced Scorecard methodology The BCS and KPIs approach is frequently used to: Drive strategy execution Clarify strategy and make strategy operational Identify and align strategic initiatives Link budget with strategy Align the organization with strategy Conduct periodic strategic performance reviews to learn about and improve strategy Show what future performance will be
35 BSC Criticisms A balanced scorecard is by definition balanced if an organization wishes to achieve quick business growth, then the inherent balance is of less value rather than an unbalanced focus on performance activities that grow the business Often used inappropriately can an organization really use BSC to govern internal processes? Any effectiveness in operation is criticized as merely a placebo effect any other management approach might work equally well
36 "What gets measured, gets managed &.. eventually optimized"
37 QUESTIONS? Dr. Lampathaki F. - Dr. Koussouris S. -
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