Geekly Articles each Day
📜 ⬆️ ⬇️

KPI backward implementation

As the classic said "there was no sadness ...".
The essence of this. Our unit was “lowered” a set of KPI indicators. The set is extensive (27 indicators), well-structured, accompanied by the method of calculation and control. True, target values ​​are not set. Some indicators (10 pcs.) Are marked as “motivational”, i.e. will be used in the motivation system.
Task: to formulate an action plan (PD) for the implementation of KPI in our work.

Now I do not want to discuss "what kind of bastards are they up there." There is an opportunity to go to the leadership - it seems to be open for discussion. Therefore, accepting the situation “as is” (it is impossible to cancel the transition to KPI, the composition of KPI also does not change), I am looking for an effective way to solve the problem.

Having collected information on KPI, or rather on the balanced scorecard system, I formulated some principles on the basis of which they will try to decompose the situation. (Habré also has a number of interesting articles on this topic, for example, here , here and here . I will widely use their materials.)

Principles for the formation of a plan of action based on KPI


KPI is not an independent tool; it is part of the balanced scorecard (MTP).
')
The full BSC model includes:
1) strategic goal
2) its description using KPI,
3) target values ​​for all selected KPIs,
4) activities contributing to the achievement of these target values.

The advantage of the BSC is that an organization that has implemented this system receives as a result a “coordinate system” of actions in accordance with the strategy at any management level and connects various functional areas , such as personnel management, finance, information technology, etc. . It is wrong to consider the MTP unilaterally, from the position of any functional area. Such attempts make the application's success extremely difficult and discredit the concept.


Corollary of the principles

To define a set of activities (units) to achieve target KPI values, you must:

  1. know the magnitude of these target values (divisions) -> different values ​​require different actions (from a simple “let's push” to adjust the organizational chart, technical equipment, information system, etc.);
  2. know the time interval for which these values ​​must be achieved (the power of the impact depends on the same impact, and, accordingly, the PD itself);
  3. know the action plan of other divisions -> to get a synergistic effect (we are one company);


This tablet will look for actions to achieve KPI based on their target values ​​and the actions of other units.

To determine the value of target KPI values (divisions), you must:


  1. understand the place of the division strategy in the company strategy; at least to know the BSC map (BSC), but rather to understand why the map is so and not otherwise -> this ensures the effectiveness of the KPI set (its completeness, sufficiency, not over-complication, ...);
  2. understand what KPI values ​​can provide a strategy;



This tablet will look for target KPI values ​​based on the "strategy" and its imposition on the timeline.

Thus, the following algorithm for solving my problem was formed - in the form of rings.

I was directly assigned the task that is inside - “To form a PD for the implementation of KPI in my department”. But in order to solve it, I have to crawl out of it, expand. Such a move backwards is obtained.

If they do not allow me to strategy, do not show the BSC card (or, for example, it simply does not exist, and the KPI set is speculative), then I will not have good reasons for calculating the values ​​of target KPI values.
The backup option is to use their current values.

If someone met with a similar or just has something to say - would be happy ...

Source: https://habr.com/ru/post/163931/

More articles:


All Articles