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	<title>smartKPIs.com Blog</title>
	<link>http://www.smartkpis.com/blog</link>
	<description>Integrating Performance Management</description>
	<pubDate>Fri, 21 Mar 2014 07:41:35 +0000</pubDate>
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	<wp:category><wp:category_nicename>balanced-scorecard</wp:category_nicename><wp:category_parent></wp:category_parent><wp:cat_name><![CDATA[Balanced Scorecard]]></wp:cat_name></wp:category>
	<wp:category><wp:category_nicename>data-visualization</wp:category_nicename><wp:category_parent></wp:category_parent><wp:cat_name><![CDATA[Data Visualization]]></wp:cat_name></wp:category>
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	<wp:category><wp:category_nicename>organisational-performance</wp:category_nicename><wp:category_parent></wp:category_parent><wp:cat_name><![CDATA[Organisational performance]]></wp:cat_name><wp:category_description><![CDATA[Performance Management at the Organizational level]]></wp:category_description></wp:category>
	<wp:category><wp:category_nicename>personal-performance</wp:category_nicename><wp:category_parent></wp:category_parent><wp:cat_name><![CDATA[Personal performance]]></wp:cat_name><wp:category_description><![CDATA[Performance Management at a personal level]]></wp:category_description></wp:category>
	<wp:category><wp:category_nicename>smartkpiscom</wp:category_nicename><wp:category_parent></wp:category_parent><wp:cat_name><![CDATA[smartKPIs.com]]></wp:cat_name><wp:category_description><![CDATA[Related to the activity of smartKPIs.com]]></wp:category_description></wp:category>
	<wp:category><wp:category_nicename>strategy</wp:category_nicename><wp:category_parent></wp:category_parent><wp:cat_name><![CDATA[Strategy]]></wp:cat_name><wp:category_description><![CDATA[Performance strategies]]></wp:category_description></wp:category>
	<wp:category><wp:category_nicename>surveys</wp:category_nicename><wp:category_parent></wp:category_parent><wp:cat_name><![CDATA[Surveys]]></wp:cat_name></wp:category>
	<wp:category><wp:category_nicename>uncategorized</wp:category_nicename><wp:category_parent></wp:category_parent><wp:cat_name><![CDATA[Uncategorized]]></wp:cat_name></wp:category>
	<wp:tag><wp:tag_slug>average-time-to-fill-vacant-position</wp:tag_slug><wp:tag_name><![CDATA[# Average Time to fill vacant position]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>fringe-benefits-to-basic-salary-ratio-kpi</wp:tag_slug><wp:tag_name><![CDATA[# Fringe benefits to basic salary ratio KPI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bonus-payout-kpi</wp:tag_slug><wp:tag_name><![CDATA[$ Bonus payout KPI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employment-offers-made-with-in-the-target-time-frame</wp:tag_slug><wp:tag_name><![CDATA[% Employment offers made with in the target time frame]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>expense-of-temporary-staffing-to-labor-cost-kpi</wp:tag_slug><wp:tag_name><![CDATA[% Expense of temporary staffing to labor cost KPI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-appraisals-completed-on-time</wp:tag_slug><wp:tag_name><![CDATA[% Performance appraisals completed on time]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>11th-hr-metrics-summit</wp:tag_slug><wp:tag_name><![CDATA[11th HR Metrics Summit]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>2010</wp:tag_slug><wp:tag_name><![CDATA[2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>2012</wp:tag_slug><wp:tag_name><![CDATA[2012]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>6th-framework-project</wp:tag_slug><wp:tag_name><![CDATA[6th Framework Project]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>a-g-lafley</wp:tag_slug><wp:tag_name><![CDATA[A.G. Lafley]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>aarhus-school-of-business</wp:tag_slug><wp:tag_name><![CDATA[Aarhus School of Business]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>aberdeen-group</wp:tag_slug><wp:tag_name><![CDATA[Aberdeen Group]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>aberdeen-report</wp:tag_slug><wp:tag_name><![CDATA[Aberdeen Report]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>abu-dhabi-water-electricity-authority</wp:tag_slug><wp:tag_name><![CDATA[Abu Dhabi Water &amp; Electricity Authority]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ac-milan</wp:tag_slug><wp:tag_name><![CDATA[AC Milan]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>academic</wp:tag_slug><wp:tag_name><![CDATA[Academic]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>academic-education</wp:tag_slug><wp:tag_name><![CDATA[Academic Education]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>academic-ranking-of-world-universities</wp:tag_slug><wp:tag_name><![CDATA[Academic Ranking of World Universities]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>academic-references</wp:tag_slug><wp:tag_name><![CDATA[Academic references]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>academy-of-management</wp:tag_slug><wp:tag_name><![CDATA[Academy of Management]]></wp:tag_name></wp:tag>
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	<wp:tag><wp:tag_slug>action-research</wp:tag_slug><wp:tag_name><![CDATA[Action Research]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>activating-kpis</wp:tag_slug><wp:tag_name><![CDATA[activating KPIs]]></wp:tag_name></wp:tag>
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	<wp:tag><wp:tag_slug>adecco-group</wp:tag_slug><wp:tag_name><![CDATA[Adecco Group]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>adrian-brudan</wp:tag_slug><wp:tag_name><![CDATA[Adrian Brudan]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>advertising</wp:tag_slug><wp:tag_name><![CDATA[Advertising]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>adwea</wp:tag_slug><wp:tag_name><![CDATA[ADWEA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>africa</wp:tag_slug><wp:tag_name><![CDATA[Africa]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>agency-dilemma</wp:tag_slug><wp:tag_name><![CDATA[Agency Dilemma]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>agency-theory</wp:tag_slug><wp:tag_name><![CDATA[Agency Theory]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>aging-in-place</wp:tag_slug><wp:tag_name><![CDATA[Aging in Place]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>agriculture</wp:tag_slug><wp:tag_name><![CDATA[Agriculture]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>aida-approach</wp:tag_slug><wp:tag_name><![CDATA[AIDA Approach]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>aim-research</wp:tag_slug><wp:tag_name><![CDATA[AIM Research]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>airline</wp:tag_slug><wp:tag_name><![CDATA[Airlines]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>airport-survey</wp:tag_slug><wp:tag_name><![CDATA[Airport Survey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>airports</wp:tag_slug><wp:tag_name><![CDATA[Airports]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>aisha-abdulla-miran</wp:tag_slug><wp:tag_name><![CDATA[Aisha Abdulla Miran]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>al-khobar</wp:tag_slug><wp:tag_name><![CDATA[Al Khobar]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>alan-fell</wp:tag_slug><wp:tag_name><![CDATA[Alan Fell]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>albilad-hotel</wp:tag_slug><wp:tag_name><![CDATA[Albilad Hotel]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>alcatel-lucent-france</wp:tag_slug><wp:tag_name><![CDATA[Alcatel-Lucent France]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>alcoa</wp:tag_slug><wp:tag_name><![CDATA[Alcoa]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>alent</wp:tag_slug><wp:tag_name><![CDATA[Alent]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>alshaya-retail</wp:tag_slug><wp:tag_name><![CDATA[Alshaya Retail]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>americas-children</wp:tag_slug><wp:tag_name><![CDATA[America's Children]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>american-airlines</wp:tag_slug><wp:tag_name><![CDATA[American Airlines]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>american-customer-satisfaction-index</wp:tag_slug><wp:tag_name><![CDATA[American Customer Satisfaction Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>american-express-open-forum</wp:tag_slug><wp:tag_name><![CDATA[American Express Open Forum]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>american-marketing-association</wp:tag_slug><wp:tag_name><![CDATA[American Marketing Association]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>amsterdam-schiphol-hilton-hotel</wp:tag_slug><wp:tag_name><![CDATA[Amsterdam Schiphol Hilton Hotel]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>analytics</wp:tag_slug><wp:tag_name><![CDATA[Analytics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>andres-iniesta</wp:tag_slug><wp:tag_name><![CDATA[Andres Iniesta]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>andy-neely</wp:tag_slug><wp:tag_name><![CDATA[Andy Neely]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>anita-liang</wp:tag_slug><wp:tag_name><![CDATA[Anita Liang]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ansoff-matrix</wp:tag_slug><wp:tag_name><![CDATA[Ansoff Matrix]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>antigua-and-barbuda</wp:tag_slug><wp:tag_name><![CDATA[Antigua and Barbuda]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>anz</wp:tag_slug><wp:tag_name><![CDATA[ANZ]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>apple</wp:tag_slug><wp:tag_name><![CDATA[Apple]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>arthur-scheiderman</wp:tag_slug><wp:tag_name><![CDATA[Arthur Scheiderman]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>arts</wp:tag_slug><wp:tag_name><![CDATA[Arts]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ask-the-experts</wp:tag_slug><wp:tag_name><![CDATA[Ask the Experts]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>assembly-line-performance</wp:tag_slug><wp:tag_name><![CDATA[Assembly line performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>association-of-development-financing-institutions-in-asia-and-the-pacific</wp:tag_slug><wp:tag_name><![CDATA[Association of Development Financing Institutions in Asia and the Pacific]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>association-of-national-advertisers</wp:tag_slug><wp:tag_name><![CDATA[Association of National Advertisers]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>atos</wp:tag_slug><wp:tag_name><![CDATA[ATOS]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>auckland</wp:tag_slug><wp:tag_name><![CDATA[Auckland]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>audience</wp:tag_slug><wp:tag_name><![CDATA[audience]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>aurel-brudan</wp:tag_slug><wp:tag_name><![CDATA[Aurel Brudan]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ausgrid</wp:tag_slug><wp:tag_name><![CDATA[Ausgrid]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>austin-independent-school-district</wp:tag_slug><wp:tag_name><![CDATA[Austin Independent School District]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>australia</wp:tag_slug><wp:tag_name><![CDATA[Australia]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>australian-aviation-industry</wp:tag_slug><wp:tag_name><![CDATA[Australian Aviation Industry]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>australian-dragon-boat-federation</wp:tag_slug><wp:tag_name><![CDATA[Australian Dragon Boat Federation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>australian-government</wp:tag_slug><wp:tag_name><![CDATA[Australian Government]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>australian-industry-group</wp:tag_slug><wp:tag_name><![CDATA[Australian Industry Group]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>australian-marketing-institute</wp:tag_slug><wp:tag_name><![CDATA[Australian Marketing Institute]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>australian-national-audit-office</wp:tag_slug><wp:tag_name><![CDATA[Australian National Audit Office]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>australian-open</wp:tag_slug><wp:tag_name><![CDATA[Australian Open]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>australian-open-2011</wp:tag_slug><wp:tag_name><![CDATA[Australian Open 2011]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>austria</wp:tag_slug><wp:tag_name><![CDATA[Austria]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>automotive</wp:tag_slug><wp:tag_name><![CDATA[Automotive]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>avatar</wp:tag_slug><wp:tag_name><![CDATA[Avatar]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>balanced-scorecard</wp:tag_slug><wp:tag_name><![CDATA[Balanced Scorecard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>balanced-scorecard-strategy-summit</wp:tag_slug><wp:tag_name><![CDATA[Balanced Scorecard &amp; Strategy Summit]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>balanced-scorecard-forum</wp:tag_slug><wp:tag_name><![CDATA[Balanced Scorecard Forum]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>balanced-scorecard-forum-2012</wp:tag_slug><wp:tag_name><![CDATA[Balanced Scorecard Forum 2012]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>balanced-scorecard-forum-dubai</wp:tag_slug><wp:tag_name><![CDATA[Balanced Scorecard Forum Dubai]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>balanced-scorecard-forum-kuwait</wp:tag_slug><wp:tag_name><![CDATA[Balanced Scorecard Forum Kuwait]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>balanced-scorecard-forum-qatar</wp:tag_slug><wp:tag_name><![CDATA[Balanced Scorecard Forum Qatar]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>balanced-scorecard-framework</wp:tag_slug><wp:tag_name><![CDATA[Balanced Scorecard framework]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>balanced-scorecard-hall-of-fame</wp:tag_slug><wp:tag_name><![CDATA[Balanced Scorecard Hall of Fame]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>balanced-scorecard-implementation</wp:tag_slug><wp:tag_name><![CDATA[Balanced Scorecard implementation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>balanced-scorecard-in-saudi-arabia-2013</wp:tag_slug><wp:tag_name><![CDATA[Balanced Scorecard in Saudi Arabia 2013]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>balanced-scorecard-performance</wp:tag_slug><wp:tag_name><![CDATA[Balanced Scorecard performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>balanced-scorecard-results</wp:tag_slug><wp:tag_name><![CDATA[Balanced Scorecard Results]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>balanced-scorecard-saudi-arabia</wp:tag_slug><wp:tag_name><![CDATA[Balanced Scorecard Saudi Arabia]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>balanced-scorecard-saudi-arabia-2011</wp:tag_slug><wp:tag_name><![CDATA[Balanced Scorecard Saudi Arabia 2011]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ballon-dor</wp:tag_slug><wp:tag_name><![CDATA[Ballon d'Or]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bank-of-england-forecast</wp:tag_slug><wp:tag_name><![CDATA[Bank of England Forecast]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>banking</wp:tag_slug><wp:tag_name><![CDATA[Banking]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>barwon-medicare-local</wp:tag_slug><wp:tag_name><![CDATA[Barwon Medicare Local]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>baseline-sales</wp:tag_slug><wp:tag_name><![CDATA[Baseline Sales]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bbc-four</wp:tag_slug><wp:tag_name><![CDATA[BBC Four]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bcg-matrix</wp:tag_slug><wp:tag_name><![CDATA[BCG Matrix]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>belgium</wp:tag_slug><wp:tag_name><![CDATA[Belgium]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>benchmark</wp:tag_slug><wp:tag_name><![CDATA[Benchmark]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>benchmarking</wp:tag_slug><wp:tag_name><![CDATA[Benchmarking]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>benchmarks</wp:tag_slug><wp:tag_name><![CDATA[benchmarks]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bernama</wp:tag_slug><wp:tag_name><![CDATA[bernama]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>berry-ratio</wp:tag_slug><wp:tag_name><![CDATA[Berry ratio]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>best-actor</wp:tag_slug><wp:tag_name><![CDATA[best actor]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>best-actress</wp:tag_slug><wp:tag_name><![CDATA[best actress]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>best-employers-in-the-world</wp:tag_slug><wp:tag_name><![CDATA[best employers in the world]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>best-global-bank</wp:tag_slug><wp:tag_name><![CDATA[Best Global Bank]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>best-investment-bank</wp:tag_slug><wp:tag_name><![CDATA[Best Investment Bank]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>best-kpi</wp:tag_slug><wp:tag_name><![CDATA[Best KPI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>best-practices</wp:tag_slug><wp:tag_name><![CDATA[best practices]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>better-life-index</wp:tag_slug><wp:tag_name><![CDATA[Better Life Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bhutan</wp:tag_slug><wp:tag_name><![CDATA[Bhutan]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>big-four</wp:tag_slug><wp:tag_name><![CDATA[Big Four]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bill-and-melinda-gates-foundation</wp:tag_slug><wp:tag_name><![CDATA[Bill and Melinda Gates Foundation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bill-gates</wp:tag_slug><wp:tag_name><![CDATA[Bill Gates]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bill-watterson</wp:tag_slug><wp:tag_name><![CDATA[Bill Watterson]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>billable-hours</wp:tag_slug><wp:tag_name><![CDATA[billable hours]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>biodiversity</wp:tag_slug><wp:tag_name><![CDATA[Biodiversity]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>birmingham-women%e2%80%99s-nhs-foundation-trust</wp:tag_slug><wp:tag_name><![CDATA[Birmingham Women’s NHS Foundation Trust]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bitcoins</wp:tag_slug><wp:tag_name><![CDATA[Bitcoins]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>blogger-twitter</wp:tag_slug><wp:tag_name><![CDATA[Blogger. Twitter]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bloomberg</wp:tag_slug><wp:tag_name><![CDATA[Bloomberg]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>board-game</wp:tag_slug><wp:tag_name><![CDATA[board game]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bob-galvin</wp:tag_slug><wp:tag_name><![CDATA[Bob Galvin]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bonus</wp:tag_slug><wp:tag_name><![CDATA[bonus]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>book</wp:tag_slug><wp:tag_name><![CDATA[Book]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>book-review</wp:tag_slug><wp:tag_name><![CDATA[Book review]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>booz-company</wp:tag_slug><wp:tag_name><![CDATA[Booz &amp; Company]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>booz-allen-hamilton-pws</wp:tag_slug><wp:tag_name><![CDATA[Booz Allen Hamilton PWS]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>box-office</wp:tag_slug><wp:tag_name><![CDATA[Box office]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bp</wp:tag_slug><wp:tag_name><![CDATA[BP]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>brand</wp:tag_slug><wp:tag_name><![CDATA[Brand]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>brand-awareness</wp:tag_slug><wp:tag_name><![CDATA[Brand Awareness]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>brand-equity</wp:tag_slug><wp:tag_name><![CDATA[Brand Equity]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>brand-management</wp:tag_slug><wp:tag_name><![CDATA[Brand management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>brand-marketing</wp:tag_slug><wp:tag_name><![CDATA[Brand marketing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>brand-performance</wp:tag_slug><wp:tag_name><![CDATA[Brand performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>brazil</wp:tag_slug><wp:tag_name><![CDATA[Brazil]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>brett-preston</wp:tag_slug><wp:tag_name><![CDATA[Brett Preston]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>british-airways</wp:tag_slug><wp:tag_name><![CDATA[British Airways]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>british-columbia-human-resource-management-association</wp:tag_slug><wp:tag_name><![CDATA[British Columbia Human Resource Management Association]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bsc-communication</wp:tag_slug><wp:tag_name><![CDATA[BSC communication]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bsc-conference</wp:tag_slug><wp:tag_name><![CDATA[BSC Conference]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bsc-evaluation</wp:tag_slug><wp:tag_name><![CDATA[BSC Evaluation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bsc-evolution</wp:tag_slug><wp:tag_name><![CDATA[BSC evolution]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bsc-forum-dubai-2011</wp:tag_slug><wp:tag_name><![CDATA[BSC Forum Dubai 2011]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bsc-framework</wp:tag_slug><wp:tag_name><![CDATA[BSC framework]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bsc-implementation</wp:tag_slug><wp:tag_name><![CDATA[BSC implementation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bsc-master-thesis</wp:tag_slug><wp:tag_name><![CDATA[BSC Master Thesis]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bsc-masterclass</wp:tag_slug><wp:tag_name><![CDATA[BSC Masterclass]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>bsc-workshops</wp:tag_slug><wp:tag_name><![CDATA[BSC workshops]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>business</wp:tag_slug><wp:tag_name><![CDATA[business]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>business-application-research-center</wp:tag_slug><wp:tag_name><![CDATA[Business Application Research Center]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>business-decisions</wp:tag_slug><wp:tag_name><![CDATA[Business Decisions]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>business-growth</wp:tag_slug><wp:tag_name><![CDATA[Business Growth]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>business-innovation-and-skills-department</wp:tag_slug><wp:tag_name><![CDATA[Business Innovation and Skills Department]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>business-intelligence</wp:tag_slug><wp:tag_name><![CDATA[Business Intelligence]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>business-megatrends</wp:tag_slug><wp:tag_name><![CDATA[Business Megatrends]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>business-objectives</wp:tag_slug><wp:tag_name><![CDATA[Business Objectives]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>business-performance</wp:tag_slug><wp:tag_name><![CDATA[business performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>business-performance-innovation-bpi-network</wp:tag_slug><wp:tag_name><![CDATA[Business Performance Innovation (BPI) Network]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>business-performance-management</wp:tag_slug><wp:tag_name><![CDATA[Business Performance Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>business-processes</wp:tag_slug><wp:tag_name><![CDATA[Business processes]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>business-regulation</wp:tag_slug><wp:tag_name><![CDATA[Business regulation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>business-research</wp:tag_slug><wp:tag_name><![CDATA[business research]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>business-solutions</wp:tag_slug><wp:tag_name><![CDATA[business solutions]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>business-strategy</wp:tag_slug><wp:tag_name><![CDATA[Business Strategy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>business-week</wp:tag_slug><wp:tag_name><![CDATA[Business Week]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>business-to-government</wp:tag_slug><wp:tag_name><![CDATA[business-to-government]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>buzz-marketing</wp:tag_slug><wp:tag_name><![CDATA[Buzz Marketing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>california-environmental-protection-agency</wp:tag_slug><wp:tag_name><![CDATA[California Environmental Protection Agency]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>call-center-performance-system-toolkit</wp:tag_slug><wp:tag_name><![CDATA[Call Center Performance System Toolkit]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>call-center-scorecard</wp:tag_slug><wp:tag_name><![CDATA[Call Center Scorecard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>calvin-hobbes</wp:tag_slug><wp:tag_name><![CDATA[Calvin &amp; Hobbes]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>cambridge</wp:tag_slug><wp:tag_name><![CDATA[Cambridge]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>camelot-group</wp:tag_slug><wp:tag_name><![CDATA[Camelot Group]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>canada</wp:tag_slug><wp:tag_name><![CDATA[Canada]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>canadian-institute-for-health-information</wp:tag_slug><wp:tag_name><![CDATA[Canadian Institute for Health Information]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>canadian-pacific-railways</wp:tag_slug><wp:tag_name><![CDATA[Canadian Pacific Railways]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>canon</wp:tag_slug><wp:tag_name><![CDATA[Canon]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>capability-builder</wp:tag_slug><wp:tag_name><![CDATA[Capability Builder]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>capital-employerd</wp:tag_slug><wp:tag_name><![CDATA[capital employerd]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>carmine-bianchi</wp:tag_slug><wp:tag_name><![CDATA[Carmine Bianchi]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>cascading-kpis</wp:tag_slug><wp:tag_name><![CDATA[Cascading KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>case-study</wp:tag_slug><wp:tag_name><![CDATA[Case Study]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>castrol</wp:tag_slug><wp:tag_name><![CDATA[Castrol]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>castrol-cricket-index</wp:tag_slug><wp:tag_name><![CDATA[Castrol Cricket Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>castrol-edge</wp:tag_slug><wp:tag_name><![CDATA[Castrol Edge]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>castrol-index</wp:tag_slug><wp:tag_name><![CDATA[Castrol Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>castrol-index-and-ranking</wp:tag_slug><wp:tag_name><![CDATA[Castrol Index and Ranking]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>castrol-rankings</wp:tag_slug><wp:tag_name><![CDATA[Castrol Rankings]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>center-for-world-class-universities</wp:tag_slug><wp:tag_name><![CDATA[Center for World-Class Universities]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>center-on-educational-governance</wp:tag_slug><wp:tag_name><![CDATA[Center on Educational Governance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>central-bank-of-nigeria</wp:tag_slug><wp:tag_name><![CDATA[Central Bank of Nigeria]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>centre-for-business-performance</wp:tag_slug><wp:tag_name><![CDATA[Centre for Business Performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>centre-for-retail-research</wp:tag_slug><wp:tag_name><![CDATA[Centre for Retail Research]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>centrica-dashboard</wp:tag_slug><wp:tag_name><![CDATA[centrica dashboard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ceo-ranking</wp:tag_slug><wp:tag_name><![CDATA[CEO Ranking]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>certified-kpi-practitioner</wp:tag_slug><wp:tag_name><![CDATA[Certified KPI Practitioner]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>certified-kpi-practitioner-course-istanbul</wp:tag_slug><wp:tag_name><![CDATA[Certified KPI Practitioner Course Istanbul]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>certified-kpi-professional</wp:tag_slug><wp:tag_name><![CDATA[Certified KPI Professional]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>certified-kpi-professional-and-practitioner-training-course-%e2%80%93-al-khobar</wp:tag_slug><wp:tag_name><![CDATA[Certified KPI Professional and Practitioner Training Course – Al Khobar]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>certified-kpi-professional-and-practitioner-training-course-%e2%80%93-jeddah</wp:tag_slug><wp:tag_name><![CDATA[Certified KPI Professional and Practitioner Training Course – Jeddah]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>certified-kpi-professional-training-course-%e2%80%93-amman</wp:tag_slug><wp:tag_name><![CDATA[Certified KPI Professional Training Course – Amman]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>certified-kpi-professional-training-course-%e2%80%93-melbourne</wp:tag_slug><wp:tag_name><![CDATA[Certified KPI Professional Training Course – Melbourne]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>certified-kpi-professional-training-course-%e2%80%93-prague</wp:tag_slug><wp:tag_name><![CDATA[Certified KPI Professional Training Course – Prague]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>certified-kpi-professional-training-course-%e2%80%93-riyadh</wp:tag_slug><wp:tag_name><![CDATA[Certified KPI Professional Training Course – Riyadh]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>certified-kpi-professional-training-course-%e2%80%93-san-francisco</wp:tag_slug><wp:tag_name><![CDATA[Certified KPI Professional Training Course – San Francisco]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>certified-kpi-professional-training-course-%e2%80%93-singapore</wp:tag_slug><wp:tag_name><![CDATA[Certified KPI Professional Training Course – Singapore]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>certified-kpi-professional-training-course-%e2%80%93-turkey</wp:tag_slug><wp:tag_name><![CDATA[Certified KPI Professional Training Course – Turkey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>cesare-mainardi</wp:tag_slug><wp:tag_name><![CDATA[Cesare Mainardi]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>chamber-of-commerce</wp:tag_slug><wp:tag_name><![CDATA[Chamber of Commerce]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>change-champion</wp:tag_slug><wp:tag_name><![CDATA[Change Champion]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>charles-beck</wp:tag_slug><wp:tag_name><![CDATA[Charles Beck]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>chartered-management-institute</wp:tag_slug><wp:tag_name><![CDATA[Chartered Management Institute]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>china</wp:tag_slug><wp:tag_name><![CDATA[China]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>christopher-hood</wp:tag_slug><wp:tag_name><![CDATA[Christopher Hood]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>cia</wp:tag_slug><wp:tag_name><![CDATA[CIA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>cia-training</wp:tag_slug><wp:tag_name><![CDATA[CIA training]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>city-of-edinburgh-council</wp:tag_slug><wp:tag_name><![CDATA[City of Edinburgh Council]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>clayton-state-university</wp:tag_slug><wp:tag_name><![CDATA[Clayton State University]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>clewi</wp:tag_slug><wp:tag_name><![CDATA[CLEWI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>cma</wp:tag_slug><wp:tag_name><![CDATA[CMA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>cmo-council</wp:tag_slug><wp:tag_name><![CDATA[CMO Council]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>code-of-conduct</wp:tag_slug><wp:tag_name><![CDATA[code of conduct]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>code-of-ethics</wp:tag_slug><wp:tag_name><![CDATA[code of ethics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>colombia</wp:tag_slug><wp:tag_name><![CDATA[Colombia]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>color</wp:tag_slug><wp:tag_name><![CDATA[Color]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>color-design</wp:tag_slug><wp:tag_name><![CDATA[color design]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>color-perception</wp:tag_slug><wp:tag_name><![CDATA[color perception]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>color-wheel</wp:tag_slug><wp:tag_name><![CDATA[color wheel]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>colors</wp:tag_slug><wp:tag_name><![CDATA[colors]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>columbia-university</wp:tag_slug><wp:tag_name><![CDATA[Columbia University]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>commonwealth-bank</wp:tag_slug><wp:tag_name><![CDATA[Commonwealth Bank]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>communication</wp:tag_slug><wp:tag_name><![CDATA[Communication]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>community-action-network</wp:tag_slug><wp:tag_name><![CDATA[Community Action Network]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>compensation</wp:tag_slug><wp:tag_name><![CDATA[compensation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>compensation-and-benefits-kpis</wp:tag_slug><wp:tag_name><![CDATA[Compensation and Benefits KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>complaints</wp:tag_slug><wp:tag_name><![CDATA[Complaints]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>compliance-and-risk</wp:tag_slug><wp:tag_name><![CDATA[Compliance and Risk]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>composite-index</wp:tag_slug><wp:tag_name><![CDATA[Composite Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>comscore</wp:tag_slug><wp:tag_name><![CDATA[comScore]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>concept-marketing</wp:tag_slug><wp:tag_name><![CDATA[Concept Marketing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>concept-of-the-corporation</wp:tag_slug><wp:tag_name><![CDATA[Concept of the Corporation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>conference</wp:tag_slug><wp:tag_name><![CDATA[Conference]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>conference-board-task-force-on-executive-compensation</wp:tag_slug><wp:tag_name><![CDATA[Conference Board Task Force on Executive Compensation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>conference-feedback-interpreting</wp:tag_slug><wp:tag_name><![CDATA[Conference Feedback Interpreting]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>conference-interpreting</wp:tag_slug><wp:tag_name><![CDATA[Conference Interpreting]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>confidential-information</wp:tag_slug><wp:tag_name><![CDATA[confidential information]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>consejo-superior-de-investigaciones-cientificas-csic</wp:tag_slug><wp:tag_name><![CDATA[Consejo Superior de Investigaciones Científicas (CSIC)]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>constructions-capital-works</wp:tag_slug><wp:tag_name><![CDATA[Constructions &amp; Capital Works]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>consulting</wp:tag_slug><wp:tag_name><![CDATA[Consulting]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>consumer-behavior</wp:tag_slug><wp:tag_name><![CDATA[Consumer Behavior]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>consumer-business</wp:tag_slug><wp:tag_name><![CDATA[consumer business]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>consumer-price-index</wp:tag_slug><wp:tag_name><![CDATA[Consumer Price Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>consumers-behavior-in-social-media-in-2011</wp:tag_slug><wp:tag_name><![CDATA[Consumers Behavior in Social Media in 2011]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>consumption</wp:tag_slug><wp:tag_name><![CDATA[consumption]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>contract-talent</wp:tag_slug><wp:tag_name><![CDATA[Contract Talent]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>contractors</wp:tag_slug><wp:tag_name><![CDATA[contractors]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>control</wp:tag_slug><wp:tag_name><![CDATA[control]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>corporate-dna</wp:tag_slug><wp:tag_name><![CDATA[corporate DNA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>corporate-governance</wp:tag_slug><wp:tag_name><![CDATA[Corporate Governance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>corporate-performance-management</wp:tag_slug><wp:tag_name><![CDATA[Corporate Performance Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>corporate-performance-management-consultants</wp:tag_slug><wp:tag_name><![CDATA[Corporate Performance Management Consultants]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>corporate-real-estate</wp:tag_slug><wp:tag_name><![CDATA[corporate real estate]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>corporate-scorecard</wp:tag_slug><wp:tag_name><![CDATA[corporate scorecard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>corporate-scorecard-manager</wp:tag_slug><wp:tag_name><![CDATA[Corporate Scorecard Manager]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>corporate-services</wp:tag_slug><wp:tag_name><![CDATA[Corporate Services]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>corporate-social-responsibility</wp:tag_slug><wp:tag_name><![CDATA[Corporate Social Responsibility]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>corporate-spirit</wp:tag_slug><wp:tag_name><![CDATA[corporate spirit]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>corporate-sustainability</wp:tag_slug><wp:tag_name><![CDATA[Corporate sustainability]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>cost-of-living-extremely-well-index</wp:tag_slug><wp:tag_name><![CDATA[Cost of Living Extremely Well Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>costs</wp:tag_slug><wp:tag_name><![CDATA[costs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>costs-and-benefits</wp:tag_slug><wp:tag_name><![CDATA[Costs and Benefits]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>country-brand-index</wp:tag_slug><wp:tag_name><![CDATA[Country Brand Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>country-clean-up</wp:tag_slug><wp:tag_name><![CDATA[country clean-up]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>country-ranking</wp:tag_slug><wp:tag_name><![CDATA[country ranking]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>covernment-of-canada</wp:tag_slug><wp:tag_name><![CDATA[Covernment of Canada]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>cpi</wp:tag_slug><wp:tag_name><![CDATA[CPI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>cpm</wp:tag_slug><wp:tag_name><![CDATA[CPM]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>craft</wp:tag_slug><wp:tag_name><![CDATA[CRAFT]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>cranfield</wp:tag_slug><wp:tag_name><![CDATA[Cranfield]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>credible-activist</wp:tag_slug><wp:tag_name><![CDATA[Credible Activist]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>credit-suisee</wp:tag_slug><wp:tag_name><![CDATA[Credit Suisee]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>cricket</wp:tag_slug><wp:tag_name><![CDATA[Cricket]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>cristiano-ronaldo</wp:tag_slug><wp:tag_name><![CDATA[Cristiano Ronaldo]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>critical-for-success-factors</wp:tag_slug><wp:tag_name><![CDATA[Critical for Success Factors]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>critical-success-factor</wp:tag_slug><wp:tag_name><![CDATA[Critical Success Factor]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>crm</wp:tag_slug><wp:tag_name><![CDATA[CRM]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>crowdourcing</wp:tag_slug><wp:tag_name><![CDATA[crowdourcing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>crowdsourcing</wp:tag_slug><wp:tag_name><![CDATA[Crowdsourcing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>crystel-heydenmann</wp:tag_slug><wp:tag_name><![CDATA[Crystel Heydenmann]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>csfs</wp:tag_slug><wp:tag_name><![CDATA[CSFs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>csr</wp:tag_slug><wp:tag_name><![CDATA[CSR]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>cultural-change</wp:tag_slug><wp:tag_name><![CDATA[cultural change]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>culture</wp:tag_slug><wp:tag_name><![CDATA[culture]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>culture-change</wp:tag_slug><wp:tag_name><![CDATA[culture change]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>cumulative-probability-of-default-cpd</wp:tag_slug><wp:tag_name><![CDATA[Cumulative Probability of Default (CPD)]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>custom-dashboards</wp:tag_slug><wp:tag_name><![CDATA[Custom Dashboards]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-complaints</wp:tag_slug><wp:tag_name><![CDATA[Customer complaints]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-engagement</wp:tag_slug><wp:tag_name><![CDATA[customer engagement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-engagement-index</wp:tag_slug><wp:tag_name><![CDATA[Customer Engagement Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-engagement-metrics</wp:tag_slug><wp:tag_name><![CDATA[Customer Engagement Metrics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-equity-statement</wp:tag_slug><wp:tag_name><![CDATA[Customer Equity Statement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-experience</wp:tag_slug><wp:tag_name><![CDATA[customer experience]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-feedback</wp:tag_slug><wp:tag_name><![CDATA[customer feedback]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-loyalty-performance-measures</wp:tag_slug><wp:tag_name><![CDATA[Customer Loyalty Performance Measures]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-price-index</wp:tag_slug><wp:tag_name><![CDATA[Customer Price Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-profitability</wp:tag_slug><wp:tag_name><![CDATA[Customer Profitability]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-relationship-management-crm</wp:tag_slug><wp:tag_name><![CDATA[Customer Relationship Management (CRM)]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-relationship-scorecard</wp:tag_slug><wp:tag_name><![CDATA[Customer Relationship Scorecard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-retention</wp:tag_slug><wp:tag_name><![CDATA[customer retention]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-satisfaction</wp:tag_slug><wp:tag_name><![CDATA[Customer Satisfaction]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-satisfaction-app</wp:tag_slug><wp:tag_name><![CDATA[customer satisfaction app]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-satisfaction-etihad</wp:tag_slug><wp:tag_name><![CDATA[customer satisfaction Etihad]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-satisfaction-for-the-railroad-system</wp:tag_slug><wp:tag_name><![CDATA[customer satisfaction for the railroad system]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-satisfaction-questionnaire</wp:tag_slug><wp:tag_name><![CDATA[customer satisfaction questionnaire]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-satisfaction-questionnaires</wp:tag_slug><wp:tag_name><![CDATA[Customer satisfaction questionnaires]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-satisfaction-survey</wp:tag_slug><wp:tag_name><![CDATA[customer satisfaction survey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-satisfaction-survey-california-environmental-protection-agency</wp:tag_slug><wp:tag_name><![CDATA[Customer Satisfaction Survey - California Environmental Protection Agency]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-satisfaction-survey-restaurant-gui-hilton-helsinki-airport-hotel</wp:tag_slug><wp:tag_name><![CDATA[Customer Satisfaction Survey - Restaurant Gui Hilton Helsinki Airport Hotel]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-satisfaction-survey-for-local-public-transport</wp:tag_slug><wp:tag_name><![CDATA[customer satisfaction survey for local public transport]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-satisfaction-survey-for-metro</wp:tag_slug><wp:tag_name><![CDATA[Customer Satisfaction Survey for Metro]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-satisfaction-survey-grand-hyatt</wp:tag_slug><wp:tag_name><![CDATA[customer satisfaction survey Grand Hyatt]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-satisfaction-survey-hilton-helsinki-airport-hotel</wp:tag_slug><wp:tag_name><![CDATA[Customer Satisfaction Survey Hilton Helsinki Airport Hotel]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-satisfaction-survey-review</wp:tag_slug><wp:tag_name><![CDATA[customer satisfaction survey review]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-satisfaction-survey-with-airlines</wp:tag_slug><wp:tag_name><![CDATA[customer satisfaction survey with airlines]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-satisfaction-surveys</wp:tag_slug><wp:tag_name><![CDATA[customer satisfaction surveys]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-satisfaction-with-airlines</wp:tag_slug><wp:tag_name><![CDATA[customer satisfaction with airlines]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-satisfaction-with-call-centers</wp:tag_slug><wp:tag_name><![CDATA[customer satisfaction with call centers]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-satisfaction-with-public-transportation</wp:tag_slug><wp:tag_name><![CDATA[customer satisfaction with public transportation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-satisfaction-with-the-bus-service</wp:tag_slug><wp:tag_name><![CDATA[customer satisfaction with the bus service]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-service</wp:tag_slug><wp:tag_name><![CDATA[Customer Service]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-thermometer</wp:tag_slug><wp:tag_name><![CDATA[Customer Thermometer]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customer-focused-measures</wp:tag_slug><wp:tag_name><![CDATA[Customer-Focused Measures]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customised-kpi</wp:tag_slug><wp:tag_name><![CDATA[Customised KPI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customised-kpi-library</wp:tag_slug><wp:tag_name><![CDATA[Customised KPI library]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customised-software</wp:tag_slug><wp:tag_name><![CDATA[Customised software]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>customized-kpi-library</wp:tag_slug><wp:tag_name><![CDATA[Customized KPI library]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>cuteness</wp:tag_slug><wp:tag_name><![CDATA[cuteness]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>cybermetrics-lab</wp:tag_slug><wp:tag_name><![CDATA[Cybermetrics Lab]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>czech-republic</wp:tag_slug><wp:tag_name><![CDATA[Czech Republic]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>danny-kalman</wp:tag_slug><wp:tag_name><![CDATA[Danny Kalman]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>danske-bank</wp:tag_slug><wp:tag_name><![CDATA[Danske Bank]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dashboard</wp:tag_slug><wp:tag_name><![CDATA[Dashboard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dashboard-design</wp:tag_slug><wp:tag_name><![CDATA[Dashboard Design]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dashboard-for-healthcare</wp:tag_slug><wp:tag_name><![CDATA[Dashboard for Healthcare]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dashboard-solutions</wp:tag_slug><wp:tag_name><![CDATA[Dashboard solutions]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dashboards</wp:tag_slug><wp:tag_name><![CDATA[dashboards]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>data-analytics</wp:tag_slug><wp:tag_name><![CDATA[Data analytics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>data-capture-period</wp:tag_slug><wp:tag_name><![CDATA[Data capture period]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>data-collection</wp:tag_slug><wp:tag_name><![CDATA[data collection]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>data-gathering</wp:tag_slug><wp:tag_name><![CDATA[data gathering]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>data-quality</wp:tag_slug><wp:tag_name><![CDATA[data quality]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>data-visualization</wp:tag_slug><wp:tag_name><![CDATA[Data Visualization]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>data-vizualization</wp:tag_slug><wp:tag_name><![CDATA[data vizualization]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>database-of-kpis</wp:tag_slug><wp:tag_name><![CDATA[Database of KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dave-ulrich</wp:tag_slug><wp:tag_name><![CDATA[Dave Ulrich]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>david-ballantyne</wp:tag_slug><wp:tag_name><![CDATA[David Ballantyne]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>david-mcclelland</wp:tag_slug><wp:tag_name><![CDATA[David McClelland]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>david-norton</wp:tag_slug><wp:tag_name><![CDATA[David Norton]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>david-reibstein</wp:tag_slug><wp:tag_name><![CDATA[David Reibstein]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>davis-cup</wp:tag_slug><wp:tag_name><![CDATA[Davis Cup]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>davos-2008</wp:tag_slug><wp:tag_name><![CDATA[Davos 2008]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dealing-with-poor-performer</wp:tag_slug><wp:tag_name><![CDATA[dealing with poor performer]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>decision-making</wp:tag_slug><wp:tag_name><![CDATA[decision making]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>deliverables</wp:tag_slug><wp:tag_name><![CDATA[deliverables]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dell</wp:tag_slug><wp:tag_name><![CDATA[Dell]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dell-case-study</wp:tag_slug><wp:tag_name><![CDATA[Dell-case study]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>deming</wp:tag_slug><wp:tag_name><![CDATA[Deming]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>deming-cycle</wp:tag_slug><wp:tag_name><![CDATA[Deming cycle]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>demographic-trends</wp:tag_slug><wp:tag_name><![CDATA[Demographic trends]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>denmark</wp:tag_slug><wp:tag_name><![CDATA[Denmark]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>department-of-economic-development</wp:tag_slug><wp:tag_name><![CDATA[Department of Economic Development]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>design</wp:tag_slug><wp:tag_name><![CDATA[design]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>design-thinking</wp:tag_slug><wp:tag_name><![CDATA[Design thinking]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>desired-state-of-evolution</wp:tag_slug><wp:tag_name><![CDATA[Desired State of Evolution]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>destination-statement</wp:tag_slug><wp:tag_name><![CDATA[Destination Statement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>detractors</wp:tag_slug><wp:tag_name><![CDATA[Detractors]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>deutsche-bank</wp:tag_slug><wp:tag_name><![CDATA[Deutsche Bank]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>deutsche-telekom</wp:tag_slug><wp:tag_name><![CDATA[Deutsche Telekom]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>developing-companies</wp:tag_slug><wp:tag_name><![CDATA[Developing Companies]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>developing-leadership</wp:tag_slug><wp:tag_name><![CDATA[Developing Leadership]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dewa</wp:tag_slug><wp:tag_name><![CDATA[DEWA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dg</wp:tag_slug><wp:tag_name><![CDATA[DG]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dg-interpretation-management-plan-2013</wp:tag_slug><wp:tag_name><![CDATA[DG Interpretation Management plan 2013]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dg-management-plan-2013</wp:tag_slug><wp:tag_name><![CDATA[DG management plan 2013]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dgx</wp:tag_slug><wp:tag_name><![CDATA[DGX]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dgx-performance-measurement</wp:tag_slug><wp:tag_name><![CDATA[DGX Performance Measurement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dhl-express</wp:tag_slug><wp:tag_name><![CDATA[DHL Express]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>digital-marketing</wp:tag_slug><wp:tag_name><![CDATA[Digital Marketing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>digital-media</wp:tag_slug><wp:tag_name><![CDATA[Digital Media]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dimensions</wp:tag_slug><wp:tag_name><![CDATA[Dimensions]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>direction</wp:tag_slug><wp:tag_name><![CDATA[Direction]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>director-of-performance-management</wp:tag_slug><wp:tag_name><![CDATA[Director of Performance Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>discovery-channel</wp:tag_slug><wp:tag_name><![CDATA[Discovery Channel]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>disposable-income</wp:tag_slug><wp:tag_name><![CDATA[Disposable income]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>distribution</wp:tag_slug><wp:tag_name><![CDATA[Distribution]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>district-of-columbia</wp:tag_slug><wp:tag_name><![CDATA[District of Columbia]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>diversification</wp:tag_slug><wp:tag_name><![CDATA[Diversification]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>division-of-medical-quality-assurance</wp:tag_slug><wp:tag_name><![CDATA[Division of Medical Quality Assurance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>division-of-the-civilian-volunteer-medical-reserve-corps</wp:tag_slug><wp:tag_name><![CDATA[Division of the Civilian Volunteer Medical Reserve Corps]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dmadv</wp:tag_slug><wp:tag_name><![CDATA[DMADV]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dmaic</wp:tag_slug><wp:tag_name><![CDATA[DMAIC]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dock-labour</wp:tag_slug><wp:tag_name><![CDATA[Dock labour]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>documentary</wp:tag_slug><wp:tag_name><![CDATA[Documentary]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>documented-kpi</wp:tag_slug><wp:tag_name><![CDATA[Documented KPI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>documenting-kpi</wp:tag_slug><wp:tag_name><![CDATA[documenting KPI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>doing-business</wp:tag_slug><wp:tag_name><![CDATA[Doing Business]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>doing-business-2011</wp:tag_slug><wp:tag_name><![CDATA[Doing Business 2011]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>doing-business-2011-making-a-difference-for-entrepreneurs</wp:tag_slug><wp:tag_name><![CDATA[Doing Business 2011: Making a difference for entrepreneurs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>double-loop-learning</wp:tag_slug><wp:tag_name><![CDATA[Double-Loop Learning]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dow-jones</wp:tag_slug><wp:tag_name><![CDATA[Dow Jones]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dow-jones-sustainability-indices</wp:tag_slug><wp:tag_name><![CDATA[Dow Jones Sustainability Indices]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>downstream</wp:tag_slug><wp:tag_name><![CDATA[downstream]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dr-andre-a-de-waal</wp:tag_slug><wp:tag_name><![CDATA[Dr. André A. de Waal]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dr-david-norton</wp:tag_slug><wp:tag_name><![CDATA[Dr. David Norton]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dr-robert-kaplan</wp:tag_slug><wp:tag_name><![CDATA[Dr. Robert Kaplan]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>drop-bear</wp:tag_slug><wp:tag_name><![CDATA[drop bear]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>drucker</wp:tag_slug><wp:tag_name><![CDATA[Drucker]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>drucker-forum-2011</wp:tag_slug><wp:tag_name><![CDATA[Drucker Forum 2011]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dubai</wp:tag_slug><wp:tag_name><![CDATA[Dubai]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dubai-executive-council</wp:tag_slug><wp:tag_name><![CDATA[Dubai Executive Council]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dupont</wp:tag_slug><wp:tag_name><![CDATA[DuPont]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dupont-analysis</wp:tag_slug><wp:tag_name><![CDATA[DuPont Analysis]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>dynamic-balanced-scorecards</wp:tag_slug><wp:tag_name><![CDATA[Dynamic Balanced Scorecards]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>e-commerce</wp:tag_slug><wp:tag_name><![CDATA[E-commerce]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>eab-group</wp:tag_slug><wp:tag_name><![CDATA[EAB group]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>earnings</wp:tag_slug><wp:tag_name><![CDATA[Earnings]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>earnings-call</wp:tag_slug><wp:tag_name><![CDATA[Earnings Call]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>earth</wp:tag_slug><wp:tag_name><![CDATA[Earth]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>east-of-england-healthcare-libraries</wp:tag_slug><wp:tag_name><![CDATA[East of England Healthcare Libraries]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>easter</wp:tag_slug><wp:tag_name><![CDATA[Easter]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>easter-spending</wp:tag_slug><wp:tag_name><![CDATA[Easter spending]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ebita</wp:tag_slug><wp:tag_name><![CDATA[EBITA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ebitda</wp:tag_slug><wp:tag_name><![CDATA[EBITDA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ebss</wp:tag_slug><wp:tag_name><![CDATA[EBSS]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ecommerce</wp:tag_slug><wp:tag_name><![CDATA[eCommerce]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>econometric-model</wp:tag_slug><wp:tag_name><![CDATA[Econometric model]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>economic-business-subject-narrow-ranking</wp:tag_slug><wp:tag_name><![CDATA[Economic / Business Subject Narrow Ranking]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>economic-forecast</wp:tag_slug><wp:tag_name><![CDATA[Economic Forecast]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>economic-indicators</wp:tag_slug><wp:tag_name><![CDATA[economic indicators]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>economic-opportunities</wp:tag_slug><wp:tag_name><![CDATA[economic opportunities]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>economic-performance</wp:tag_slug><wp:tag_name><![CDATA[economic performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>economies</wp:tag_slug><wp:tag_name><![CDATA[economies]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>economist-intelligence-unit</wp:tag_slug><wp:tag_name><![CDATA[Economist Intelligence Unit]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>economy</wp:tag_slug><wp:tag_name><![CDATA[Economy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>econsultancy</wp:tag_slug><wp:tag_name><![CDATA[Econsultancy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>edf-energy</wp:tag_slug><wp:tag_name><![CDATA[EDF Energy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>editorial</wp:tag_slug><wp:tag_name><![CDATA[editorial]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>education-and</wp:tag_slug><wp:tag_name><![CDATA[Education and]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>education-training</wp:tag_slug><wp:tag_name><![CDATA[Education and Training]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>education-kpis</wp:tag_slug><wp:tag_name><![CDATA[Education KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>education-performance-management-academic-kpis</wp:tag_slug><wp:tag_name><![CDATA[Education performance management; Academic KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>education-sector</wp:tag_slug><wp:tag_name><![CDATA[education sector]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>edward-lawler</wp:tag_slug><wp:tag_name><![CDATA[Edward Lawler]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>edward-shortliffe</wp:tag_slug><wp:tag_name><![CDATA[Edward Shortliffe]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>edward-tufte</wp:tag_slug><wp:tag_name><![CDATA[Edward Tufte]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>elearning</wp:tag_slug><wp:tag_name><![CDATA[eLearning]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>electricity</wp:tag_slug><wp:tag_name><![CDATA[Electricity]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>electronic-medical-records</wp:tag_slug><wp:tag_name><![CDATA[Electronic Medical Records]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>elli-index</wp:tag_slug><wp:tag_name><![CDATA[ELLI Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>email-marketing</wp:tag_slug><wp:tag_name><![CDATA[email marketing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>emarketing</wp:tag_slug><wp:tag_name><![CDATA[eMarketing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>embers-employee-satisfaction</wp:tag_slug><wp:tag_name><![CDATA[Embers employee satisfaction]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>embers-usa</wp:tag_slug><wp:tag_name><![CDATA[Embers USA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>emerging-markets</wp:tag_slug><wp:tag_name><![CDATA[emerging markets]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>emerging-media-devices</wp:tag_slug><wp:tag_name><![CDATA[Emerging media devices]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>emirates-national-oil-company</wp:tag_slug><wp:tag_name><![CDATA[Emirates National Oil Company]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>emissions</wp:tag_slug><wp:tag_name><![CDATA[Emissions]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>emmployee-productivity</wp:tag_slug><wp:tag_name><![CDATA[Emmployee productivity]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-attractiveness-index</wp:tag_slug><wp:tag_name><![CDATA[Employee Attractiveness Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-effectiveness</wp:tag_slug><wp:tag_name><![CDATA[Employee effectiveness]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-engagament</wp:tag_slug><wp:tag_name><![CDATA[employee engagament]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-engagement</wp:tag_slug><wp:tag_name><![CDATA[Employee Engagement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-engagement-in-higher-education</wp:tag_slug><wp:tag_name><![CDATA[Employee engagement in higher education]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-engagement-index</wp:tag_slug><wp:tag_name><![CDATA[Employee Engagement Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-engagement-results</wp:tag_slug><wp:tag_name><![CDATA[employee engagement results]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-engagement-survey</wp:tag_slug><wp:tag_name><![CDATA[Employee Engagement Survey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-engagement-survey-the-australian-aviation-industry</wp:tag_slug><wp:tag_name><![CDATA[Employee Engagement Survey - The Australian Aviation Industry]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-engagement-survey-%e2%80%93-scottish-government</wp:tag_slug><wp:tag_name><![CDATA[Employee Engagement Survey – Scottish Government]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-engagement-surveys</wp:tag_slug><wp:tag_name><![CDATA[Employee Engagement Surveys]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-engagement-worldwide</wp:tag_slug><wp:tag_name><![CDATA[employee engagement worldwide]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-motivation</wp:tag_slug><wp:tag_name><![CDATA[Employee Motivation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-performance</wp:tag_slug><wp:tag_name><![CDATA[Employee performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-performance-management</wp:tag_slug><wp:tag_name><![CDATA[employee performance management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-productivity</wp:tag_slug><wp:tag_name><![CDATA[Employee productivity]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-retention</wp:tag_slug><wp:tag_name><![CDATA[employee retention]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-satisfaction</wp:tag_slug><wp:tag_name><![CDATA[Employee Satisfaction]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-satisfaction-questionnaire</wp:tag_slug><wp:tag_name><![CDATA[employee satisfaction questionnaire]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-satisfaction-survey</wp:tag_slug><wp:tag_name><![CDATA[employee satisfaction survey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-satisfaction-survey-research-and-training-center</wp:tag_slug><wp:tag_name><![CDATA[Employee Satisfaction Survey Research and Training Center]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-satisfaction-survey-university-of-minnesota</wp:tag_slug><wp:tag_name><![CDATA[Employee satisfaction survey University of Minnesota]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-survey</wp:tag_slug><wp:tag_name><![CDATA[employee survey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-theft</wp:tag_slug><wp:tag_name><![CDATA[Employee theft]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employee-turnover</wp:tag_slug><wp:tag_name><![CDATA[employee turnover]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employees</wp:tag_slug><wp:tag_name><![CDATA[employees]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employees-performance</wp:tag_slug><wp:tag_name><![CDATA[employees performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employer</wp:tag_slug><wp:tag_name><![CDATA[employer]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employer-brand</wp:tag_slug><wp:tag_name><![CDATA[employer brand]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employer-brand-strategy-summit</wp:tag_slug><wp:tag_name><![CDATA[Employer Brand Strategy Summit]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employer-branding</wp:tag_slug><wp:tag_name><![CDATA[Employer Branding]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employer-branding-campaign</wp:tag_slug><wp:tag_name><![CDATA[Employer Branding Campaign]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employer-value-proposition</wp:tag_slug><wp:tag_name><![CDATA[employer value proposition]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employment</wp:tag_slug><wp:tag_name><![CDATA[employment]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>employment-kpis</wp:tag_slug><wp:tag_name><![CDATA[Employment KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>emr</wp:tag_slug><wp:tag_name><![CDATA[EMR]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>emtrics</wp:tag_slug><wp:tag_name><![CDATA[Emtrics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>engagement</wp:tag_slug><wp:tag_name><![CDATA[engagement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>engineering</wp:tag_slug><wp:tag_name><![CDATA[Engineering]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>enriched-performance-management</wp:tag_slug><wp:tag_name><![CDATA[Enriched Performance Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>enterprise-architecture</wp:tag_slug><wp:tag_name><![CDATA[Enterprise Architecture]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>enterprise-performance-management</wp:tag_slug><wp:tag_name><![CDATA[Enterprise Performance Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>entertainment</wp:tag_slug><wp:tag_name><![CDATA[Entertainment]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>environement-care</wp:tag_slug><wp:tag_name><![CDATA[Environement Care]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>environement</wp:tag_slug><wp:tag_name><![CDATA[Environment]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>environment-care</wp:tag_slug><wp:tag_name><![CDATA[Environment Care]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>environmental-kpis</wp:tag_slug><wp:tag_name><![CDATA[environmental KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>environmental-performance</wp:tag_slug><wp:tag_name><![CDATA[environmental performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>environmental-performance-index</wp:tag_slug><wp:tag_name><![CDATA[Environmental Performance Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>environmental-sustainability</wp:tag_slug><wp:tag_name><![CDATA[Environmental sustainability]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>equal-pay</wp:tag_slug><wp:tag_name><![CDATA[equal pay]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>equity-indicators</wp:tag_slug><wp:tag_name><![CDATA[Equity indicators]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>equity-of-education-systems</wp:tag_slug><wp:tag_name><![CDATA[Equity of education systems]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>equity-of-the-european-educational-systems-a-set-of-indicators</wp:tag_slug><wp:tag_name><![CDATA[Equity of the European Educational Systems. A Set of Indicators]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>eric-schmidt</wp:tag_slug><wp:tag_name><![CDATA[Eric Schmidt]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ernst-young</wp:tag_slug><wp:tag_name><![CDATA[Ernst &amp; Young]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>esl-post-training-evaluation</wp:tag_slug><wp:tag_name><![CDATA[ESL post-training evaluation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>establishing-targets</wp:tag_slug><wp:tag_name><![CDATA[Establishing targets]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>estonia</wp:tag_slug><wp:tag_name><![CDATA[Estonia]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ethical-leader</wp:tag_slug><wp:tag_name><![CDATA[ethical leader]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ethical-leadership</wp:tag_slug><wp:tag_name><![CDATA[ethical leadership]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ethics</wp:tag_slug><wp:tag_name><![CDATA[Ethics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ethnic-minorities</wp:tag_slug><wp:tag_name><![CDATA[Ethnic Minorities]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>etihad-airlines</wp:tag_slug><wp:tag_name><![CDATA[Etihad Airlines]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>eu</wp:tag_slug><wp:tag_name><![CDATA[EU]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>eu-economic-performance</wp:tag_slug><wp:tag_name><![CDATA[EU economic performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>eu-financial-performance</wp:tag_slug><wp:tag_name><![CDATA[EU financial performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>eugen-burke</wp:tag_slug><wp:tag_name><![CDATA[Eugen Burke]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>eurobrand-2010</wp:tag_slug><wp:tag_name><![CDATA[eurobrand 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>eurocontrol</wp:tag_slug><wp:tag_name><![CDATA[EUROCONTROL]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>euromoney-awards-for-excellence</wp:tag_slug><wp:tag_name><![CDATA[Euromoney Awards for Excellence]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>euromoney-awards-for-excellence-2010</wp:tag_slug><wp:tag_name><![CDATA[Euromoney Awards for Excellence 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>european-brand-institute</wp:tag_slug><wp:tag_name><![CDATA[European Brand Institute]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>european-comission</wp:tag_slug><wp:tag_name><![CDATA[European Comission]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>european-commission</wp:tag_slug><wp:tag_name><![CDATA[European Commission]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>european-ports</wp:tag_slug><wp:tag_name><![CDATA[European ports]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>european-research-area</wp:tag_slug><wp:tag_name><![CDATA[European Research Area]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>european-sea-ports-organisation</wp:tag_slug><wp:tag_name><![CDATA[European Sea Ports Organisation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>european-seaport-system</wp:tag_slug><wp:tag_name><![CDATA[European seaport system]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>european-space-agency</wp:tag_slug><wp:tag_name><![CDATA[European Space Agency]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>european-union</wp:tag_slug><wp:tag_name><![CDATA[European Union]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>eva</wp:tag_slug><wp:tag_name><![CDATA[EVA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>evaluation</wp:tag_slug><wp:tag_name><![CDATA[evaluation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>evaluation-form</wp:tag_slug><wp:tag_name><![CDATA[evaluation form]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>events</wp:tag_slug><wp:tag_name><![CDATA[Events]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ever-gummesson</wp:tag_slug><wp:tag_name><![CDATA[Ever Gummesson]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>evert-gummesson</wp:tag_slug><wp:tag_name><![CDATA[Evert Gummesson]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>excellent-global-corporation-plan</wp:tag_slug><wp:tag_name><![CDATA[Excellent Global Corporation Plan]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>executing-strategy-with-balanced-scorecard</wp:tag_slug><wp:tag_name><![CDATA[Executing Strategy with Balanced Scorecard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>execution</wp:tag_slug><wp:tag_name><![CDATA[Execution]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>execution-premium</wp:tag_slug><wp:tag_name><![CDATA[Execution Premium]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>executive-compensation</wp:tag_slug><wp:tag_name><![CDATA[executive compensation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>executive-remuneration</wp:tag_slug><wp:tag_name><![CDATA[executive remuneration]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>experian-hitwise</wp:tag_slug><wp:tag_name><![CDATA[Experian Hitwise]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>expert</wp:tag_slug><wp:tag_name><![CDATA[Expert]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>extended-performance-management</wp:tag_slug><wp:tag_name><![CDATA[Extended Performance Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>external-risks</wp:tag_slug><wp:tag_name><![CDATA[external risks]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>extreme-goals</wp:tag_slug><wp:tag_name><![CDATA[extreme goals]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ey</wp:tag_slug><wp:tag_name><![CDATA[EY]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>faceboo</wp:tag_slug><wp:tag_name><![CDATA[Faceboo]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>facebook</wp:tag_slug><wp:tag_name><![CDATA[Facebook]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>facebook-metrics</wp:tag_slug><wp:tag_name><![CDATA[facebook metrics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>facts-and-figures</wp:tag_slug><wp:tag_name><![CDATA[Facts and figures]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>failure</wp:tag_slug><wp:tag_name><![CDATA[failure]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>fairfax-county</wp:tag_slug><wp:tag_name><![CDATA[Fairfax County]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>fashion</wp:tag_slug><wp:tag_name><![CDATA[Fashion]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>fast-company</wp:tag_slug><wp:tag_name><![CDATA[Fast Company]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>fbi</wp:tag_slug><wp:tag_name><![CDATA[FBI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>fbi-strategy</wp:tag_slug><wp:tag_name><![CDATA[FBI strategy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>federal-performance-management</wp:tag_slug><wp:tag_name><![CDATA[Federal Performance Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>federal-reserve</wp:tag_slug><wp:tag_name><![CDATA[Federal Reserve]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>federal-reserve-statistical-release</wp:tag_slug><wp:tag_name><![CDATA[FEDERAL RESERVE statistical release]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>fedex</wp:tag_slug><wp:tag_name><![CDATA[FedEx]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>fiat</wp:tag_slug><wp:tag_name><![CDATA[Fiat]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>fifa</wp:tag_slug><wp:tag_name><![CDATA[FIFA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>fifa-2010</wp:tag_slug><wp:tag_name><![CDATA[FIFA 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>fifa-rankings</wp:tag_slug><wp:tag_name><![CDATA[FIFA rankings]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>figures</wp:tag_slug><wp:tag_name><![CDATA[Figures]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>film</wp:tag_slug><wp:tag_name><![CDATA[Film]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>finance</wp:tag_slug><wp:tag_name><![CDATA[Finance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>finance-managers</wp:tag_slug><wp:tag_name><![CDATA[finance managers]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>finance-strategic-objectives</wp:tag_slug><wp:tag_name><![CDATA[finance strategic objectives]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>finance-strategy-map</wp:tag_slug><wp:tag_name><![CDATA[finance strategy map]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>financial-highlights</wp:tag_slug><wp:tag_name><![CDATA[Financial Highlights]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>financial-institutions</wp:tag_slug><wp:tag_name><![CDATA[Financial Institutions]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>financial-kpis</wp:tag_slug><wp:tag_name><![CDATA[financial KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>financial-performance</wp:tag_slug><wp:tag_name><![CDATA[Financial Performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>financial-results</wp:tag_slug><wp:tag_name><![CDATA[Financial results]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>financial-targets</wp:tag_slug><wp:tag_name><![CDATA[financial targets]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>finland</wp:tag_slug><wp:tag_name><![CDATA[Finland]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>five-forces-model</wp:tag_slug><wp:tag_name><![CDATA[Five Forces Model]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>flinders-university-library</wp:tag_slug><wp:tag_name><![CDATA[Flinders University Library]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>florida-department-of-health</wp:tag_slug><wp:tag_name><![CDATA[Florida Department of Health]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>food-and-bever</wp:tag_slug><wp:tag_name><![CDATA[Food and Bever]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>food</wp:tag_slug><wp:tag_name><![CDATA[Food and Beverage]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>foot-locker</wp:tag_slug><wp:tag_name><![CDATA[Foot Locker]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>football</wp:tag_slug><wp:tag_name><![CDATA[Football]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>football-finance</wp:tag_slug><wp:tag_name><![CDATA[Football Finance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>football-performance</wp:tag_slug><wp:tag_name><![CDATA[football performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>forbes</wp:tag_slug><wp:tag_name><![CDATA[Forbes]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ford-pinto</wp:tag_slug><wp:tag_name><![CDATA[Ford Pinto]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>formula-1</wp:tag_slug><wp:tag_name><![CDATA[Formula 1]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>formula-1-and-performance-management</wp:tag_slug><wp:tag_name><![CDATA[Formula 1 and performance management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>formula-type</wp:tag_slug><wp:tag_name><![CDATA[Formula type]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>framework</wp:tag_slug><wp:tag_name><![CDATA[Framework]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>france</wp:tag_slug><wp:tag_name><![CDATA[France]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>france-telecom</wp:tag_slug><wp:tag_name><![CDATA[France Telecom]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>fraud</wp:tag_slug><wp:tag_name><![CDATA[fraud]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>fred-reichheld</wp:tag_slug><wp:tag_name><![CDATA[Fred Reichheld]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>freshnetworks</wp:tag_slug><wp:tag_name><![CDATA[FreshNetworks]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>friday-night-at-the-er</wp:tag_slug><wp:tag_name><![CDATA[Friday Night at the ER]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>fujitsu-way</wp:tag_slug><wp:tag_name><![CDATA[Fujitsu Way]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>futurebrand</wp:tag_slug><wp:tag_name><![CDATA[FutureBrand]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gallup</wp:tag_slug><wp:tag_name><![CDATA[Gallup]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gallup-daily</wp:tag_slug><wp:tag_name><![CDATA[Gallup Daily]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gartner</wp:tag_slug><wp:tag_name><![CDATA[Gartner]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gartner-report</wp:tag_slug><wp:tag_name><![CDATA[Gartner report]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gartner-research</wp:tag_slug><wp:tag_name><![CDATA[Gartner research]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gary-hamel</wp:tag_slug><wp:tag_name><![CDATA[Gary Hamel]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gary-schornack</wp:tag_slug><wp:tag_name><![CDATA[Gary Schornack]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gdp</wp:tag_slug><wp:tag_name><![CDATA[GDP]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gdp-per-capita</wp:tag_slug><wp:tag_name><![CDATA[GDP per capita]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gdp-per-person</wp:tag_slug><wp:tag_name><![CDATA[GDP per person]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gearing</wp:tag_slug><wp:tag_name><![CDATA[Gearing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gender-diversity</wp:tag_slug><wp:tag_name><![CDATA[Gender Diversity]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>general-managers</wp:tag_slug><wp:tag_name><![CDATA[general managers]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>general-motors</wp:tag_slug><wp:tag_name><![CDATA[General Motors]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gerhard-hrebicek</wp:tag_slug><wp:tag_name><![CDATA[Gerhard Hrebicek]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gerhard-satzger</wp:tag_slug><wp:tag_name><![CDATA[Gerhard Satzger]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>germany</wp:tag_slug><wp:tag_name><![CDATA[Germany]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gezi-hotel-bosphorus</wp:tag_slug><wp:tag_name><![CDATA[Gezi Hotel Bosphorus]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>glenigan</wp:tag_slug><wp:tag_name><![CDATA[Glenigan]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>global-corporate-citizenship</wp:tag_slug><wp:tag_name><![CDATA[Global Corporate Citizenship]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>global-economy</wp:tag_slug><wp:tag_name><![CDATA[Global Economy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>global-financial-crisis</wp:tag_slug><wp:tag_name><![CDATA[global financial crisis]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>global-gender-gap-report</wp:tag_slug><wp:tag_name><![CDATA[Global Gender Gap Report]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>global-house-price-index</wp:tag_slug><wp:tag_name><![CDATA[Global House Price Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>global-housing-markets</wp:tag_slug><wp:tag_name><![CDATA[Global housing markets]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>global-industry-classification-system</wp:tag_slug><wp:tag_name><![CDATA[Global Industry Classification System]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>global-newspaper-publishing-market</wp:tag_slug><wp:tag_name><![CDATA[Global newspaper publishing market]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>global-peace-index-2011</wp:tag_slug><wp:tag_name><![CDATA[Global Peace Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>global-performance-management</wp:tag_slug><wp:tag_name><![CDATA[Global Performance Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>global-retail-theft-barometer-2010</wp:tag_slug><wp:tag_name><![CDATA[Global Retail Theft Barometer 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>global-sovereign-credit-risk-report</wp:tag_slug><wp:tag_name><![CDATA[Global sovereign credit risk report]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>global-survey</wp:tag_slug><wp:tag_name><![CDATA[global survey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>global-trade-management</wp:tag_slug><wp:tag_name><![CDATA[Global Trade Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>global-trade-performance</wp:tag_slug><wp:tag_name><![CDATA[Global Trade Performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>globalization</wp:tag_slug><wp:tag_name><![CDATA[Globalization]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>globalized-economy</wp:tag_slug><wp:tag_name><![CDATA[Globalized economy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>glocal-gender-gap-index</wp:tag_slug><wp:tag_name><![CDATA[Glocal Gender Gap Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>glossary</wp:tag_slug><wp:tag_name><![CDATA[Glossary]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>goal</wp:tag_slug><wp:tag_name><![CDATA[Goal]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>goal-alignment</wp:tag_slug><wp:tag_name><![CDATA[Goal Alignment]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>goal-setting</wp:tag_slug><wp:tag_name><![CDATA[Goal Setting]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>goal-setting-theory</wp:tag_slug><wp:tag_name><![CDATA[Goal Setting Theory]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>goals</wp:tag_slug><wp:tag_name><![CDATA[goals]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>golden-globes</wp:tag_slug><wp:tag_name><![CDATA[Golden Globes]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>golden-globs</wp:tag_slug><wp:tag_name><![CDATA[Golden Globs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>goldman-sachs</wp:tag_slug><wp:tag_name><![CDATA[Goldman Sachs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gone-with-the-wind</wp:tag_slug><wp:tag_name><![CDATA[Gone with the wind]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>good-case-practice</wp:tag_slug><wp:tag_name><![CDATA[Good Case Practice]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>good-things</wp:tag_slug><wp:tag_name><![CDATA[Good Things]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>google</wp:tag_slug><wp:tag_name><![CDATA[Google]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>google-analytics</wp:tag_slug><wp:tag_name><![CDATA[Google Analytics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>google-price-index</wp:tag_slug><wp:tag_name><![CDATA[Google Price Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>google-yourself</wp:tag_slug><wp:tag_name><![CDATA[Google Yourself]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>governance</wp:tag_slug><wp:tag_name><![CDATA[Governance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>government-performance-management</wp:tag_slug><wp:tag_name><![CDATA[Government]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>government-federal</wp:tag_slug><wp:tag_name><![CDATA[Government - Federal]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>government-local</wp:tag_slug><wp:tag_name><![CDATA[Government - Local]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>government-state-federal</wp:tag_slug><wp:tag_name><![CDATA[Government - State / Federal]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>government-agencies-and-kpis</wp:tag_slug><wp:tag_name><![CDATA[government agencies and KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>government-dashboards</wp:tag_slug><wp:tag_name><![CDATA[government dashboards]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>government-employees</wp:tag_slug><wp:tag_name><![CDATA[government employees]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>government-services</wp:tag_slug><wp:tag_name><![CDATA[Government Services]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>governmental-performance</wp:tag_slug><wp:tag_name><![CDATA[Governmental Performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gpi</wp:tag_slug><wp:tag_name><![CDATA[GPI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gpi-2011</wp:tag_slug><wp:tag_name><![CDATA[GPI 2011]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>graham-scrivener</wp:tag_slug><wp:tag_name><![CDATA[Graham Scrivener]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>grand-hyatt</wp:tag_slug><wp:tag_name><![CDATA[Grand Hyatt]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>grant-thornton</wp:tag_slug><wp:tag_name><![CDATA[Grant Thornton]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>graphic-design</wp:tag_slug><wp:tag_name><![CDATA[Graphic Design]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>graphs</wp:tag_slug><wp:tag_name><![CDATA[graphs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>greater-austin</wp:tag_slug><wp:tag_name><![CDATA[Greater Austin]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>greece</wp:tag_slug><wp:tag_name><![CDATA[Greece]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>green</wp:tag_slug><wp:tag_name><![CDATA[Green]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>green-business</wp:tag_slug><wp:tag_name><![CDATA[Green Business]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>green-fonts</wp:tag_slug><wp:tag_name><![CDATA[Green fonts]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>green-initiatives</wp:tag_slug><wp:tag_name><![CDATA[Green initiatives]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>green-innovation-company</wp:tag_slug><wp:tag_name><![CDATA[Green Innovation Company]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>greenbiz-index</wp:tag_slug><wp:tag_name><![CDATA[GreenBiz Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gross-domestic-expenditure-on-rd-gerd</wp:tag_slug><wp:tag_name><![CDATA[Gross Domestic Expenditure on R&amp;D (GERD)]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gross-domestic-product</wp:tag_slug><wp:tag_name><![CDATA[Gross Domestic Product]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gross-national-happiness</wp:tag_slug><wp:tag_name><![CDATA[Gross National Happiness]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gross-national-happiness-index</wp:tag_slug><wp:tag_name><![CDATA[Gross National Happiness Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gross-national-product-per-capita</wp:tag_slug><wp:tag_name><![CDATA[Gross National Product per capita]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>growth-environment-scores</wp:tag_slug><wp:tag_name><![CDATA[Growth Environment Scores]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>growth-rate</wp:tag_slug><wp:tag_name><![CDATA[growth rate]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>growth-strategies</wp:tag_slug><wp:tag_name><![CDATA[Growth Strategies]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gst</wp:tag_slug><wp:tag_name><![CDATA[GST]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>guerilla-marketing</wp:tag_slug><wp:tag_name><![CDATA[Guerilla Marketing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>guerrilla-marketing</wp:tag_slug><wp:tag_name><![CDATA[Guerrilla Marketing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>guest-satisfaction-with-hotels</wp:tag_slug><wp:tag_name><![CDATA[guest satisfaction with hotels]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>gui-hilton-helsinki-airport-hotel</wp:tag_slug><wp:tag_name><![CDATA[Gui Hilton Helsinki Airport Hotel]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>guidelines</wp:tag_slug><wp:tag_name><![CDATA[Guidelines]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hs</wp:tag_slug><wp:tag_name><![CDATA[H&amp;S]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hs-kpis</wp:tag_slug><wp:tag_name><![CDATA[H&amp;S KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>h-index</wp:tag_slug><wp:tag_name><![CDATA[h-index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hammerson-company</wp:tag_slug><wp:tag_name><![CDATA[Hammerson Company]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hanging-rock</wp:tag_slug><wp:tag_name><![CDATA[Hanging Rock]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hans-rosling</wp:tag_slug><wp:tag_name><![CDATA[Hans Rosling]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>happines-factor</wp:tag_slug><wp:tag_name><![CDATA[happines factor]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>happiness-research-institute</wp:tag_slug><wp:tag_name><![CDATA[Happiness Research Institute]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>happy-customers</wp:tag_slug><wp:tag_name><![CDATA[happy customers]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>harvard</wp:tag_slug><wp:tag_name><![CDATA[Harvard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>harvard-business-publishing</wp:tag_slug><wp:tag_name><![CDATA[Harvard Business Publishing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>harvard-business-review</wp:tag_slug><wp:tag_name><![CDATA[Harvard Business Review]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>harvard-business-school</wp:tag_slug><wp:tag_name><![CDATA[Harvard Business School]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>health-and-safety</wp:tag_slug><wp:tag_name><![CDATA[Health and Safety]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>health-and-safety-executive</wp:tag_slug><wp:tag_name><![CDATA[Health and Safety Executive]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>health-improvement</wp:tag_slug><wp:tag_name><![CDATA[Health improvement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>health-insurance-coverage</wp:tag_slug><wp:tag_name><![CDATA[Health Insurance Coverage]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>health-system</wp:tag_slug><wp:tag_name><![CDATA[health system]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>healthcare</wp:tag_slug><wp:tag_name><![CDATA[Healthcare]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>healthcare-balanced-scorecard</wp:tag_slug><wp:tag_name><![CDATA[healthcare balanced scorecard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>healthcare-dashboard</wp:tag_slug><wp:tag_name><![CDATA[healthcare dashboard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>healthcare-indicators</wp:tag_slug><wp:tag_name><![CDATA[Healthcare Indicators]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>healthcare-industry</wp:tag_slug><wp:tag_name><![CDATA[healthcare industry]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>healthcare-kpi-examples</wp:tag_slug><wp:tag_name><![CDATA[Healthcare KPI examples]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>healthcare-kpis</wp:tag_slug><wp:tag_name><![CDATA[healthcare kpis]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>healthcare-libraries-training-evaluation</wp:tag_slug><wp:tag_name><![CDATA[Healthcare Libraries training evaluation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>healthcare-metrics</wp:tag_slug><wp:tag_name><![CDATA[healthcare metrics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>healthcare-satisfaction</wp:tag_slug><wp:tag_name><![CDATA[healthcare satisfaction]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>healthcare-scorecard</wp:tag_slug><wp:tag_name><![CDATA[healthcare scorecard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>healthcare-strategy-map</wp:tag_slug><wp:tag_name><![CDATA[healthcare strategy map]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>healthy-kpis</wp:tag_slug><wp:tag_name><![CDATA[Healthy KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>healthy-life-expectancy</wp:tag_slug><wp:tag_name><![CDATA[Healthy Life Expectancy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>healthy-people</wp:tag_slug><wp:tag_name><![CDATA[Healthy People]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>healthy-people-2010</wp:tag_slug><wp:tag_name><![CDATA[Healthy People 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>heineken</wp:tag_slug><wp:tag_name><![CDATA[Heineken]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>heinrich</wp:tag_slug><wp:tag_name><![CDATA[Heinrich]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>helena-tang</wp:tag_slug><wp:tag_name><![CDATA[Helena Tang]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>heng-seng</wp:tag_slug><wp:tag_name><![CDATA[Heng Seng]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>henkel</wp:tag_slug><wp:tag_name><![CDATA[Henkel]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>henley-partners-visa-restrictions-index</wp:tag_slug><wp:tag_name><![CDATA[Henley &amp; Partners Visa Restrictions Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hermeneutic-dialectic-process</wp:tag_slug><wp:tag_name><![CDATA[Hermeneutic Dialectic Process]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>herminia-ibarra</wp:tag_slug><wp:tag_name><![CDATA[Herminia Ibarra]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hewlett-packard</wp:tag_slug><wp:tag_name><![CDATA[Hewlett Packard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>high-performance-organization</wp:tag_slug><wp:tag_name><![CDATA[High Performance Organization]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>high-performing-employees</wp:tag_slug><wp:tag_name><![CDATA[High Performing Employees]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>higher-education</wp:tag_slug><wp:tag_name><![CDATA[Higher Education]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>higher-education-employee</wp:tag_slug><wp:tag_name><![CDATA[Higher Education Employee]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>higher-education-in-uk</wp:tag_slug><wp:tag_name><![CDATA[Higher Education in UK]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>higher-education-statistics-agency</wp:tag_slug><wp:tag_name><![CDATA[Higher Education Statistics Agency]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>higher-education-statistics-agency-hesa</wp:tag_slug><wp:tag_name><![CDATA[Higher Education Statistics Agency (HESA)]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>history</wp:tag_slug><wp:tag_name><![CDATA[History]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>history-of-performance-measurement</wp:tag_slug><wp:tag_name><![CDATA[history of performance measurement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hle</wp:tag_slug><wp:tag_name><![CDATA[HLE]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hong-kong</wp:tag_slug><wp:tag_name><![CDATA[Hong Kong]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hospital</wp:tag_slug><wp:tag_name><![CDATA[Hospital]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hospital-balanced-scorecard</wp:tag_slug><wp:tag_name><![CDATA[Hospital Balanced Scorecard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hospitality</wp:tag_slug><wp:tag_name><![CDATA[Hospitality]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hospitality-tourism</wp:tag_slug><wp:tag_name><![CDATA[Hospitality &amp; Tourism]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hospitality-tourism-kpis</wp:tag_slug><wp:tag_name><![CDATA[Hospitality &amp; Tourism KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hospitality-and-tourism</wp:tag_slug><wp:tag_name><![CDATA[Hospitality and Tourism]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hospitality-and-toursim</wp:tag_slug><wp:tag_name><![CDATA[Hospitality and Toursim]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hospitals</wp:tag_slug><wp:tag_name><![CDATA[Hospitals]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hospitals-ranking</wp:tag_slug><wp:tag_name><![CDATA[Hospitals ranking]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hostile-takeover</wp:tag_slug><wp:tag_name><![CDATA[Hostile Takeover]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hotel</wp:tag_slug><wp:tag_name><![CDATA[Hotel]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hotel-industry-kpis</wp:tag_slug><wp:tag_name><![CDATA[Hotel Industry KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hotel-survey</wp:tag_slug><wp:tag_name><![CDATA[hotel survey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hotels</wp:tag_slug><wp:tag_name><![CDATA[Hotels]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>house-price-index</wp:tag_slug><wp:tag_name><![CDATA[House Price Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>houston</wp:tag_slug><wp:tag_name><![CDATA[Houston]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>how-government-agencies-use-kpis</wp:tag_slug><wp:tag_name><![CDATA[how government agencies use KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>how-to-avoid-the-problems-of-target-setting</wp:tag_slug><wp:tag_name><![CDATA[How to avoid the problems of target-setting]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>how-to-improve-customer-service-through-performance-management</wp:tag_slug><wp:tag_name><![CDATA[how to improve customer service through performance management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>howard-dresner</wp:tag_slug><wp:tag_name><![CDATA[Howard Dresner]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hp</wp:tag_slug><wp:tag_name><![CDATA[HP]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hps-it-performance-suite</wp:tag_slug><wp:tag_name><![CDATA[HP's IT Performance Suite]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hpo</wp:tag_slug><wp:tag_name><![CDATA[HPO]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hr</wp:tag_slug><wp:tag_name><![CDATA[HR]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hr-agenda</wp:tag_slug><wp:tag_name><![CDATA[hr agenda]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hr-dashboard</wp:tag_slug><wp:tag_name><![CDATA[HR Dashboard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hr-driven-organization</wp:tag_slug><wp:tag_name><![CDATA[HR driven organization]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hr-kpi</wp:tag_slug><wp:tag_name><![CDATA[HR KPI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hr-kpis</wp:tag_slug><wp:tag_name><![CDATA[HR KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hr-metrics</wp:tag_slug><wp:tag_name><![CDATA[HR Metrics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hr-performance</wp:tag_slug><wp:tag_name><![CDATA[HR performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hr-professionals</wp:tag_slug><wp:tag_name><![CDATA[HR professionals]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hr-role</wp:tag_slug><wp:tag_name><![CDATA[HR role]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hr-scorecard</wp:tag_slug><wp:tag_name><![CDATA[HR Scorecard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hr-service-delivery</wp:tag_slug><wp:tag_name><![CDATA[HR Service Delivery]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hr-service-delivery-and-technology-survey-research-report</wp:tag_slug><wp:tag_name><![CDATA[HR Service Delivery and Technology Survey Research Report]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hr-summit</wp:tag_slug><wp:tag_name><![CDATA[HR Summit]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hr-summit-and-conference</wp:tag_slug><wp:tag_name><![CDATA[HR Summit and Conference]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hr-summit-and-expo</wp:tag_slug><wp:tag_name><![CDATA[HR Summit and Expo]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hr-summit-and-expo-2012</wp:tag_slug><wp:tag_name><![CDATA[HR Summit and Expo 2012]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hr-trends</wp:tag_slug><wp:tag_name><![CDATA[HR trends]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hsse-kpis</wp:tag_slug><wp:tag_name><![CDATA[HSSE KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>httpwww-smartkpis-comblogwp-adminpost-new-phppreviewtrue</wp:tag_slug><wp:tag_name><![CDATA[http://www.smartkpis.com/blog/wp-admin/post-new.php?preview=true]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>human-capital</wp:tag_slug><wp:tag_name><![CDATA[human capital]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>human-reources</wp:tag_slug><wp:tag_name><![CDATA[Human Reources]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>human-resource-kpis</wp:tag_slug><wp:tag_name><![CDATA[Human Resource KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>human-resources</wp:tag_slug><wp:tag_name><![CDATA[Human Resources]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>human-society-development</wp:tag_slug><wp:tag_name><![CDATA[human society development]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>hungary</wp:tag_slug><wp:tag_name><![CDATA[Hungary]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ian-williamson</wp:tag_slug><wp:tag_name><![CDATA[Ian Williamson]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ibbg-survey</wp:tag_slug><wp:tag_name><![CDATA[IBBG survey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ibisworld</wp:tag_slug><wp:tag_name><![CDATA[IBISWorld]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ibm</wp:tag_slug><wp:tag_name><![CDATA[IBM]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ibm-global-cfo-study</wp:tag_slug><wp:tag_name><![CDATA[IBM Global CFO Study]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ibm-institute-for-business-value</wp:tag_slug><wp:tag_name><![CDATA[IBM Institute for Business Value]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ibm-pointstream</wp:tag_slug><wp:tag_name><![CDATA[IBM PointStream]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ibm-solutions</wp:tag_slug><wp:tag_name><![CDATA[IBM solutions]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ibm-technological-solutions</wp:tag_slug><wp:tag_name><![CDATA[IBM technological solutions]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ibn-sina</wp:tag_slug><wp:tag_name><![CDATA[Ibn Sina]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ici</wp:tag_slug><wp:tag_name><![CDATA[ICI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>icma</wp:tag_slug><wp:tag_name><![CDATA[ICMA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>icu-programs</wp:tag_slug><wp:tag_name><![CDATA[ICU Programs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ideas-per-employee</wp:tag_slug><wp:tag_name><![CDATA[ideas per employee]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ieg</wp:tag_slug><wp:tag_name><![CDATA[IEG]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ignatius-layola</wp:tag_slug><wp:tag_name><![CDATA[Ignatius Layola]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>iir-certification</wp:tag_slug><wp:tag_name><![CDATA[IIR certification]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>iir-middle-east</wp:tag_slug><wp:tag_name><![CDATA[IIR Middle East]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>iirc</wp:tag_slug><wp:tag_name><![CDATA[IIRC]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>iirme</wp:tag_slug><wp:tag_name><![CDATA[IIRME]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ikea</wp:tag_slug><wp:tag_name><![CDATA[IKEA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ikea-facebook-showroom</wp:tag_slug><wp:tag_name><![CDATA[IKEA Facebook Showroom]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ikpi</wp:tag_slug><wp:tag_name><![CDATA[iKPI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>impact</wp:tag_slug><wp:tag_name><![CDATA[impact]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>impact-factor</wp:tag_slug><wp:tag_name><![CDATA[impact factor]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>impact-of-performance-measurement-and-management-systems</wp:tag_slug><wp:tag_name><![CDATA[Impact of Performance Measurement and Management Systems]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>impact-of-pms-on-business-performance-a-methodological-approach</wp:tag_slug><wp:tag_name><![CDATA[Impact of PMS on business performance: a methodological approach]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>implementing-plans</wp:tag_slug><wp:tag_name><![CDATA[Implementing Plans]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>improvement</wp:tag_slug><wp:tag_name><![CDATA[Improvement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>improving-ambulance-performance</wp:tag_slug><wp:tag_name><![CDATA[improving ambulance performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>inc</wp:tag_slug><wp:tag_name><![CDATA[Inc.]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>inception</wp:tag_slug><wp:tag_name><![CDATA[Inception]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>income</wp:tag_slug><wp:tag_name><![CDATA[income]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>incremental-sales</wp:tag_slug><wp:tag_name><![CDATA[Incremental Sales]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>indemnity-and-medical-severity</wp:tag_slug><wp:tag_name><![CDATA[indemnity and medical severity]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>independent-evaluation-group</wp:tag_slug><wp:tag_name><![CDATA[Independent Evaluation Group]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>index</wp:tag_slug><wp:tag_name><![CDATA[Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>india</wp:tag_slug><wp:tag_name><![CDATA[India]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>indicator</wp:tag_slug><wp:tag_name><![CDATA[Indicator]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>indicators</wp:tag_slug><wp:tag_name><![CDATA[Indicators]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>inditex</wp:tag_slug><wp:tag_name><![CDATA[Inditex]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>individual-performance</wp:tag_slug><wp:tag_name><![CDATA[Individual Performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>industry</wp:tag_slug><wp:tag_name><![CDATA[industry]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>inflation</wp:tag_slug><wp:tag_name><![CDATA[inflation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>influencers</wp:tag_slug><wp:tag_name><![CDATA[Influencers]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>infographic</wp:tag_slug><wp:tag_name><![CDATA[Infographic]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>infographics</wp:tag_slug><wp:tag_name><![CDATA[Infographics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>information-asymmetry</wp:tag_slug><wp:tag_name><![CDATA[Information asymmetry]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>information-optimization</wp:tag_slug><wp:tag_name><![CDATA[Information Optimization]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>information-technology</wp:tag_slug><wp:tag_name><![CDATA[Information Technology]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>information-technology-kpis</wp:tag_slug><wp:tag_name><![CDATA[Information Technology KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>infosys</wp:tag_slug><wp:tag_name><![CDATA[Infosys]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>infosys-technologies</wp:tag_slug><wp:tag_name><![CDATA[Infosys Technologies]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>initiative</wp:tag_slug><wp:tag_name><![CDATA[Initiative]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>initiative-management</wp:tag_slug><wp:tag_name><![CDATA[Initiative management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>initiatives</wp:tag_slug><wp:tag_name><![CDATA[initiatives]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>injury</wp:tag_slug><wp:tag_name><![CDATA[injury]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>innovation</wp:tag_slug><wp:tag_name><![CDATA[Innovation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>innovative-habits</wp:tag_slug><wp:tag_name><![CDATA[Innovative habits]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>insead</wp:tag_slug><wp:tag_name><![CDATA[INSEAD]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>insider-register</wp:tag_slug><wp:tag_name><![CDATA[insider register]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>institute-of-corporate-communication</wp:tag_slug><wp:tag_name><![CDATA[Institute of Corporate Communication]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>institute-of-education</wp:tag_slug><wp:tag_name><![CDATA[Institute of Education]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>institute-of-employment-studies</wp:tag_slug><wp:tag_name><![CDATA[Institute of Employment Studies]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>institute-of-transport-and-maritime-management-antwerp</wp:tag_slug><wp:tag_name><![CDATA[Institute of Transport and Maritime Management Antwerp]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>insurance</wp:tag_slug><wp:tag_name><![CDATA[Insurance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>integrated-energy-performance</wp:tag_slug><wp:tag_name><![CDATA[integrated energy performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>integrated-performance-management-system</wp:tag_slug><wp:tag_name><![CDATA[Integrated Performance Management System]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>integrated-reporting</wp:tag_slug><wp:tag_name><![CDATA[Integrated Reporting]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>integrating-performance</wp:tag_slug><wp:tag_name><![CDATA[integrating performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>integration</wp:tag_slug><wp:tag_name><![CDATA[integration]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>intent-to-purchase-a-3dtv</wp:tag_slug><wp:tag_name><![CDATA[Intent to purchase a 3DTV]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>interbrand</wp:tag_slug><wp:tag_name><![CDATA[Interbrand]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>interface</wp:tag_slug><wp:tag_name><![CDATA[Interface]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>internal-communication</wp:tag_slug><wp:tag_name><![CDATA[internal communication]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>internal-dealing</wp:tag_slug><wp:tag_name><![CDATA[internal dealing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>internal-error</wp:tag_slug><wp:tag_name><![CDATA[internal error]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>international-city-county-management-association</wp:tag_slug><wp:tag_name><![CDATA[International City-County Management Association]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>international-medical-center</wp:tag_slug><wp:tag_name><![CDATA[International Medical Center]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>international-monetary-fund</wp:tag_slug><wp:tag_name><![CDATA[International Monetary Fund]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>international-quality-productivity-center</wp:tag_slug><wp:tag_name><![CDATA[International Quality &amp; Productivity Center]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>international-union-for-conservation-of-nature</wp:tag_slug><wp:tag_name><![CDATA[International Union for Conservation of Nature]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>internet</wp:tag_slug><wp:tag_name><![CDATA[Internet]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>internet-connections</wp:tag_slug><wp:tag_name><![CDATA[Internet connections]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>internet-in-numbers</wp:tag_slug><wp:tag_name><![CDATA[Internet in numbers]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>internet-stats</wp:tag_slug><wp:tag_name><![CDATA[Internet stats]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>interpreter</wp:tag_slug><wp:tag_name><![CDATA[interpreter]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>interpreting</wp:tag_slug><wp:tag_name><![CDATA[interpreting]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>interpreting-services-eu</wp:tag_slug><wp:tag_name><![CDATA[interpreting services EU]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>interpreting-surveys</wp:tag_slug><wp:tag_name><![CDATA[interpreting surveys]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>interview</wp:tag_slug><wp:tag_name><![CDATA[Interview]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>interviews</wp:tag_slug><wp:tag_name><![CDATA[Interviews]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>introduction</wp:tag_slug><wp:tag_name><![CDATA[Introduction]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>investing-in-research</wp:tag_slug><wp:tag_name><![CDATA[Investing in Research]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>investments</wp:tag_slug><wp:tag_name><![CDATA[Investments]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>iowa-esl-regional-trainings</wp:tag_slug><wp:tag_name><![CDATA[Iowa ESL Regional Trainings]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ipl-2010</wp:tag_slug><wp:tag_name><![CDATA[IPL 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ipsos-asi</wp:tag_slug><wp:tag_name><![CDATA[Ipsos-ASI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ireland</wp:tag_slug><wp:tag_name><![CDATA[Ireland]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>irvine-valley-college</wp:tag_slug><wp:tag_name><![CDATA[Irvine Valley College]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ishango-bone</wp:tag_slug><wp:tag_name><![CDATA[Ishango bone]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>isle-of-man</wp:tag_slug><wp:tag_name><![CDATA[Isle of Man]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>iso-11620</wp:tag_slug><wp:tag_name><![CDATA[ISO 11620]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>it</wp:tag_slug><wp:tag_name><![CDATA[IT]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>it-kpis</wp:tag_slug><wp:tag_name><![CDATA[IT KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>it-performance</wp:tag_slug><wp:tag_name><![CDATA[IT Performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>it-performance-management</wp:tag_slug><wp:tag_name><![CDATA[IT performance management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>it-performance-management-maturity-model</wp:tag_slug><wp:tag_name><![CDATA[IT performance management maturity model]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>it-performance-management-research-report</wp:tag_slug><wp:tag_name><![CDATA[IT performance management research report]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>it-performance-research-study</wp:tag_slug><wp:tag_name><![CDATA[IT performance research study]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>it-performance-suite</wp:tag_slug><wp:tag_name><![CDATA[IT Performance Suite]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>it-spending</wp:tag_slug><wp:tag_name><![CDATA[IT spending]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>italcementi</wp:tag_slug><wp:tag_name><![CDATA[Italcementi]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>italcementi-spa</wp:tag_slug><wp:tag_name><![CDATA[Italcementi SpA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>italy</wp:tag_slug><wp:tag_name><![CDATA[Italy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>itmma</wp:tag_slug><wp:tag_name><![CDATA[ITMMA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>iucn</wp:tag_slug><wp:tag_name><![CDATA[iucn]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>j-d-power-associates</wp:tag_slug><wp:tag_name><![CDATA[J.D. Power &amp; Associates]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>jacki-mccartney</wp:tag_slug><wp:tag_name><![CDATA[Jacki McCartney]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>japan</wp:tag_slug><wp:tag_name><![CDATA[Japan]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>jeddah</wp:tag_slug><wp:tag_name><![CDATA[Jeddah]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>jeddah-chamber-of-commerce-and-industry</wp:tag_slug><wp:tag_name><![CDATA[Jeddah Chamber of Commerce and Industry]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>jeff-jarvis</wp:tag_slug><wp:tag_name><![CDATA[Jeff Jarvis]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>jeroen-de-flander</wp:tag_slug><wp:tag_name><![CDATA[Jeroen de Flander]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>jidoka</wp:tag_slug><wp:tag_name><![CDATA[Jidoka]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>job-satisfaction</wp:tag_slug><wp:tag_name><![CDATA[Job Satisfaction]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>johnson-matthey-company</wp:tag_slug><wp:tag_name><![CDATA[Johnson Matthey Company]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>jotun-paints-europe-limited</wp:tag_slug><wp:tag_name><![CDATA[Jotun Paints Europe Limited]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>jp-morgan</wp:tag_slug><wp:tag_name><![CDATA[JP Morgan]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>jumeirah-zaveel-saray</wp:tag_slug><wp:tag_name><![CDATA[Jumeirah Zaveel Saray]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>just-in-time</wp:tag_slug><wp:tag_name><![CDATA[Just-in-time]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>k-12</wp:tag_slug><wp:tag_name><![CDATA[K-12]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kaizen</wp:tag_slug><wp:tag_name><![CDATA[Kaizen]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kangaroos</wp:tag_slug><wp:tag_name><![CDATA[kangaroos]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kaplan</wp:tag_slug><wp:tag_name><![CDATA[Kaplan]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kaplan-norton-klinic</wp:tag_slug><wp:tag_name><![CDATA[Kaplan-Norton Klinic]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>key-drivers-for-performance</wp:tag_slug><wp:tag_name><![CDATA[Key Drivers for Performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>key-figures</wp:tag_slug><wp:tag_name><![CDATA[Key figures]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>key-measuring-tools</wp:tag_slug><wp:tag_name><![CDATA[key measuring tools]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>key-metric</wp:tag_slug><wp:tag_name><![CDATA[Key metric]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>key-national-indicators-of-well-being</wp:tag_slug><wp:tag_name><![CDATA[Key National Indicators of well being]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>key-performance-criteria</wp:tag_slug><wp:tag_name><![CDATA[Key Performance Criteria]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>key-performance-indicator</wp:tag_slug><wp:tag_name><![CDATA[Key Performance Indicator]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>key-performance-indicators</wp:tag_slug><wp:tag_name><![CDATA[Key Performance Indicators]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>key-performance-indicators-training</wp:tag_slug><wp:tag_name><![CDATA[Key Performance Indicators training]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>key-result-indicator</wp:tag_slug><wp:tag_name><![CDATA[Key Result Indicator]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>key-result-indicators</wp:tag_slug><wp:tag_name><![CDATA[Key Result Indicators]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>key-results-indicators</wp:tag_slug><wp:tag_name><![CDATA[Key Results Indicators]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>key-risk-indicators</wp:tag_slug><wp:tag_name><![CDATA[Key Risk Indicators]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>key-success-factors</wp:tag_slug><wp:tag_name><![CDATA[Key Success Factors]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>key-talent</wp:tag_slug><wp:tag_name><![CDATA[key talent]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kiwibank</wp:tag_slug><wp:tag_name><![CDATA[Kiwibank]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>klaus-schwab</wp:tag_slug><wp:tag_name><![CDATA[Klaus Schwab]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>km</wp:tag_slug><wp:tag_name><![CDATA[KM]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>knight-frank</wp:tag_slug><wp:tag_name><![CDATA[Knight Frank]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>knowledge</wp:tag_slug><wp:tag_name><![CDATA[Knowledge]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>knowledge-and-innovation</wp:tag_slug><wp:tag_name><![CDATA[Knowledge and Innovation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>knowledge-economy</wp:tag_slug><wp:tag_name><![CDATA[knowledge economy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>knowledge-integration</wp:tag_slug><wp:tag_name><![CDATA[knowledge integration]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>knowledge-management</wp:tag_slug><wp:tag_name><![CDATA[Knowledge Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>koala</wp:tag_slug><wp:tag_name><![CDATA[koala]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis</wp:tag_slug><wp:tag_name><![CDATA[KPI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-accreditaion</wp:tag_slug><wp:tag_name><![CDATA[KPI accreditaion]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-accreditation</wp:tag_slug><wp:tag_name><![CDATA[KPI accreditation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-accreditation-amman</wp:tag_slug><wp:tag_name><![CDATA[KPI accreditation Amman]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-accreditation-bangalore</wp:tag_slug><wp:tag_name><![CDATA[KPI accreditation Bangalore]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-accreditation-boston</wp:tag_slug><wp:tag_name><![CDATA[KPI accreditation Boston]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-accreditation-china</wp:tag_slug><wp:tag_name><![CDATA[KPI accreditation China]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-accreditation-india</wp:tag_slug><wp:tag_name><![CDATA[KPI accreditation India]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-accreditation-qatar</wp:tag_slug><wp:tag_name><![CDATA[KPI Accreditation Qatar]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-accreditation-saudi-arabia</wp:tag_slug><wp:tag_name><![CDATA[KPI accreditation Saudi Arabia]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-accreditation-shanghai</wp:tag_slug><wp:tag_name><![CDATA[KPI accreditation Shanghai]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-accreditation-singapore</wp:tag_slug><wp:tag_name><![CDATA[KPI accreditation Singapore]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-accreditation-usa</wp:tag_slug><wp:tag_name><![CDATA[KPI accreditation USA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-acreditation-qatar</wp:tag_slug><wp:tag_name><![CDATA[KPI Acreditation Qatar]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-amman</wp:tag_slug><wp:tag_name><![CDATA[KPI Amman]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-attributes</wp:tag_slug><wp:tag_name><![CDATA[KPI attributes]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-boston</wp:tag_slug><wp:tag_name><![CDATA[KPI Boston]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-catalogue</wp:tag_slug><wp:tag_name><![CDATA[KPI catalogue]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-certification</wp:tag_slug><wp:tag_name><![CDATA[KPI Certification]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-certification-australia</wp:tag_slug><wp:tag_name><![CDATA[KPI certification Australia]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-certification-bangalore</wp:tag_slug><wp:tag_name><![CDATA[KPI Certification Bangalore]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-certification-course-india</wp:tag_slug><wp:tag_name><![CDATA[KPI Certification Course India]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-certification-courses</wp:tag_slug><wp:tag_name><![CDATA[KPI Certification Courses]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-certification-courses-doha</wp:tag_slug><wp:tag_name><![CDATA[KPI Certification Courses Doha]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-certification-courses-qatar</wp:tag_slug><wp:tag_name><![CDATA[KPI Certification Courses Qatar]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-certification-jeddah</wp:tag_slug><wp:tag_name><![CDATA[KPI Certification Jeddah]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-certification-melbourne</wp:tag_slug><wp:tag_name><![CDATA[KPI Certification Melbourne]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-certification-saudi-arabia</wp:tag_slug><wp:tag_name><![CDATA[KPI Certification Saudi Arabia]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-chicago</wp:tag_slug><wp:tag_name><![CDATA[KPI Chicago]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-configuration</wp:tag_slug><wp:tag_name><![CDATA[KPI configuration]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-course</wp:tag_slug><wp:tag_name><![CDATA[KPI Course]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-course-chicago</wp:tag_slug><wp:tag_name><![CDATA[KPI course Chicago]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-course-doha</wp:tag_slug><wp:tag_name><![CDATA[KPI Course Doha]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-course-istanbul</wp:tag_slug><wp:tag_name><![CDATA[KPI Course Istanbul]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-course-jordan</wp:tag_slug><wp:tag_name><![CDATA[KPI Course Jordan]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-course-turkey</wp:tag_slug><wp:tag_name><![CDATA[KPI Course Turkey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-course-usa</wp:tag_slug><wp:tag_name><![CDATA[KPI course USA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-courses-china</wp:tag_slug><wp:tag_name><![CDATA[KPI courses China]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-courses-shanghai</wp:tag_slug><wp:tag_name><![CDATA[KPI courses Shanghai]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-data-analysis</wp:tag_slug><wp:tag_name><![CDATA[KPI data analysis]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-data-management</wp:tag_slug><wp:tag_name><![CDATA[KPI data management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-database</wp:tag_slug><wp:tag_name><![CDATA[KPI database]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-decision-making</wp:tag_slug><wp:tag_name><![CDATA[KPI decision making]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-documentation</wp:tag_slug><wp:tag_name><![CDATA[KPI Documentation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-documentation-form</wp:tag_slug><wp:tag_name><![CDATA[KPI documentation Form]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-doha</wp:tag_slug><wp:tag_name><![CDATA[KPI Doha]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-example</wp:tag_slug><wp:tag_name><![CDATA[KPI example]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-examples</wp:tag_slug><wp:tag_name><![CDATA[KPI examples]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-framework</wp:tag_slug><wp:tag_name><![CDATA[KPI framework]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-in-practice</wp:tag_slug><wp:tag_name><![CDATA[KPI in Practice]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-jordan</wp:tag_slug><wp:tag_name><![CDATA[KPI Jordan]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-library</wp:tag_slug><wp:tag_name><![CDATA[KPI library]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-list</wp:tag_slug><wp:tag_name><![CDATA[KPI list]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-names</wp:tag_slug><wp:tag_name><![CDATA[KPI names]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-poll</wp:tag_slug><wp:tag_name><![CDATA[KPI poll]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-professional-and-practitioner-course-turkey</wp:tag_slug><wp:tag_name><![CDATA[KPI Professional and Practitioner Course Turkey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-professional-course</wp:tag_slug><wp:tag_name><![CDATA[KPI Professional Course]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-professional-course-usa</wp:tag_slug><wp:tag_name><![CDATA[KPI Professional Course USA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-register</wp:tag_slug><wp:tag_name><![CDATA[KPI register]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-selection</wp:tag_slug><wp:tag_name><![CDATA[KPI Selection]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training</wp:tag_slug><wp:tag_name><![CDATA[KPI training]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-abu-dhabi</wp:tag_slug><wp:tag_name><![CDATA[KPI training Abu Dhabi]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-australia</wp:tag_slug><wp:tag_name><![CDATA[KPI training Australia]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-bangalore</wp:tag_slug><wp:tag_name><![CDATA[KPI training Bangalore]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-boston</wp:tag_slug><wp:tag_name><![CDATA[KPI training Boston]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-brazil</wp:tag_slug><wp:tag_name><![CDATA[KPI training Brazil]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-brussels</wp:tag_slug><wp:tag_name><![CDATA[KPI training Brussels]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-bucharest</wp:tag_slug><wp:tag_name><![CDATA[KPI training Bucharest]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-chicago</wp:tag_slug><wp:tag_name><![CDATA[KPI Training Chicago]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-china</wp:tag_slug><wp:tag_name><![CDATA[KPI Training China]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-course</wp:tag_slug><wp:tag_name><![CDATA[KPI Training Course]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-course-bangalore</wp:tag_slug><wp:tag_name><![CDATA[KPI training course Bangalore]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-course-boston</wp:tag_slug><wp:tag_name><![CDATA[KPI training course Boston]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-course-india</wp:tag_slug><wp:tag_name><![CDATA[KPI training course India]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-course-sydney</wp:tag_slug><wp:tag_name><![CDATA[KPI training course Sydney]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-course-usa</wp:tag_slug><wp:tag_name><![CDATA[KPI training course USA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-czech-republic</wp:tag_slug><wp:tag_name><![CDATA[KPI Training Czech Republic]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-doha</wp:tag_slug><wp:tag_name><![CDATA[KPI Training Doha]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-dubai</wp:tag_slug><wp:tag_name><![CDATA[KPI training Dubai]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-india</wp:tag_slug><wp:tag_name><![CDATA[KPI training India]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-istanbul</wp:tag_slug><wp:tag_name><![CDATA[KPI training Istanbul]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-jeddah</wp:tag_slug><wp:tag_name><![CDATA[KPI training Jeddah]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-johannesburg</wp:tag_slug><wp:tag_name><![CDATA[KPI training Johannesburg]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-johhanesburg</wp:tag_slug><wp:tag_name><![CDATA[KPI training Johhanesburg]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-ksa</wp:tag_slug><wp:tag_name><![CDATA[KPI training KSA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-kuala-lumpur</wp:tag_slug><wp:tag_name><![CDATA[KPI training Kuala Lumpur]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-kuwait</wp:tag_slug><wp:tag_name><![CDATA[KPI training Kuwait]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-london</wp:tag_slug><wp:tag_name><![CDATA[KPI training London]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-malaysia</wp:tag_slug><wp:tag_name><![CDATA[KPI training Malaysia]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-melbourne</wp:tag_slug><wp:tag_name><![CDATA[KPI training Melbourne]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-muscat</wp:tag_slug><wp:tag_name><![CDATA[KPI training Muscat]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-oman</wp:tag_slug><wp:tag_name><![CDATA[KPI training Oman]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-prague</wp:tag_slug><wp:tag_name><![CDATA[KPI Training Prague]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-qatar</wp:tag_slug><wp:tag_name><![CDATA[KPI Training Qatar]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-rio-de-janeiro</wp:tag_slug><wp:tag_name><![CDATA[KPI training Rio de Janeiro]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-riyadh</wp:tag_slug><wp:tag_name><![CDATA[KPI training Riyadh]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-romania</wp:tag_slug><wp:tag_name><![CDATA[KPI training Romania]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-salalah</wp:tag_slug><wp:tag_name><![CDATA[KPI training Salalah]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-sao-paulo</wp:tag_slug><wp:tag_name><![CDATA[KPI training Sao Paulo]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-saudi-arabia</wp:tag_slug><wp:tag_name><![CDATA[KPI Training Saudi Arabia]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-shanghai</wp:tag_slug><wp:tag_name><![CDATA[KPI Training Shanghai]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-singapore</wp:tag_slug><wp:tag_name><![CDATA[KPI training singapore]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-south-africa</wp:tag_slug><wp:tag_name><![CDATA[KPI training South Africa]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-sydney</wp:tag_slug><wp:tag_name><![CDATA[KPI training Sydney]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-turkey</wp:tag_slug><wp:tag_name><![CDATA[KPI training Turkey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-uae</wp:tag_slug><wp:tag_name><![CDATA[KPI training UAE]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-uk</wp:tag_slug><wp:tag_name><![CDATA[KPI training UK]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-united-arab-emirates</wp:tag_slug><wp:tag_name><![CDATA[KPI training United Arab Emirates]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-united-kingdom</wp:tag_slug><wp:tag_name><![CDATA[KPI training United Kingdom]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-us</wp:tag_slug><wp:tag_name><![CDATA[KPI training US]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-training-usa</wp:tag_slug><wp:tag_name><![CDATA[KPI Training USA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-trining-singapore</wp:tag_slug><wp:tag_name><![CDATA[KPI trining Singapore]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-usa</wp:tag_slug><wp:tag_name><![CDATA[KPI USA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpi-webinar</wp:tag_slug><wp:tag_name><![CDATA[KPI Webinar]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-baseball</wp:tag_slug><wp:tag_name><![CDATA[KPIs baseball]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-for-academia</wp:tag_slug><wp:tag_name><![CDATA[kpis for academia]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-for-bitcoins</wp:tag_slug><wp:tag_name><![CDATA[KPIs for Bitcoins]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-for-business-success</wp:tag_slug><wp:tag_name><![CDATA[KPIs for business success]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-for-call-center-scorecard</wp:tag_slug><wp:tag_name><![CDATA[KPIs for Call Center Scorecard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-for-government-administration</wp:tag_slug><wp:tag_name><![CDATA[KPIs for Government Administration]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-for-hr</wp:tag_slug><wp:tag_name><![CDATA[KPIs for HR]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-for-hr-scorecard</wp:tag_slug><wp:tag_name><![CDATA[KPIs for HR Scorecard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-for-it</wp:tag_slug><wp:tag_name><![CDATA[KPIs for IT]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-for-public-sector</wp:tag_slug><wp:tag_name><![CDATA[KPIs for public sector]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-for-railways</wp:tag_slug><wp:tag_name><![CDATA[KPIs for railways]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-for-restaurants</wp:tag_slug><wp:tag_name><![CDATA[KPIs for restaurants]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-for-sports</wp:tag_slug><wp:tag_name><![CDATA[KPIs for sports]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-for-sustainability</wp:tag_slug><wp:tag_name><![CDATA[KPIs for sustainability]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-for-twitter</wp:tag_slug><wp:tag_name><![CDATA[KPIs for Twitter]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-in-education</wp:tag_slug><wp:tag_name><![CDATA[kpis in education]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-in-fashion</wp:tag_slug><wp:tag_name><![CDATA[kpis in fashion]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-in-marketing</wp:tag_slug><wp:tag_name><![CDATA[KPIs in Marketing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-in-rugby</wp:tag_slug><wp:tag_name><![CDATA[KPIs in rugby]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-in-social-media</wp:tag_slug><wp:tag_name><![CDATA[KPIs in social media]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-medicine</wp:tag_slug><wp:tag_name><![CDATA[KPIs medicine]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-premium</wp:tag_slug><wp:tag_name><![CDATA[KPIs Premium]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-used-by-dg</wp:tag_slug><wp:tag_name><![CDATA[KPIs used by DG]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-used-by-vodafone</wp:tag_slug><wp:tag_name><![CDATA[KPIs used by Vodafone]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpis-used-in-airlines</wp:tag_slug><wp:tag_name><![CDATA[KPIs used in airlines]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kpmg</wp:tag_slug><wp:tag_name><![CDATA[KPMG]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kri</wp:tag_slug><wp:tag_name><![CDATA[KRI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ksa</wp:tag_slug><wp:tag_name><![CDATA[ksa]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kuwait</wp:tag_slug><wp:tag_name><![CDATA[Kuwait]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kuwait-institute-for-scientific-research</wp:tag_slug><wp:tag_name><![CDATA[Kuwait Institute for Scientific Research]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>kyosei</wp:tag_slug><wp:tag_name><![CDATA[Kyosei]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ld-initiatives</wp:tag_slug><wp:tag_name><![CDATA[L&amp;D Initiatives]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>labour-cost</wp:tag_slug><wp:tag_name><![CDATA[Labour cost]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>labour-productivity</wp:tag_slug><wp:tag_name><![CDATA[Labour productivity]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>lagging</wp:tag_slug><wp:tag_name><![CDATA[Lagging]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>lagging-kpis</wp:tag_slug><wp:tag_name><![CDATA[Lagging KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>lancaster-university</wp:tag_slug><wp:tag_name><![CDATA[lancaster university]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>landcorp-farming</wp:tag_slug><wp:tag_name><![CDATA[Landcorp Farming]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>landcorp-farming-balanced-scorecard</wp:tag_slug><wp:tag_name><![CDATA[Landcorp Farming balanced scorecard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>latham</wp:tag_slug><wp:tag_name><![CDATA[Latham]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>law</wp:tag_slug><wp:tag_name><![CDATA[Law]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>law-enforcement</wp:tag_slug><wp:tag_name><![CDATA[Law Enforcement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>law-firm-agenda</wp:tag_slug><wp:tag_name><![CDATA[law firm agenda]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>law-firms-performance-culture</wp:tag_slug><wp:tag_name><![CDATA[law firms performance culture]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>law-of-velocity</wp:tag_slug><wp:tag_name><![CDATA[Law of Velocity]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>lawrence-berkeley-national-laboratory</wp:tag_slug><wp:tag_name><![CDATA[Lawrence Berkeley National Laboratory]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>le-pain-quotidien</wp:tag_slug><wp:tag_name><![CDATA[Le Pain Quotidien]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>lead-generation</wp:tag_slug><wp:tag_name><![CDATA[Lead Generation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>lead-generation-channels</wp:tag_slug><wp:tag_name><![CDATA[Lead Generation Channels]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>lead-generation-tools</wp:tag_slug><wp:tag_name><![CDATA[Lead Generation Tools]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>leaders</wp:tag_slug><wp:tag_name><![CDATA[leaders]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>leaders-program</wp:tag_slug><wp:tag_name><![CDATA[leaders program]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>leadership</wp:tag_slug><wp:tag_name><![CDATA[Leadership]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>leadership-and-team-performance</wp:tag_slug><wp:tag_name><![CDATA[Leadership and Team Performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>leadership-capability</wp:tag_slug><wp:tag_name><![CDATA[Leadership Capability]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>leadership-challenge</wp:tag_slug><wp:tag_name><![CDATA[Leadership Challenge]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>leadership-competencies</wp:tag_slug><wp:tag_name><![CDATA[leadership competencies]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>leadership-effectiveness</wp:tag_slug><wp:tag_name><![CDATA[Leadership Effectiveness]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>leading</wp:tag_slug><wp:tag_name><![CDATA[Leading]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>leading-kpis</wp:tag_slug><wp:tag_name><![CDATA[Leading KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>leading-supplier</wp:tag_slug><wp:tag_name><![CDATA[leading supplier]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>lean-manufacturing</wp:tag_slug><wp:tag_name><![CDATA[Lean Manufacturing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>lean-six-sigma</wp:tag_slug><wp:tag_name><![CDATA[Lean Six Sigma]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>learning</wp:tag_slug><wp:tag_name><![CDATA[learning]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>learning-and-development</wp:tag_slug><wp:tag_name><![CDATA[learning and development]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>learning-map</wp:tag_slug><wp:tag_name><![CDATA[learning map]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>learning-strategies</wp:tag_slug><wp:tag_name><![CDATA[Learning Strategies]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>lebombo-bone</wp:tag_slug><wp:tag_name><![CDATA[Lebombo bone]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>legislation</wp:tag_slug><wp:tag_name><![CDATA[Legislation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>lenovo</wp:tag_slug><wp:tag_name><![CDATA[Lenovo]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>lets-do-it</wp:tag_slug><wp:tag_name><![CDATA[Let's do it]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>lexical-rivalry</wp:tag_slug><wp:tag_name><![CDATA[Lexical Rivalry]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>libraries</wp:tag_slug><wp:tag_name><![CDATA[libraries]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>library</wp:tag_slug><wp:tag_name><![CDATA[Library]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>library-kpis</wp:tag_slug><wp:tag_name><![CDATA[library KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>library-of-kpis</wp:tag_slug><wp:tag_name><![CDATA[Library of KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>library-performance-indicators</wp:tag_slug><wp:tag_name><![CDATA[Library performance Indicators]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>life-expectancy</wp:tag_slug><wp:tag_name><![CDATA[Life Expectancy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>life-long-learning</wp:tag_slug><wp:tag_name><![CDATA[Life Long Learning]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>lifespan</wp:tag_slug><wp:tag_name><![CDATA[lifespan]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>liker</wp:tag_slug><wp:tag_name><![CDATA[Liker]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>linkedin</wp:tag_slug><wp:tag_name><![CDATA[LinkedIn]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>lionel-messi</wp:tag_slug><wp:tag_name><![CDATA[Lionel Messi]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>littles-law</wp:tag_slug><wp:tag_name><![CDATA[Little's Law]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>liverpool-john-moores-university</wp:tag_slug><wp:tag_name><![CDATA[Liverpool John Moore’s University]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>liverpool-university</wp:tag_slug><wp:tag_name><![CDATA[Liverpool University]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>local-government</wp:tag_slug><wp:tag_name><![CDATA[local government]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>local-government-kpis</wp:tag_slug><wp:tag_name><![CDATA[Local Government KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>locke</wp:tag_slug><wp:tag_name><![CDATA[Locke]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>logistics</wp:tag_slug><wp:tag_name><![CDATA[Logistics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>logistics-performance-index</wp:tag_slug><wp:tag_name><![CDATA[Logistics Performance Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>london-business-school</wp:tag_slug><wp:tag_name><![CDATA[London Business School]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>long-term-performance</wp:tag_slug><wp:tag_name><![CDATA[Long term performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>los-angeles-unified-school-district</wp:tag_slug><wp:tag_name><![CDATA[Los Angeles Unified School District]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>lost-workdays</wp:tag_slug><wp:tag_name><![CDATA[lost workdays]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>lottery-kpis</wp:tag_slug><wp:tag_name><![CDATA[Lottery KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>lottery-performance</wp:tag_slug><wp:tag_name><![CDATA[Lottery Performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>loyalty</wp:tag_slug><wp:tag_name><![CDATA[loyalty]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>loyalty-guide</wp:tag_slug><wp:tag_name><![CDATA[Loyalty Guide]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>loyalty-kpis</wp:tag_slug><wp:tag_name><![CDATA[Loyalty KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>luca-pacioli</wp:tag_slug><wp:tag_name><![CDATA[Luca Pacioli]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>luxury</wp:tag_slug><wp:tag_name><![CDATA[Luxury]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>lvmh</wp:tag_slug><wp:tag_name><![CDATA[LVMH]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>macedonia</wp:tag_slug><wp:tag_name><![CDATA[Macedonia]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>macedonia-state-statistical-office</wp:tag_slug><wp:tag_name><![CDATA[Macedonia State Statistical Office]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>magic-quadrant</wp:tag_slug><wp:tag_name><![CDATA[Magic Quadrant]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>magic-quadrant-for-business-intelligence-and-analytics-platforms</wp:tag_slug><wp:tag_name><![CDATA[Magic Quadrant for Business Intelligence and Analytics Platforms]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>maintenance</wp:tag_slug><wp:tag_name><![CDATA[Maintenance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>malayisia-kpi-2010</wp:tag_slug><wp:tag_name><![CDATA[malayisia kpi 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>malaysia</wp:tag_slug><wp:tag_name><![CDATA[Malaysia]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mali</wp:tag_slug><wp:tag_name><![CDATA[Mali]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>management</wp:tag_slug><wp:tag_name><![CDATA[Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>management-by-objectives</wp:tag_slug><wp:tag_name><![CDATA[Management by Objectives]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>management-costs</wp:tag_slug><wp:tag_name><![CDATA[Management costs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>iq-test</wp:tag_slug><wp:tag_name><![CDATA[Management IQ test]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>management-process</wp:tag_slug><wp:tag_name><![CDATA[management process]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>management-sciences-for-health</wp:tag_slug><wp:tag_name><![CDATA[Management Sciences for Health]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>management-system</wp:tag_slug><wp:tag_name><![CDATA[management system]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>management-tool</wp:tag_slug><wp:tag_name><![CDATA[Management Tool]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>management-tools</wp:tag_slug><wp:tag_name><![CDATA[Management Tools]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>manager</wp:tag_slug><wp:tag_name><![CDATA[manager]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>manned-spaceflight</wp:tag_slug><wp:tag_name><![CDATA[manned spaceflight]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>manufacturing</wp:tag_slug><wp:tag_name><![CDATA[Manufacturing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>manufacturing-kpis</wp:tag_slug><wp:tag_name><![CDATA[Manufacturing KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>manufacturing-performance</wp:tag_slug><wp:tag_name><![CDATA[manufacturing performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mapping-tracking-marketing-supply-chain</wp:tag_slug><wp:tag_name><![CDATA[Mapping + Tracking Marketing Supply Chain]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mark-woods</wp:tag_slug><wp:tag_name><![CDATA[Mark Woods]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>market-development</wp:tag_slug><wp:tag_name><![CDATA[Market Development]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>market-grid</wp:tag_slug><wp:tag_name><![CDATA[Market Grid]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>market-penetration</wp:tag_slug><wp:tag_name><![CDATA[Market Penetration]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-kpis</wp:tag_slug><wp:tag_name><![CDATA[Marketing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-accountability</wp:tag_slug><wp:tag_name><![CDATA[Marketing Accountability]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-and-communications</wp:tag_slug><wp:tag_name><![CDATA[Marketing and Communications]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-and-the-bottom-line</wp:tag_slug><wp:tag_name><![CDATA[Marketing and the Bottom Line]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-audit</wp:tag_slug><wp:tag_name><![CDATA[Marketing Audit]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-budget</wp:tag_slug><wp:tag_name><![CDATA[marketing budget]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-budgets-2011</wp:tag_slug><wp:tag_name><![CDATA[marketing budgets 2011]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-control</wp:tag_slug><wp:tag_name><![CDATA[Marketing Control]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-dashboard</wp:tag_slug><wp:tag_name><![CDATA[Marketing Dashboard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-effectiveness</wp:tag_slug><wp:tag_name><![CDATA[marketing effectiveness]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-environment</wp:tag_slug><wp:tag_name><![CDATA[Marketing Environment]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-in-the-digital-economy</wp:tag_slug><wp:tag_name><![CDATA[Marketing in the Digital Economy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-instruments</wp:tag_slug><wp:tag_name><![CDATA[Marketing Instruments]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-metrics</wp:tag_slug><wp:tag_name><![CDATA[Marketing Metrics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-performance</wp:tag_slug><wp:tag_name><![CDATA[Marketing Performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-performance-assessment</wp:tag_slug><wp:tag_name><![CDATA[Marketing Performance Assessment]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-performance-management</wp:tag_slug><wp:tag_name><![CDATA[Marketing Performance Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-performance-measurement</wp:tag_slug><wp:tag_name><![CDATA[Marketing Performance Measurement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-research</wp:tag_slug><wp:tag_name><![CDATA[marketing research]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-roi</wp:tag_slug><wp:tag_name><![CDATA[Marketing ROI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-science-institute</wp:tag_slug><wp:tag_name><![CDATA[Marketing Science Institute]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-scorecard</wp:tag_slug><wp:tag_name><![CDATA[Marketing Scorecard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-strategy</wp:tag_slug><wp:tag_name><![CDATA[Marketing Strategy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-supply-chain</wp:tag_slug><wp:tag_name><![CDATA[Marketing Supply Chain]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-supply-chain-optimization</wp:tag_slug><wp:tag_name><![CDATA[Marketing Supply Chain Optimization]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-systems</wp:tag_slug><wp:tag_name><![CDATA[Marketing Systems]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-technology</wp:tag_slug><wp:tag_name><![CDATA[marketing technology]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marketing-waste</wp:tag_slug><wp:tag_name><![CDATA[Marketing Waste]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marks-spencer</wp:tag_slug><wp:tag_name><![CDATA[Marks &amp; Spencer]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>marks-and-spencer</wp:tag_slug><wp:tag_name><![CDATA[Marks and Spencer]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>martin-j-eppler</wp:tag_slug><wp:tag_name><![CDATA[Martin J. Eppler]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>martine-r-haas</wp:tag_slug><wp:tag_name><![CDATA[MARTINE R. HAAS]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>massachusetts-institute-of-technology</wp:tag_slug><wp:tag_name><![CDATA[Massachusetts Institute of Technology]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>master</wp:tag_slug><wp:tag_name><![CDATA[Master]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>maturity-levels</wp:tag_slug><wp:tag_name><![CDATA[maturity levels]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>maturity-model</wp:tag_slug><wp:tag_name><![CDATA[Maturity Model]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mbo</wp:tag_slug><wp:tag_name><![CDATA[MBO]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mbs</wp:tag_slug><wp:tag_name><![CDATA[MBS]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>measure-focus</wp:tag_slug><wp:tag_name><![CDATA[Measure focus]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>measure-impact-stage</wp:tag_slug><wp:tag_name><![CDATA[Measure impact stage]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>measure-relevance-level</wp:tag_slug><wp:tag_name><![CDATA[Measure relevance level]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>measure-trend</wp:tag_slug><wp:tag_name><![CDATA[Measure trend]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>measure-unit-type</wp:tag_slug><wp:tag_name><![CDATA[Measure unit type]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>measurement-type</wp:tag_slug><wp:tag_name><![CDATA[Measurement type]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>measures</wp:tag_slug><wp:tag_name><![CDATA[Measures]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>measuring-cuteness</wp:tag_slug><wp:tag_name><![CDATA[measuring cuteness]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>measuring-happyness</wp:tag_slug><wp:tag_name><![CDATA[measuring happyness]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>measuring-performance-in-restaurants</wp:tag_slug><wp:tag_name><![CDATA[measuring performance in restaurants]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>measuring-performance-in-tourism-industry</wp:tag_slug><wp:tag_name><![CDATA[measuring performance in tourism industry]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>measuring-retention</wp:tag_slug><wp:tag_name><![CDATA[measuring retention]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>measuring-tools</wp:tag_slug><wp:tag_name><![CDATA[measuring tools]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>media</wp:tag_slug><wp:tag_name><![CDATA[Media]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>media-2007-2013</wp:tag_slug><wp:tag_name><![CDATA[MEDIA (2007-2013)]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>media-programme</wp:tag_slug><wp:tag_name><![CDATA[Media Programme]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>media-universe</wp:tag_slug><wp:tag_name><![CDATA[media universe]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>medical-reserve-corps-strategy-map</wp:tag_slug><wp:tag_name><![CDATA[Medical Reserve Corps Strategy Map]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>meerkat</wp:tag_slug><wp:tag_name><![CDATA[meerkat]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>melbourne</wp:tag_slug><wp:tag_name><![CDATA[Melbourne]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>melbourne-baby-elephant</wp:tag_slug><wp:tag_name><![CDATA[Melbourne baby elephant]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>melbourne-business-school</wp:tag_slug><wp:tag_name><![CDATA[Melbourne Business School]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>melbourne-trains</wp:tag_slug><wp:tag_name><![CDATA[Melbourne trains]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mercer</wp:tag_slug><wp:tag_name><![CDATA[Mercer]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>merkle</wp:tag_slug><wp:tag_name><![CDATA[Merkle]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>metaphor-visualization</wp:tag_slug><wp:tag_name><![CDATA[Metaphor Visualization]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>metlife-mature-market-institute</wp:tag_slug><wp:tag_name><![CDATA[MetLife Mature Market Institute]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>metric</wp:tag_slug><wp:tag_name><![CDATA[Metric]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>metrics</wp:tag_slug><wp:tag_name><![CDATA[Metrics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>metro</wp:tag_slug><wp:tag_name><![CDATA[METRO]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>metro-rail</wp:tag_slug><wp:tag_name><![CDATA[Metro Rail]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>metrogis</wp:tag_slug><wp:tag_name><![CDATA[MetroGIS]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>metso</wp:tag_slug><wp:tag_name><![CDATA[Metso]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mexico</wp:tag_slug><wp:tag_name><![CDATA[Mexico]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>michael-lewis</wp:tag_slug><wp:tag_name><![CDATA[Michael Lewis]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>michael-porter</wp:tag_slug><wp:tag_name><![CDATA[Michael Porter]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>michael-schrage</wp:tag_slug><wp:tag_name><![CDATA[Michael Schrage]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>michigan</wp:tag_slug><wp:tag_name><![CDATA[Michigan]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>microfinance</wp:tag_slug><wp:tag_name><![CDATA[Microfinance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>microfinance-institutions</wp:tag_slug><wp:tag_name><![CDATA[Microfinance Institutions]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>microinsurance-summit-2010</wp:tag_slug><wp:tag_name><![CDATA[MicroInsurance Summit 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>microsoft</wp:tag_slug><wp:tag_name><![CDATA[Microsoft]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>microsoft-and-nokia</wp:tag_slug><wp:tag_name><![CDATA[microsoft and nokia]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>microsoft-excel</wp:tag_slug><wp:tag_name><![CDATA[Microsoft Excel]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>microsoft-nokia-hostile-takeover</wp:tag_slug><wp:tag_name><![CDATA[microsoft nokia hostile takeover]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>microstrategy</wp:tag_slug><wp:tag_name><![CDATA[Microstrategy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>midwest-clinicians-network</wp:tag_slug><wp:tag_name><![CDATA[Midwest Clinicians` Network]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mike-bourne</wp:tag_slug><wp:tag_name><![CDATA[Mike Bourne]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mike-ritson</wp:tag_slug><wp:tag_name><![CDATA[Mike Ritson]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>milbank-quarterly</wp:tag_slug><wp:tag_name><![CDATA[Milbank Quarterly]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mile</wp:tag_slug><wp:tag_name><![CDATA[MILE]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>milestone</wp:tag_slug><wp:tag_name><![CDATA[Milestone]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>milton-friedman</wp:tag_slug><wp:tag_name><![CDATA[Milton Friedman]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mini-ronaldinho</wp:tag_slug><wp:tag_name><![CDATA[Mini Ronaldinho]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mission</wp:tag_slug><wp:tag_name><![CDATA[Mission]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mission-guardian</wp:tag_slug><wp:tag_name><![CDATA[Mission Guardian]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mission-statement</wp:tag_slug><wp:tag_name><![CDATA[Mission Statement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mission-statements</wp:tag_slug><wp:tag_name><![CDATA[Mission Statements]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mistakes</wp:tag_slug><wp:tag_name><![CDATA[Mistakes]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mit</wp:tag_slug><wp:tag_name><![CDATA[MIT]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mit-sloan-management-review</wp:tag_slug><wp:tag_name><![CDATA[MIT Sloan Management Review]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mix</wp:tag_slug><wp:tag_name><![CDATA[MIX]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mmxi</wp:tag_slug><wp:tag_name><![CDATA[MMXI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mobile-advertising</wp:tag_slug><wp:tag_name><![CDATA[Mobile Advertising]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mobile-apps</wp:tag_slug><wp:tag_name><![CDATA[mobile apps]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mobile-internet-time</wp:tag_slug><wp:tag_name><![CDATA[mobile internet time]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mobile-market</wp:tag_slug><wp:tag_name><![CDATA[mobile market]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>moneyball</wp:tag_slug><wp:tag_name><![CDATA[moneyball]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>moneyball-the-art-of-winning-an-unfair-game</wp:tag_slug><wp:tag_name><![CDATA[Moneyball: The art of winning an unfair game]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>monitoring</wp:tag_slug><wp:tag_name><![CDATA[Monitoring]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>monitoring-performance-fitness</wp:tag_slug><wp:tag_name><![CDATA[monitoring performance fitness]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>moral-hazard</wp:tag_slug><wp:tag_name><![CDATA[Moral hazard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>morten-hansen</wp:tag_slug><wp:tag_name><![CDATA[Morten Hansen]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>morten-t-hansen</wp:tag_slug><wp:tag_name><![CDATA[MORTEN T. HANSEN]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>most-attractive-employers-2010</wp:tag_slug><wp:tag_name><![CDATA[Most attractive employers 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>motivating-employees</wp:tag_slug><wp:tag_name><![CDATA[Motivating Employees]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>motivating-high-performing-employees</wp:tag_slug><wp:tag_name><![CDATA[Motivating High Performing Employees]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>motivation</wp:tag_slug><wp:tag_name><![CDATA[Motivation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>motivator</wp:tag_slug><wp:tag_name><![CDATA[motivator]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>motorsport</wp:tag_slug><wp:tag_name><![CDATA[motorsport]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>movie</wp:tag_slug><wp:tag_name><![CDATA[Movie]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>movie-attendance</wp:tag_slug><wp:tag_name><![CDATA[movie attendance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mpat</wp:tag_slug><wp:tag_name><![CDATA[MPAT]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mqa-balanced-scorecard</wp:tag_slug><wp:tag_name><![CDATA[MQA Balanced Scorecard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>msi-research-priorities</wp:tag_slug><wp:tag_name><![CDATA[MSI research priorities]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>multimedia</wp:tag_slug><wp:tag_name><![CDATA[Multimedia]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>multitasking</wp:tag_slug><wp:tag_name><![CDATA[Multitasking]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mumbai-local-transport</wp:tag_slug><wp:tag_name><![CDATA[Mumbai local transport]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mumbai-railway-vikas-corporation-ltd</wp:tag_slug><wp:tag_name><![CDATA[Mumbai Railway Vikas Corporation Ltd]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>mumbai-urban-transport-project</wp:tag_slug><wp:tag_name><![CDATA[Mumbai Urban Transport Project]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>myspace</wp:tag_slug><wp:tag_name><![CDATA[MySpace]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>myths-about-compensation</wp:tag_slug><wp:tag_name><![CDATA[myths about compensation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>najib-tun-razak</wp:tag_slug><wp:tag_name><![CDATA[Najib Tun Razak]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>nascar</wp:tag_slug><wp:tag_name><![CDATA[Nascar]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>national-association-for-areas-of-outstanding-natural-beauty</wp:tag_slug><wp:tag_name><![CDATA[National Association for Areas of Outstanding Natural Beauty]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>national-council-on-compensation-insurance-inc</wp:tag_slug><wp:tag_name><![CDATA[National Council on Compensation Insurance Inc]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>national-geographic</wp:tag_slug><wp:tag_name><![CDATA[National Geographic]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>national-health-service</wp:tag_slug><wp:tag_name><![CDATA[National Health Service]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>national-healthcare-disparities-report-nhdr</wp:tag_slug><wp:tag_name><![CDATA[National Healthcare Disparities Report (NHDR)]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>national-healthcare-quality-report-nhqr</wp:tag_slug><wp:tag_name><![CDATA[National Healthcare Quality Report (NHQR)]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>national-healthcare-system-nhs</wp:tag_slug><wp:tag_name><![CDATA[National Healthcare System (NHS)]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>national-institute-of-correction</wp:tag_slug><wp:tag_name><![CDATA[National Institute of Correction]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>national-library</wp:tag_slug><wp:tag_name><![CDATA[National Library]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>national-performance-management-advisory-commission</wp:tag_slug><wp:tag_name><![CDATA[National Performance Management Advisory Commission]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>national-scorecard</wp:tag_slug><wp:tag_name><![CDATA[national scorecard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>national-statistics</wp:tag_slug><wp:tag_name><![CDATA[National Statistics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>nations</wp:tag_slug><wp:tag_name><![CDATA[nations]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ncci</wp:tag_slug><wp:tag_name><![CDATA[NCCI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>need-for-information</wp:tag_slug><wp:tag_name><![CDATA[need for information]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>negative-feedback</wp:tag_slug><wp:tag_name><![CDATA[Negative feedback]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>nestle</wp:tag_slug><wp:tag_name><![CDATA[Nestle]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>net-profit-rate</wp:tag_slug><wp:tag_name><![CDATA[Net profit rate]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>net-promoter-score</wp:tag_slug><wp:tag_name><![CDATA[Net Promoter Score]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>netherlands</wp:tag_slug><wp:tag_name><![CDATA[Netherlands]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>netplay-tv-q4-q4-trading-update</wp:tag_slug><wp:tag_name><![CDATA[NetPlay TV Q4 Q4 Trading Update]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>network-for-earthquake-engineering-simulation</wp:tag_slug><wp:tag_name><![CDATA[Network for Earthquake Engineering Simulation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>new-south-wales</wp:tag_slug><wp:tag_name><![CDATA[New South Wales]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>new-york</wp:tag_slug><wp:tag_name><![CDATA[New York]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>new-york-city</wp:tag_slug><wp:tag_name><![CDATA[New York City]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>new-zealand</wp:tag_slug><wp:tag_name><![CDATA[New Zealand]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>newspaper-advertising</wp:tag_slug><wp:tag_name><![CDATA[Newspaper Advertising]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>newspaper-management</wp:tag_slug><wp:tag_name><![CDATA[Newspaper management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>newspaper-market</wp:tag_slug><wp:tag_name><![CDATA[Newspaper market]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>newspaper-national-network-lp</wp:tag_slug><wp:tag_name><![CDATA[Newspaper National Network LP]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>newspaper-readership</wp:tag_slug><wp:tag_name><![CDATA[Newspaper readership]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ngo</wp:tag_slug><wp:tag_name><![CDATA[NGO]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>nielsen</wp:tag_slug><wp:tag_name><![CDATA[Nielsen]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>nielsen-company</wp:tag_slug><wp:tag_name><![CDATA[Nielsen Company]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>nielsen-report</wp:tag_slug><wp:tag_name><![CDATA[Nielsen report]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>nigel-f-piercy</wp:tag_slug><wp:tag_name><![CDATA[Nigel F. Piercy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>nigel-piercy</wp:tag_slug><wp:tag_name><![CDATA[Nigel Piercy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>nissan-qashqai</wp:tag_slug><wp:tag_name><![CDATA[Nissan Qashqai]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>nokia</wp:tag_slug><wp:tag_name><![CDATA[Nokia]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>non-governmental</wp:tag_slug><wp:tag_name><![CDATA[Non-Governmental]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>non-profit</wp:tag_slug><wp:tag_name><![CDATA[Non-Profit]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>nonprofit-organizations</wp:tag_slug><wp:tag_name><![CDATA[nonprofit organizations]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>noogler</wp:tag_slug><wp:tag_name><![CDATA[Noogler]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>north-carolina-community-colleges</wp:tag_slug><wp:tag_name><![CDATA[North Carolina Community Colleges]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>northwestern-michigan-college</wp:tag_slug><wp:tag_name><![CDATA[Northwestern Michigan College]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>norton</wp:tag_slug><wp:tag_name><![CDATA[Norton]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>nottingham-university-business-school</wp:tag_slug><wp:tag_name><![CDATA[Nottingham University Business School]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>nova-scotia-power</wp:tag_slug><wp:tag_name><![CDATA[Nova Scotia Power]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>nps</wp:tag_slug><wp:tag_name><![CDATA[NPS]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>nps-calculation</wp:tag_slug><wp:tag_name><![CDATA[NPS calculation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>nuclear-regulatory-commission</wp:tag_slug><wp:tag_name><![CDATA[Nuclear Regulatory Commission]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>number-of-apps</wp:tag_slug><wp:tag_name><![CDATA[number of apps]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>nwc</wp:tag_slug><wp:tag_name><![CDATA[NWC]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>objective</wp:tag_slug><wp:tag_name><![CDATA[Objective]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>objectives</wp:tag_slug><wp:tag_name><![CDATA[Objectives]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>objectives-set-by-law-firms</wp:tag_slug><wp:tag_name><![CDATA[objectives set by law firms]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>oecd-report</wp:tag_slug><wp:tag_name><![CDATA[OECD report]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>office-depot</wp:tag_slug><wp:tag_name><![CDATA[Office Depot]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>office-of-disease-prevention-and-health-promotion</wp:tag_slug><wp:tag_name><![CDATA[Office of Disease Prevention and Health Promotion]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>office-of-e-government-and-information-technology</wp:tag_slug><wp:tag_name><![CDATA[Office of E-Government and Information Technology]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>office-of-national-statistics-labour-force</wp:tag_slug><wp:tag_name><![CDATA[Office of National Statistics’ Labour Force]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>office-of-strategy-management</wp:tag_slug><wp:tag_name><![CDATA[Office of Strategy Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>offshore-division</wp:tag_slug><wp:tag_name><![CDATA[Offshore Division]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ogc-value-criteria</wp:tag_slug><wp:tag_name><![CDATA[OGC Value Criteria]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>oil-gas-industry</wp:tag_slug><wp:tag_name><![CDATA[oil &amp; gas industry]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>oil-gas-kpis</wp:tag_slug><wp:tag_name><![CDATA[Oil &amp; Gas KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>oil-and-gas</wp:tag_slug><wp:tag_name><![CDATA[Oil and Gas]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>oil-prices</wp:tag_slug><wp:tag_name><![CDATA[oil prices]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>olympic-games</wp:tag_slug><wp:tag_name><![CDATA[Olympic Games]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>on-time</wp:tag_slug><wp:tag_name><![CDATA[On time]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>on-time-delivery</wp:tag_slug><wp:tag_name><![CDATA[On-time delivery]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>on-time-performance</wp:tag_slug><wp:tag_name><![CDATA[On-Time Performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>on-time-service</wp:tag_slug><wp:tag_name><![CDATA[on-time service]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>one-piece-flow</wp:tag_slug><wp:tag_name><![CDATA[One-piece-flow]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>online</wp:tag_slug><wp:tag_name><![CDATA[online]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>online-advertising</wp:tag_slug><wp:tag_name><![CDATA[Online advertising]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>online-indicators</wp:tag_slug><wp:tag_name><![CDATA[online indicators]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>online-news</wp:tag_slug><wp:tag_name><![CDATA[Online news]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>online-presence</wp:tag_slug><wp:tag_name><![CDATA[online presence]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>online-presence-ecommerce</wp:tag_slug><wp:tag_name><![CDATA[Online Presence - eCommerce]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>online-sharing</wp:tag_slug><wp:tag_name><![CDATA[online sharing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>online-shopping</wp:tag_slug><wp:tag_name><![CDATA[online shopping]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>online-video</wp:tag_slug><wp:tag_name><![CDATA[Online video]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ontario-government</wp:tag_slug><wp:tag_name><![CDATA[Ontario Government]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>open-data</wp:tag_slug><wp:tag_name><![CDATA[open data]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>operational-balanced-scorecard</wp:tag_slug><wp:tag_name><![CDATA[operational balanced scorecard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>operational-excellence</wp:tag_slug><wp:tag_name><![CDATA[operational excellence]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>operational-performance</wp:tag_slug><wp:tag_name><![CDATA[Operational performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>operational-performance-visibility</wp:tag_slug><wp:tag_name><![CDATA[Operational Performance Visibility]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>operational-performance-visibility-improving-decision-timeliness-and-accuracy</wp:tag_slug><wp:tag_name><![CDATA[Operational Performance Visibility: Improving Decision Timeliness and Accuracy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>operational-performnce</wp:tag_slug><wp:tag_name><![CDATA[operational performnce]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>operations-performance-management</wp:tag_slug><wp:tag_name><![CDATA[Operations Performance Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>optus</wp:tag_slug><wp:tag_name><![CDATA[Optus]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>optus-social-media-index</wp:tag_slug><wp:tag_name><![CDATA[Optus Social Media Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>oracle</wp:tag_slug><wp:tag_name><![CDATA[Oracle]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>orange</wp:tag_slug><wp:tag_name><![CDATA[Orange]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>oregon-employment-department</wp:tag_slug><wp:tag_name><![CDATA[Oregon Employment Department]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>organisation-cost</wp:tag_slug><wp:tag_name><![CDATA[Organisation cost]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>organisation-efficiency-and-effectiveness</wp:tag_slug><wp:tag_name><![CDATA[Organisation efficiency and effectiveness]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>organisation-for-economic-co-operation-and-development</wp:tag_slug><wp:tag_name><![CDATA[Organisation for Economic Co-operation and Development]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>organisation-for-economic-co-operation-and-development-oecd</wp:tag_slug><wp:tag_name><![CDATA[Organisation for Economic Co-operation and Development (OECD)]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>organisational</wp:tag_slug><wp:tag_name><![CDATA[Organisational]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>organisational-performance-2</wp:tag_slug><wp:tag_name><![CDATA[Organisational Performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>organizational-alignment</wp:tag_slug><wp:tag_name><![CDATA[organizational alignment]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>organizational-culture</wp:tag_slug><wp:tag_name><![CDATA[Organizational Culture]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>organizational-knowledge</wp:tag_slug><wp:tag_name><![CDATA[organizational knowledge]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>organizational-performance</wp:tag_slug><wp:tag_name><![CDATA[organizational performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>orlando</wp:tag_slug><wp:tag_name><![CDATA[Orlando]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>oscar</wp:tag_slug><wp:tag_name><![CDATA[Oscar]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>oscar-awards</wp:tag_slug><wp:tag_name><![CDATA[Oscar Awards]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>oscar-winners</wp:tag_slug><wp:tag_name><![CDATA[Oscar Winners]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>outcomes</wp:tag_slug><wp:tag_name><![CDATA[outcomes]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>outputs</wp:tag_slug><wp:tag_name><![CDATA[outputs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>overutilization</wp:tag_slug><wp:tag_name><![CDATA[overutilization]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>oxford</wp:tag_slug><wp:tag_name><![CDATA[Oxford]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pg</wp:tag_slug><wp:tag_name><![CDATA[P&amp;G]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pe-ratio</wp:tag_slug><wp:tag_name><![CDATA[P/E ratio]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pacific-blue</wp:tag_slug><wp:tag_name><![CDATA[Pacific Blue]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>packaging</wp:tag_slug><wp:tag_name><![CDATA[Packaging]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>page-load-time</wp:tag_slug><wp:tag_name><![CDATA[page load time]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>palladium</wp:tag_slug><wp:tag_name><![CDATA[Palladium]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>panasonic</wp:tag_slug><wp:tag_name><![CDATA[Panasonic]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>paper-reduction</wp:tag_slug><wp:tag_name><![CDATA[Paper reduction]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>par</wp:tag_slug><wp:tag_name><![CDATA[PAR]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>parcelforce-worldwide</wp:tag_slug><wp:tag_name><![CDATA[Parcelforce Worldwide]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>partnership</wp:tag_slug><wp:tag_name><![CDATA[Partnership]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>patient-records</wp:tag_slug><wp:tag_name><![CDATA[Patient Records]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>patient-satisfaction</wp:tag_slug><wp:tag_name><![CDATA[patient satisfaction]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>patient-satisfaction-in-healthcare</wp:tag_slug><wp:tag_name><![CDATA[patient satisfaction in healthcare]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>paul</wp:tag_slug><wp:tag_name><![CDATA[PAUL]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>paul-moody</wp:tag_slug><wp:tag_name><![CDATA[Paul Moody]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>paul-niven</wp:tag_slug><wp:tag_name><![CDATA[Paul Niven]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pay-for-performance</wp:tag_slug><wp:tag_name><![CDATA[pay for performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pdca</wp:tag_slug><wp:tag_name><![CDATA[PDCA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pdsa</wp:tag_slug><wp:tag_name><![CDATA[PDSA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>penalty-analysis</wp:tag_slug><wp:tag_name><![CDATA[penalty analysis]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pennsylvania</wp:tag_slug><wp:tag_name><![CDATA[Pennsylvania]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pennsylvania-commission-on-crime-and-delinquency</wp:tag_slug><wp:tag_name><![CDATA[Pennsylvania Commission on Crime and Delinquency]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pennsylvania-department-of-health</wp:tag_slug><wp:tag_name><![CDATA[Pennsylvania Department of Health]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>people-first-performance-now</wp:tag_slug><wp:tag_name><![CDATA[people first performance now]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>perceptual-maps</wp:tag_slug><wp:tag_name><![CDATA[Perceptual Maps]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>perforance-management-in-uk</wp:tag_slug><wp:tag_name><![CDATA[Perforance Management in UK]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performanc-management</wp:tag_slug><wp:tag_name><![CDATA[Performanc Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance</wp:tag_slug><wp:tag_name><![CDATA[performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-appraisal</wp:tag_slug><wp:tag_name><![CDATA[Performance appraisal]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-appraisal-system</wp:tag_slug><wp:tag_name><![CDATA[Performance Appraisal System]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-appraisal-systems</wp:tag_slug><wp:tag_name><![CDATA[Performance Appraisal Systems]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-architect-update</wp:tag_slug><wp:tag_name><![CDATA[Performance Architect Update]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-architecture</wp:tag_slug><wp:tag_name><![CDATA[performance architecture]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-assesment</wp:tag_slug><wp:tag_name><![CDATA[Performance assesment]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-assessment</wp:tag_slug><wp:tag_name><![CDATA[performance assessment]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-coversations</wp:tag_slug><wp:tag_name><![CDATA[performance coversations]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-culture</wp:tag_slug><wp:tag_name><![CDATA[Performance Culture]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-dashboard</wp:tag_slug><wp:tag_name><![CDATA[performance dashboard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-dashboards</wp:tag_slug><wp:tag_name><![CDATA[Performance Dashboards]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-expo</wp:tag_slug><wp:tag_name><![CDATA[Performance Expo]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-expo-survey</wp:tag_slug><wp:tag_name><![CDATA[Performance Expo Survey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-improvement</wp:tag_slug><wp:tag_name><![CDATA[performance improvement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-improvement-portal</wp:tag_slug><wp:tag_name><![CDATA[Performance Improvement Portal]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-in-bitcoin-mining</wp:tag_slug><wp:tag_name><![CDATA[performance in Bitcoin mining]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-in-prisons</wp:tag_slug><wp:tag_name><![CDATA[performance in prisons]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-indicator</wp:tag_slug><wp:tag_name><![CDATA[Performance Indicator]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-indicators</wp:tag_slug><wp:tag_name><![CDATA[Performance indicators]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-inprovements</wp:tag_slug><wp:tag_name><![CDATA[performance inprovements]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management</wp:tag_slug><wp:tag_name><![CDATA[Performance Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-and-sport</wp:tag_slug><wp:tag_name><![CDATA[Performance management and sport]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-and-sport-federations</wp:tag_slug><wp:tag_name><![CDATA[Performance management and sport federations]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-and-visa-restrictions</wp:tag_slug><wp:tag_name><![CDATA[Performance management and visa restrictions]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-architecture-system</wp:tag_slug><wp:tag_name><![CDATA[Performance Management Architecture]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-association</wp:tag_slug><wp:tag_name><![CDATA[Performance Management Association]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-at-apple</wp:tag_slug><wp:tag_name><![CDATA[performance management at Apple]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-at-google</wp:tag_slug><wp:tag_name><![CDATA[performance management at Google]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-at-statoil</wp:tag_slug><wp:tag_name><![CDATA[performance management at Statoil]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-etihad</wp:tag_slug><wp:tag_name><![CDATA[performance management Etihad]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-events</wp:tag_slug><wp:tag_name><![CDATA[Performance Management events]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-for-smes</wp:tag_slug><wp:tag_name><![CDATA[Performance Management for SMEs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-framework</wp:tag_slug><wp:tag_name><![CDATA[Performance Management Framework]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-in-2012</wp:tag_slug><wp:tag_name><![CDATA[Performance Management in 2012]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-in-2013</wp:tag_slug><wp:tag_name><![CDATA[Performance Management in 2013]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-in-bitcoin-mining</wp:tag_slug><wp:tag_name><![CDATA[performance management in Bitcoin mining]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-in-f1</wp:tag_slug><wp:tag_name><![CDATA[performance management in F1]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-in-great-britain</wp:tag_slug><wp:tag_name><![CDATA[Performance Management in Great Britain]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-in-healthcare</wp:tag_slug><wp:tag_name><![CDATA[performance management in healthcare]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-in-law-firms</wp:tag_slug><wp:tag_name><![CDATA[performance management in law firms]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-in-practice</wp:tag_slug><wp:tag_name><![CDATA[performance management in practice]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-in-public-sector</wp:tag_slug><wp:tag_name><![CDATA[Performance Management in Public Sector]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-in-the-south-african-public-service-system</wp:tag_slug><wp:tag_name><![CDATA[Performance Management in the South African Public Service System]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-in-usa</wp:tag_slug><wp:tag_name><![CDATA[Performance Management in USA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-jobs</wp:tag_slug><wp:tag_name><![CDATA[Performance Management Jobs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-maturity-model</wp:tag_slug><wp:tag_name><![CDATA[Performance Management Maturity Model]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-microsoft-and-nokia</wp:tag_slug><wp:tag_name><![CDATA[performance management microsoft and nokia]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-processes</wp:tag_slug><wp:tag_name><![CDATA[Performance Management Processes]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-public-service</wp:tag_slug><wp:tag_name><![CDATA[Performance Management Public Service]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-reports</wp:tag_slug><wp:tag_name><![CDATA[Performance Management reports]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-society-of-actuaries</wp:tag_slug><wp:tag_name><![CDATA[Performance Management Society of Actuaries]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-state-of-the-art</wp:tag_slug><wp:tag_name><![CDATA[Performance Management State of the Art]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-system</wp:tag_slug><wp:tag_name><![CDATA[Performance Management System]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-systems</wp:tag_slug><wp:tag_name><![CDATA[Performance Management Systems]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-taxonomy</wp:tag_slug><wp:tag_name><![CDATA[Performance Management Taxonomy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-theory</wp:tag_slug><wp:tag_name><![CDATA[Performance Management Theory]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-to-improve-customer-service</wp:tag_slug><wp:tag_name><![CDATA[performance management to improve customer service]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-management-trends</wp:tag_slug><wp:tag_name><![CDATA[performance management trends]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-manager</wp:tag_slug><wp:tag_name><![CDATA[Performance Manager]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-mangement</wp:tag_slug><wp:tag_name><![CDATA[Performance Mangement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-measure</wp:tag_slug><wp:tag_name><![CDATA[Performance Measure]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-measurement</wp:tag_slug><wp:tag_name><![CDATA[Performance Measurement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-measurement-kpis-for-hr</wp:tag_slug><wp:tag_name><![CDATA[Performance Measurement &amp; KPIs for HR]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-measurement-events</wp:tag_slug><wp:tag_name><![CDATA[Performance Measurement Events]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-measurement-fitness-industry</wp:tag_slug><wp:tag_name><![CDATA[performance measurement fitness industry]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-measurement-in-corporate-real-estate</wp:tag_slug><wp:tag_name><![CDATA[performance measurement in corporate real estate]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-measurement-in-government-institutions</wp:tag_slug><wp:tag_name><![CDATA[Performance Measurement in Government Institutions]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-measurement-in-rd</wp:tag_slug><wp:tag_name><![CDATA[performance measurement in R&amp;D]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-measurement-in-sport</wp:tag_slug><wp:tag_name><![CDATA[performance measurement in sport]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-measurement-in-the-shoe-industry</wp:tag_slug><wp:tag_name><![CDATA[performance measurement in the shoe industry]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-measurement-in-trail-running</wp:tag_slug><wp:tag_name><![CDATA[performance measurement in trail running]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-measurement-maturity-model</wp:tag_slug><wp:tag_name><![CDATA[Performance Measurement Maturity Model]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-measurement-report</wp:tag_slug><wp:tag_name><![CDATA[Performance Measurement report]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-measurement-systems</wp:tag_slug><wp:tag_name><![CDATA[Performance Measurement Systems]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-measurement-taxonomy</wp:tag_slug><wp:tag_name><![CDATA[Performance Measurement taxonomy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-measurements</wp:tag_slug><wp:tag_name><![CDATA[performance measurements]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-measures</wp:tag_slug><wp:tag_name><![CDATA[Performance Measures]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-monitoring</wp:tag_slug><wp:tag_name><![CDATA[performance monitoring]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-oriented-culture</wp:tag_slug><wp:tag_name><![CDATA[Performance oriented culture]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-pay</wp:tag_slug><wp:tag_name><![CDATA[Performance Pay]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-plan</wp:tag_slug><wp:tag_name><![CDATA[performance plan]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-prism</wp:tag_slug><wp:tag_name><![CDATA[Performance Prism]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-related-pay-schemes-in-the-british-public-service</wp:tag_slug><wp:tag_name><![CDATA[Performance Related Pay Schemes in the British Public Service]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-reporting</wp:tag_slug><wp:tag_name><![CDATA[performance reporting]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-reporting-catalog</wp:tag_slug><wp:tag_name><![CDATA[Performance Reporting catalog]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-reporting-process</wp:tag_slug><wp:tag_name><![CDATA[performance reporting process]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-review</wp:tag_slug><wp:tag_name><![CDATA[Performance review]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-reviews</wp:tag_slug><wp:tag_name><![CDATA[performance reviews]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-work-statement</wp:tag_slug><wp:tag_name><![CDATA[Performance Work Statement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-based-bonus</wp:tag_slug><wp:tag_name><![CDATA[Performance-based bonus]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-based-remuneration</wp:tag_slug><wp:tag_name><![CDATA[performance-based remuneration]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performance-related-pay</wp:tag_slug><wp:tag_name><![CDATA[performance-related pay]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>performane-management</wp:tag_slug><wp:tag_name><![CDATA[Performane Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>perfromance-management-and-measurement-for-customer-service</wp:tag_slug><wp:tag_name><![CDATA[perfromance management and measurement for customer service]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>permanent-placements</wp:tag_slug><wp:tag_name><![CDATA[permanent placements]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>perormance-management</wp:tag_slug><wp:tag_name><![CDATA[Perormance Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>personal-care</wp:tag_slug><wp:tag_name><![CDATA[Personal Care]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>personal-initiative</wp:tag_slug><wp:tag_name><![CDATA[Personal initiative]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>personal-performance</wp:tag_slug><wp:tag_name><![CDATA[Personal performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>perspectives</wp:tag_slug><wp:tag_name><![CDATA[Perspectives]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>peru</wp:tag_slug><wp:tag_name><![CDATA[Peru]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pest-analysis</wp:tag_slug><wp:tag_name><![CDATA[PEST Analysis]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>peter-brabeck-letmathe</wp:tag_slug><wp:tag_name><![CDATA[Peter Brabeck-Letmathe]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>peter-drucker</wp:tag_slug><wp:tag_name><![CDATA[Peter Drucker]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>peter-drucker-challenge</wp:tag_slug><wp:tag_name><![CDATA[Peter Drucker Challenge]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>peter-drucker-forum-2010</wp:tag_slug><wp:tag_name><![CDATA[Peter Drucker Forum 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>petrol-prices</wp:tag_slug><wp:tag_name><![CDATA[petrol prices]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>phd</wp:tag_slug><wp:tag_name><![CDATA[PhD]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>philip-kotler</wp:tag_slug><wp:tag_name><![CDATA[Philip Kotler]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>philip-kotler-marketing-management</wp:tag_slug><wp:tag_name><![CDATA[Philip Kotler Marketing Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>philippines</wp:tag_slug><wp:tag_name><![CDATA[Philippines]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>philips</wp:tag_slug><wp:tag_name><![CDATA[Philips]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>philosophy</wp:tag_slug><wp:tag_name><![CDATA[Philosophy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pi</wp:tag_slug><wp:tag_name><![CDATA[PI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pitfalls</wp:tag_slug><wp:tag_name><![CDATA[pitfalls]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>plan</wp:tag_slug><wp:tag_name><![CDATA[Plan]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>plan-do-check-act</wp:tag_slug><wp:tag_name><![CDATA[Plan-Do-Check-Act]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>plan-do-study-act</wp:tag_slug><wp:tag_name><![CDATA[Plan-Do-Study-Act]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>plans-and-priorities</wp:tag_slug><wp:tag_name><![CDATA[Plans and Priorities]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>player-performance</wp:tag_slug><wp:tag_name><![CDATA[Player Performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>playoffs</wp:tag_slug><wp:tag_name><![CDATA[playoffs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pma-2012</wp:tag_slug><wp:tag_name><![CDATA[PMA 2012]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pma-2012-conference</wp:tag_slug><wp:tag_name><![CDATA[PMA 2012 Conference]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pma-2014-aarhus</wp:tag_slug><wp:tag_name><![CDATA[PMA 2014 Aarhus]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pma-conference</wp:tag_slug><wp:tag_name><![CDATA[PMA Conference]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pma-symposium</wp:tag_slug><wp:tag_name><![CDATA[PMA Symposium]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pmmm</wp:tag_slug><wp:tag_name><![CDATA[PMMM]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pms</wp:tag_slug><wp:tag_name><![CDATA[PMS]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>podcast</wp:tag_slug><wp:tag_name><![CDATA[Podcast]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pogo</wp:tag_slug><wp:tag_name><![CDATA[Pogo]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pogomix-net</wp:tag_slug><wp:tag_name><![CDATA[pogomix.net]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>poland</wp:tag_slug><wp:tag_name><![CDATA[Poland]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>police</wp:tag_slug><wp:tag_name><![CDATA[police]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>populaton-growth</wp:tag_slug><wp:tag_name><![CDATA[Populaton growth]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>port-competitiveness</wp:tag_slug><wp:tag_name><![CDATA[Port competitiveness]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>port-of-rotterdam-authority</wp:tag_slug><wp:tag_name><![CDATA[Port of Rotterdam Authority]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>port-performance</wp:tag_slug><wp:tag_name><![CDATA[port performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>portfolio</wp:tag_slug><wp:tag_name><![CDATA[Portfolio and Project Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>portfolio-at-risk</wp:tag_slug><wp:tag_name><![CDATA[Portfolio at Risk]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>portugal</wp:tag_slug><wp:tag_name><![CDATA[Portugal]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>positioning-maps</wp:tag_slug><wp:tag_name><![CDATA[Positioning Maps]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>positive-aspects-of-extreme-goals</wp:tag_slug><wp:tag_name><![CDATA[positive aspects of extreme goals]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>post-training-survey</wp:tag_slug><wp:tag_name><![CDATA[post-training survey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>postal-courier-services</wp:tag_slug><wp:tag_name><![CDATA[Postal &amp; Courier Services]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>postal-and-courier-services</wp:tag_slug><wp:tag_name><![CDATA[Postal and Courier Services]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>potential-net-migration-index</wp:tag_slug><wp:tag_name><![CDATA[Potential Net Migration Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>practice</wp:tag_slug><wp:tag_name><![CDATA[practice]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pre-buil-dashboards</wp:tag_slug><wp:tag_name><![CDATA[pre-buil Dashboards]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>predictive-analytics</wp:tag_slug><wp:tag_name><![CDATA[Predictive Analytics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>premium-kpi</wp:tag_slug><wp:tag_name><![CDATA[Premium KPI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>premium-section</wp:tag_slug><wp:tag_name><![CDATA[Premium Section]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>press-releases</wp:tag_slug><wp:tag_name><![CDATA[press releases]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>preventable-risks</wp:tag_slug><wp:tag_name><![CDATA[preventable risks]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pricewaterhousecoopers</wp:tag_slug><wp:tag_name><![CDATA[PricewaterhouseCoopers]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pricing</wp:tag_slug><wp:tag_name><![CDATA[Pricing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>primary-colors</wp:tag_slug><wp:tag_name><![CDATA[primary colors]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>principal-agent</wp:tag_slug><wp:tag_name><![CDATA[principal agent]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>principal-agent-problem</wp:tag_slug><wp:tag_name><![CDATA[Principal-Agent Problem]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>priorities</wp:tag_slug><wp:tag_name><![CDATA[priorities]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>prioritising-initiatives</wp:tag_slug><wp:tag_name><![CDATA[Prioritising initiatives]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>prison-kpis</wp:tag_slug><wp:tag_name><![CDATA[Prison KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>prison-performance-management</wp:tag_slug><wp:tag_name><![CDATA[prison performance management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>private-sector</wp:tag_slug><wp:tag_name><![CDATA[Private sector]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>process</wp:tag_slug><wp:tag_name><![CDATA[Process]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>process-and-outcome-measures</wp:tag_slug><wp:tag_name><![CDATA[Process and outcome measures]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>process-improvement</wp:tag_slug><wp:tag_name><![CDATA[process improvement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>process-management</wp:tag_slug><wp:tag_name><![CDATA[Process Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>process-mapping</wp:tag_slug><wp:tag_name><![CDATA[Process Mapping]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>processes-optimised</wp:tag_slug><wp:tag_name><![CDATA[Processes optimised]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>procter-gamble</wp:tag_slug><wp:tag_name><![CDATA[Procter &amp; Gamble]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>procurement</wp:tag_slug><wp:tag_name><![CDATA[Procurement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>procurement-dashboard</wp:tag_slug><wp:tag_name><![CDATA[procurement dashboard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>product-market-grid</wp:tag_slug><wp:tag_name><![CDATA[Product / Market Grid]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>product-development</wp:tag_slug><wp:tag_name><![CDATA[Product Development]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>production</wp:tag_slug><wp:tag_name><![CDATA[Production]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>production-cycle-efficiency</wp:tag_slug><wp:tag_name><![CDATA[production cycle efficiency]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>professional-services</wp:tag_slug><wp:tag_name><![CDATA[Professional Services]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>professional-services-kpis</wp:tag_slug><wp:tag_name><![CDATA[Professional Services KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>professional-services-performance</wp:tag_slug><wp:tag_name><![CDATA[Professional Services Performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>profitability</wp:tag_slug><wp:tag_name><![CDATA[profitability]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>profitable-customers</wp:tag_slug><wp:tag_name><![CDATA[Profitable customers]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>projects-on-budget</wp:tag_slug><wp:tag_name><![CDATA[Projects on budget]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>promoters</wp:tag_slug><wp:tag_name><![CDATA[Promoters]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>property</wp:tag_slug><wp:tag_name><![CDATA[Property]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>property-management</wp:tag_slug><wp:tag_name><![CDATA[Property management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>property-management-kpis</wp:tag_slug><wp:tag_name><![CDATA[Property Management KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>property-performance-aurel-brudan</wp:tag_slug><wp:tag_name><![CDATA[Property Performance Aurel Brudan]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>protection-of-property-right</wp:tag_slug><wp:tag_name><![CDATA[Protection of property right]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>psychology-of-color</wp:tag_slug><wp:tag_name><![CDATA[psychology of color]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>psychometric-assessment</wp:tag_slug><wp:tag_name><![CDATA[psychometric assessment]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>public-administration</wp:tag_slug><wp:tag_name><![CDATA[Public administration]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>public-administration-dashboard</wp:tag_slug><wp:tag_name><![CDATA[public administration dashboard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>public-administration-kpis</wp:tag_slug><wp:tag_name><![CDATA[public administration KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>public-administration-scorecard</wp:tag_slug><wp:tag_name><![CDATA[Public administration scorecard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>public-hospitals</wp:tag_slug><wp:tag_name><![CDATA[public hospitals]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>public-policy</wp:tag_slug><wp:tag_name><![CDATA[Public Policy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>public-sector</wp:tag_slug><wp:tag_name><![CDATA[Public sector]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>public-services</wp:tag_slug><wp:tag_name><![CDATA[public services]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>public-transport</wp:tag_slug><wp:tag_name><![CDATA[public transport]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>publication</wp:tag_slug><wp:tag_name><![CDATA[Publication]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>publishing</wp:tag_slug><wp:tag_name><![CDATA[Publishing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>publishing-indicators</wp:tag_slug><wp:tag_name><![CDATA[Publishing indicators]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>publishing-kpis</wp:tag_slug><wp:tag_name><![CDATA[Publishing KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>purchasing-coordinator</wp:tag_slug><wp:tag_name><![CDATA[Purchasing Coordinator]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>purposeful-identity</wp:tag_slug><wp:tag_name><![CDATA[purposeful identity]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pwc</wp:tag_slug><wp:tag_name><![CDATA[PwC]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pws</wp:tag_slug><wp:tag_name><![CDATA[PWS]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>pyramid-theory</wp:tag_slug><wp:tag_name><![CDATA[Pyramid Theory]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>q4-2010</wp:tag_slug><wp:tag_name><![CDATA[Q4 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>qantas</wp:tag_slug><wp:tag_name><![CDATA[Qantas]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>qatar</wp:tag_slug><wp:tag_name><![CDATA[Qatar]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>qatar-airways</wp:tag_slug><wp:tag_name><![CDATA[Qatar Airways]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>qatar-airways-surveys</wp:tag_slug><wp:tag_name><![CDATA[Qatar Airways surveys]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>qatar-football-association</wp:tag_slug><wp:tag_name><![CDATA[Qatar Football Association]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>qatar-fuel-additives-company</wp:tag_slug><wp:tag_name><![CDATA[Qatar Fuel Additives Company]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>qquip</wp:tag_slug><wp:tag_name><![CDATA[QQUIP]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>quad-maps</wp:tag_slug><wp:tag_name><![CDATA[quad maps]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>qualitest</wp:tag_slug><wp:tag_name><![CDATA[QUALITEST]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>quality</wp:tag_slug><wp:tag_name><![CDATA[Quality]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>quality-assessment</wp:tag_slug><wp:tag_name><![CDATA[quality assessment]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>quality-dimensions</wp:tag_slug><wp:tag_name><![CDATA[Quality dimensions]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>quality-improvement</wp:tag_slug><wp:tag_name><![CDATA[Quality Improvement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>quality-of-life</wp:tag_slug><wp:tag_name><![CDATA[Quality of Life]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>quality-of-life-ranking</wp:tag_slug><wp:tag_name><![CDATA[Quality of Life Ranking]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>quality-performance-in-tourism</wp:tag_slug><wp:tag_name><![CDATA[quality performance in tourism]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>queensland</wp:tag_slug><wp:tag_name><![CDATA[Queensland]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>quest-for-quality-and-improved-performance</wp:tag_slug><wp:tag_name><![CDATA[Quest for Quality and Improved Performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>rd</wp:tag_slug><wp:tag_name><![CDATA[R&amp;D]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>rd-expenditure</wp:tag_slug><wp:tag_name><![CDATA[R&amp;D Expenditure]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>rd-investment</wp:tag_slug><wp:tag_name><![CDATA[R&amp;D investment]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>rd-kpis</wp:tag_slug><wp:tag_name><![CDATA[R&amp;D KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>race-for-opportunity</wp:tag_slug><wp:tag_name><![CDATA[Race for Opportunity]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>race-into-higher-education</wp:tag_slug><wp:tag_name><![CDATA[Race into Higher Education]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>racing</wp:tag_slug><wp:tag_name><![CDATA[racing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>railwa</wp:tag_slug><wp:tag_name><![CDATA[railwa]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>railway-passengers</wp:tag_slug><wp:tag_name><![CDATA[Railway passengers]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>railways-kpis</wp:tag_slug><wp:tag_name><![CDATA[railways KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>railways-performance</wp:tag_slug><wp:tag_name><![CDATA[railways performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>rakyat-didahulukan-pencapaian-diutamakan</wp:tag_slug><wp:tag_name><![CDATA[rakyat didahulukan pencapaian diutamakan]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ralph-cordiner</wp:tag_slug><wp:tag_name><![CDATA[Ralph Cordiner]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ralph-lengler</wp:tag_slug><wp:tag_name><![CDATA[Ralph Lengler]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ramada-hotel-sibiu</wp:tag_slug><wp:tag_name><![CDATA[Ramada Hotel Sibiu]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ramada-hotels</wp:tag_slug><wp:tag_name><![CDATA[Ramada Hotels]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>rank-universities</wp:tag_slug><wp:tag_name><![CDATA[rank universities]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>rank-xerox</wp:tag_slug><wp:tag_name><![CDATA[Rank Xerox]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ranking</wp:tag_slug><wp:tag_name><![CDATA[Ranking]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ranking-system</wp:tag_slug><wp:tag_name><![CDATA[ranking system]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ranking-web-of-world-hospitals</wp:tag_slug><wp:tag_name><![CDATA[Ranking Web of World Hospitals]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>rate</wp:tag_slug><wp:tag_name><![CDATA[rate]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>rating-and-ranking-countries</wp:tag_slug><wp:tag_name><![CDATA[Rating and Ranking Countries]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>rbv</wp:tag_slug><wp:tag_name><![CDATA[RBV]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>readership</wp:tag_slug><wp:tag_name><![CDATA[Readership]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>readmission-rate</wp:tag_slug><wp:tag_name><![CDATA[readmission rate]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>real-estate</wp:tag_slug><wp:tag_name><![CDATA[Real Estate]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>real-estate-kpis</wp:tag_slug><wp:tag_name><![CDATA[real estate KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>real-estate-performance-measurement</wp:tag_slug><wp:tag_name><![CDATA[real estate performance measurement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>real-gdp</wp:tag_slug><wp:tag_name><![CDATA[real GDP]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>real-madrid</wp:tag_slug><wp:tag_name><![CDATA[Real Madrid]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>recession</wp:tag_slug><wp:tag_name><![CDATA[Recession]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>recognition-system</wp:tag_slug><wp:tag_name><![CDATA[recognition system]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>recruiting</wp:tag_slug><wp:tag_name><![CDATA[Recruiting]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>recruiting-culture</wp:tag_slug><wp:tag_name><![CDATA[recruiting culture]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>recruitment</wp:tag_slug><wp:tag_name><![CDATA[recruitment]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>recruitment-and-employment-confederation</wp:tag_slug><wp:tag_name><![CDATA[Recruitment and Employment Confederation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>recruitment-kpis</wp:tag_slug><wp:tag_name><![CDATA[recruitment KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>recycling</wp:tag_slug><wp:tag_name><![CDATA[Recycling]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>red</wp:tag_slug><wp:tag_name><![CDATA[Red]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>relationship-marketing</wp:tag_slug><wp:tag_name><![CDATA[Relationship Marketing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>reoprt-analysis</wp:tag_slug><wp:tag_name><![CDATA[Reoprt Analysis]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>report</wp:tag_slug><wp:tag_name><![CDATA[Report]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>report-aanalysis</wp:tag_slug><wp:tag_name><![CDATA[Report Aanalysis]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>report-analysis</wp:tag_slug><wp:tag_name><![CDATA[Report Analysis]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>report-anlysis</wp:tag_slug><wp:tag_name><![CDATA[Report Anlysis]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>report-on-government-services</wp:tag_slug><wp:tag_name><![CDATA[Report on Government Services]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>report-on-social-media</wp:tag_slug><wp:tag_name><![CDATA[report on social media]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>reporting</wp:tag_slug><wp:tag_name><![CDATA[reporting]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>reporting-performance</wp:tag_slug><wp:tag_name><![CDATA[Reporting Performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>reports-on-plans-and-priorities</wp:tag_slug><wp:tag_name><![CDATA[Reports on Plans and Priorities]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>reputation-rankings</wp:tag_slug><wp:tag_name><![CDATA[Reputation Rankings]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>research</wp:tag_slug><wp:tag_name><![CDATA[Research]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>research-and-development</wp:tag_slug><wp:tag_name><![CDATA[Research and Development]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>research-brief</wp:tag_slug><wp:tag_name><![CDATA[Research brief]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>research-study</wp:tag_slug><wp:tag_name><![CDATA[research study]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>resource-kitchen</wp:tag_slug><wp:tag_name><![CDATA[Resource Kitchen]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>resource-based-perspective-rbp</wp:tag_slug><wp:tag_name><![CDATA[Resource-Based Perspective (RBP)]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>resource-bases-view-of-the-firm</wp:tag_slug><wp:tag_name><![CDATA[Resource-Based View]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>resources</wp:tag_slug><wp:tag_name><![CDATA[Resources]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>restaurant-performance-management</wp:tag_slug><wp:tag_name><![CDATA[restaurant performance management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>restaurants-survey</wp:tag_slug><wp:tag_name><![CDATA[Restaurants Survey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>retail</wp:tag_slug><wp:tag_name><![CDATA[Retail]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>retail-kpis</wp:tag_slug><wp:tag_name><![CDATA[retail KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>retail-theft</wp:tag_slug><wp:tag_name><![CDATA[Retail theft]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>retention</wp:tag_slug><wp:tag_name><![CDATA[retention]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>retention-drivers</wp:tag_slug><wp:tag_name><![CDATA[retention drivers]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>retention-strategies</wp:tag_slug><wp:tag_name><![CDATA[retention strategies]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>return-on-investment</wp:tag_slug><wp:tag_name><![CDATA[Return on Investment]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>return-on-marketing-investment</wp:tag_slug><wp:tag_name><![CDATA[return on marketing investment]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>return-on-relationship-investment-ror</wp:tag_slug><wp:tag_name><![CDATA[Return on Relationship Investment (ROR)]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>revenue</wp:tag_slug><wp:tag_name><![CDATA[Revenue]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>revenues</wp:tag_slug><wp:tag_name><![CDATA[revenues]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>review-for-customer-satisfaction-questionnaires</wp:tag_slug><wp:tag_name><![CDATA[review for customer satisfaction questionnaires]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>reviews-rin</wp:tag_slug><wp:tag_name><![CDATA[reviews RIN]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>revpar</wp:tag_slug><wp:tag_name><![CDATA[RevPAR]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>reward</wp:tag_slug><wp:tag_name><![CDATA[reward]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>rewards</wp:tag_slug><wp:tag_name><![CDATA[Rewards]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>rexam</wp:tag_slug><wp:tag_name><![CDATA[Rexam]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>richard-rumelt</wp:tag_slug><wp:tag_name><![CDATA[Richard Rumelt]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>richard-van-noorden</wp:tag_slug><wp:tag_name><![CDATA[Richard van Noorden]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>rin-grand-hotel-bucharest</wp:tag_slug><wp:tag_name><![CDATA[RIN Grand Hotel]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>risk-and-best-value-committee</wp:tag_slug><wp:tag_name><![CDATA[Risk and Best Value Committee]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>risk-indicators</wp:tag_slug><wp:tag_name><![CDATA[risk indicators]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>risk-management</wp:tag_slug><wp:tag_name><![CDATA[Risk Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>roadmanp</wp:tag_slug><wp:tag_name><![CDATA[Roadmanp]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>roadmap</wp:tag_slug><wp:tag_name><![CDATA[Roadmap]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>robecosam</wp:tag_slug><wp:tag_name><![CDATA[RobecoSAM]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>rober-green</wp:tag_slug><wp:tag_name><![CDATA[Rober Green]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>robert-b-zoellick</wp:tag_slug><wp:tag_name><![CDATA[Robert B. Zoellick]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>robert-kaplan</wp:tag_slug><wp:tag_name><![CDATA[Robert Kaplan]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>robet-kaplan</wp:tag_slug><wp:tag_name><![CDATA[Robet Kaplan]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>roce</wp:tag_slug><wp:tag_name><![CDATA[ROCE]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>roe</wp:tag_slug><wp:tag_name><![CDATA[ROE]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>roger-martin</wp:tag_slug><wp:tag_name><![CDATA[Roger Martin]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>roi</wp:tag_slug><wp:tag_name><![CDATA[ROI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>romania</wp:tag_slug><wp:tag_name><![CDATA[Romania]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>romi</wp:tag_slug><wp:tag_name><![CDATA[ROMI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>root-cause-analysis</wp:tag_slug><wp:tag_name><![CDATA[root cause analysis]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sabmiller</wp:tag_slug><wp:tag_name><![CDATA[SABMiller]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>safety-kpis</wp:tag_slug><wp:tag_name><![CDATA[safety KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>salamis-metrological-relief</wp:tag_slug><wp:tag_name><![CDATA[Salamis metrological relief]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>salary-cost</wp:tag_slug><wp:tag_name><![CDATA[Salary cost]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sales</wp:tag_slug><wp:tag_name><![CDATA[Sales]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sales-and-customer-service</wp:tag_slug><wp:tag_name><![CDATA[Sales and Customer Service]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sales-force</wp:tag_slug><wp:tag_name><![CDATA[Sales Force]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sales-manager</wp:tag_slug><wp:tag_name><![CDATA[Sales Manager]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sales-pipeline</wp:tag_slug><wp:tag_name><![CDATA[Sales Pipeline]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>samsung</wp:tag_slug><wp:tag_name><![CDATA[Samsung]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>samuel-culber</wp:tag_slug><wp:tag_name><![CDATA[Samuel Culber]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>samuel-culbert</wp:tag_slug><wp:tag_name><![CDATA[Samuel Culbert]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>san-ji-spirit</wp:tag_slug><wp:tag_name><![CDATA[San-ji spirit]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sanjay-purohit</wp:tag_slug><wp:tag_name><![CDATA[Sanjay Purohit]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sap</wp:tag_slug><wp:tag_name><![CDATA[SAP]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sap-white-paper</wp:tag_slug><wp:tag_name><![CDATA[SAP White Paper]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sas</wp:tag_slug><wp:tag_name><![CDATA[SAS]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>satisfaction-dimensions</wp:tag_slug><wp:tag_name><![CDATA[satisfaction dimensions]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>satisfaction-performance-dashboard</wp:tag_slug><wp:tag_name><![CDATA[satisfaction performance dashboard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>satisfaction-priority-quad-maps</wp:tag_slug><wp:tag_name><![CDATA[satisfaction priority quad maps]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>satisfaction-survey</wp:tag_slug><wp:tag_name><![CDATA[Satisfaction survey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>satisfaction-with-learning-and-development</wp:tag_slug><wp:tag_name><![CDATA[Satisfaction with Learning and Development]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>saudi-araba</wp:tag_slug><wp:tag_name><![CDATA[Saudi Araba]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>saudi-arabia</wp:tag_slug><wp:tag_name><![CDATA[Saudi Arabia]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>scarborough-research</wp:tag_slug><wp:tag_name><![CDATA[Scarborough Research]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>scarborough-research-and-newspaper-national-network-lp</wp:tag_slug><wp:tag_name><![CDATA[Scarborough Research and Newspaper National Network LP]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>school-performance-dashboard</wp:tag_slug><wp:tag_name><![CDATA[school performance dashboard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>schools</wp:tag_slug><wp:tag_name><![CDATA[schools]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>scic-management-plan</wp:tag_slug><wp:tag_name><![CDATA[SCIC Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>science</wp:tag_slug><wp:tag_name><![CDATA[Science]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>science-metrics</wp:tag_slug><wp:tag_name><![CDATA[science metrics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>scientific-research</wp:tag_slug><wp:tag_name><![CDATA[Scientific Research]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>scorecard</wp:tag_slug><wp:tag_name><![CDATA[Scorecard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>scorecard-network-for-earthquake-engineering-simulation</wp:tag_slug><wp:tag_name><![CDATA[Scorecard Network for Earthquake Engineering Simulation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>scorecard-perspectives</wp:tag_slug><wp:tag_name><![CDATA[Scorecard perspectives]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>scorecards</wp:tag_slug><wp:tag_name><![CDATA[scorecards]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>scotland</wp:tag_slug><wp:tag_name><![CDATA[Scotland]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>scottish-government</wp:tag_slug><wp:tag_name><![CDATA[Scottish Government]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>search-engine</wp:tag_slug><wp:tag_name><![CDATA[Search engine]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>seattle-public-schools</wp:tag_slug><wp:tag_name><![CDATA[Seattle Public Schools]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>securing-a-healthy-future-the-commonwealth-fund-state-scorecard-on-child-health-system-performance</wp:tag_slug><wp:tag_name><![CDATA[Securing a Healthy Future: The Commonwealth Fund State Scorecard on Child Health System Performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>security-kpis</wp:tag_slug><wp:tag_name><![CDATA[security KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>selecting-kpi</wp:tag_slug><wp:tag_name><![CDATA[selecting KPI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>selecting-kpis</wp:tag_slug><wp:tag_name><![CDATA[selecting KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>self-improvement</wp:tag_slug><wp:tag_name><![CDATA[Self Improvement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>service-delivery-directorate</wp:tag_slug><wp:tag_name><![CDATA[Service Delivery Directorate]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>service-level-agreement</wp:tag_slug><wp:tag_name><![CDATA[Service Level Agreement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>shanghai</wp:tag_slug><wp:tag_name><![CDATA[shanghai]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>shanghai-expo</wp:tag_slug><wp:tag_name><![CDATA[Shanghai Expo]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>shanghai-jiao-tong-university</wp:tag_slug><wp:tag_name><![CDATA[Shanghai Jiao Tong University]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>shareholder-return</wp:tag_slug><wp:tag_name><![CDATA[Shareholder Return]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>shark-week</wp:tag_slug><wp:tag_name><![CDATA[Shark week]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>shewhart</wp:tag_slug><wp:tag_name><![CDATA[Shewhart]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>shoedsm</wp:tag_slug><wp:tag_name><![CDATA[ShoeDSM]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>shoes-kpis</wp:tag_slug><wp:tag_name><![CDATA[shoes KPIS]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>shoes-pis</wp:tag_slug><wp:tag_name><![CDATA[shoes PIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>shoplifting</wp:tag_slug><wp:tag_name><![CDATA[Shoplifting]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>shopping-centre-performance</wp:tag_slug><wp:tag_name><![CDATA[Shopping Centre Performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>shrinkage</wp:tag_slug><wp:tag_name><![CDATA[Shrinkage]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>siemens</wp:tag_slug><wp:tag_name><![CDATA[Siemens]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>siemens-communications</wp:tag_slug><wp:tag_name><![CDATA[Siemens Communications]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sierra-leone</wp:tag_slug><wp:tag_name><![CDATA[Sierra Leone]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sierra-leone-governemnt-institutions</wp:tag_slug><wp:tag_name><![CDATA[Sierra Leone Governemnt Institutions]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>signpost</wp:tag_slug><wp:tag_name><![CDATA[Signpost]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>simmons-college</wp:tag_slug><wp:tag_name><![CDATA[Simmons College]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>simon-sinek</wp:tag_slug><wp:tag_name><![CDATA[Simon Sinek]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>simplification</wp:tag_slug><wp:tag_name><![CDATA[Simplification]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>simulation</wp:tag_slug><wp:tag_name><![CDATA[simulation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>singapore</wp:tag_slug><wp:tag_name><![CDATA[Singapore]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>single-loop-learning</wp:tag_slug><wp:tag_name><![CDATA[Single-Loop Learning]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>siouxland-surgery-center</wp:tag_slug><wp:tag_name><![CDATA[Siouxland Surgery Center]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>six-sigma</wp:tag_slug><wp:tag_name><![CDATA[Six Sigma]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>skills</wp:tag_slug><wp:tag_name><![CDATA[skills]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>skyscrapers</wp:tag_slug><wp:tag_name><![CDATA[skyscrapers]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sla</wp:tag_slug><wp:tag_name><![CDATA[SLA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>small-and-mediu-sized-enterprises-performance-management</wp:tag_slug><wp:tag_name><![CDATA[Small and Mediu-Sized Enterprises Performance Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>small-and-medium-sized-enterprise</wp:tag_slug><wp:tag_name><![CDATA[Small and Medium Sized Enterprise]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>smart</wp:tag_slug><wp:tag_name><![CDATA[SMART]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>smart-goals</wp:tag_slug><wp:tag_name><![CDATA[SMART Goals]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>smart-kpi</wp:tag_slug><wp:tag_name><![CDATA[SMART KPI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>smart-objective</wp:tag_slug><wp:tag_name><![CDATA[SMART Objective]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>smart-objectives</wp:tag_slug><wp:tag_name><![CDATA[SMART Objectives]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>smartbrief-and-summus</wp:tag_slug><wp:tag_name><![CDATA[SmartBrief and Summus]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>smartbrif-and-summus</wp:tag_slug><wp:tag_name><![CDATA[SmartBrif and Summus]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>smarthones</wp:tag_slug><wp:tag_name><![CDATA[Smarthones]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>smartkpi</wp:tag_slug><wp:tag_name><![CDATA[smartKPI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>smartkpis</wp:tag_slug><wp:tag_name><![CDATA[smartKPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>smartkpis-premium</wp:tag_slug><wp:tag_name><![CDATA[smartKPIs Premium]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>smartkpis-com</wp:tag_slug><wp:tag_name><![CDATA[smartKPIs.com]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>smartphone-market</wp:tag_slug><wp:tag_name><![CDATA[smartphone market]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>smartphones</wp:tag_slug><wp:tag_name><![CDATA[Smartphones]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sme-performance-management-system</wp:tag_slug><wp:tag_name><![CDATA[SME Performance Management System]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>smes</wp:tag_slug><wp:tag_name><![CDATA[SMEs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>social-games</wp:tag_slug><wp:tag_name><![CDATA[Social Games]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>social-marketing-compass</wp:tag_slug><wp:tag_name><![CDATA[Social Marketing Compass]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>social-media</wp:tag_slug><wp:tag_name><![CDATA[Social Media]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>social-media-for-business</wp:tag_slug><wp:tag_name><![CDATA[Social Media for Business]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>social-media-impact</wp:tag_slug><wp:tag_name><![CDATA[social media impact]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>social-media-influencers-2010</wp:tag_slug><wp:tag_name><![CDATA[Social media influencers 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>social-media-marketing</wp:tag_slug><wp:tag_name><![CDATA[Social Media Marketing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>social-media-metrics</wp:tag_slug><wp:tag_name><![CDATA[social media metrics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>social-media-networks-in-2011</wp:tag_slug><wp:tag_name><![CDATA[social media networks in 2011]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>social-media-power</wp:tag_slug><wp:tag_name><![CDATA[social media power]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>social-media-roi</wp:tag_slug><wp:tag_name><![CDATA[social media ROI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>social-networking</wp:tag_slug><wp:tag_name><![CDATA[Social networking]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>social-performance</wp:tag_slug><wp:tag_name><![CDATA[Social Performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>social-platforms</wp:tag_slug><wp:tag_name><![CDATA[Social Platforms]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>social-responsability</wp:tag_slug><wp:tag_name><![CDATA[social responsability]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>society-for-human-resources-management</wp:tag_slug><wp:tag_name><![CDATA[Society for Human Resources Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>society-of-actuaries</wp:tag_slug><wp:tag_name><![CDATA[Society of Actuaries]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>socrates</wp:tag_slug><wp:tag_name><![CDATA[Socrates]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>software</wp:tag_slug><wp:tag_name><![CDATA[Software]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>software-as-a-service</wp:tag_slug><wp:tag_name><![CDATA[Software as a Service]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>software-solutions</wp:tag_slug><wp:tag_name><![CDATA[Software Solutions]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sony</wp:tag_slug><wp:tag_name><![CDATA[Sony]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sony-corporation-framework</wp:tag_slug><wp:tag_name><![CDATA[Sony Corporation framework]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>south-africa</wp:tag_slug><wp:tag_name><![CDATA[South Africa]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>southwest-airlines</wp:tag_slug><wp:tag_name><![CDATA[Southwest Airlines]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sovereign-debt</wp:tag_slug><wp:tag_name><![CDATA[Sovereign debt]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>spa</wp:tag_slug><wp:tag_name><![CDATA[spa]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>spaceflight</wp:tag_slug><wp:tag_name><![CDATA[Spaceflight]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>spaceflight-performance</wp:tag_slug><wp:tag_name><![CDATA[spaceflight performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>spain</wp:tag_slug><wp:tag_name><![CDATA[Spain]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>spas</wp:tag_slug><wp:tag_name><![CDATA[Spas]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sport</wp:tag_slug><wp:tag_name><![CDATA[Sport]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sport-management</wp:tag_slug><wp:tag_name><![CDATA[Sport Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sport-performance-management</wp:tag_slug><wp:tag_name><![CDATA[sport performance management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sports</wp:tag_slug><wp:tag_name><![CDATA[Sports]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sports-management</wp:tag_slug><wp:tag_name><![CDATA[Sports Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sports-performance</wp:tag_slug><wp:tag_name><![CDATA[sports performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>st-johns-county-health-department</wp:tag_slug><wp:tag_name><![CDATA[St. Johns County Health Department]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>st-kitts-and-nevis</wp:tag_slug><wp:tag_name><![CDATA[St. Kitts and Nevis]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>stakeholders</wp:tag_slug><wp:tag_name><![CDATA[Stakeholders]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>stanford</wp:tag_slug><wp:tag_name><![CDATA[Stanford]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>stanford-university-center-on-longevity</wp:tag_slug><wp:tag_name><![CDATA[Stanford University Center on Longevity]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>starbucks</wp:tag_slug><wp:tag_name><![CDATA[Starbucks]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>start-up-business</wp:tag_slug><wp:tag_name><![CDATA[start-up business]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>state-of-green-business-2011</wp:tag_slug><wp:tag_name><![CDATA[State of Green Business 2011]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>state-of-the-internet</wp:tag_slug><wp:tag_name><![CDATA[State of the Internet]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>states</wp:tag_slug><wp:tag_name><![CDATA[states]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>statistics</wp:tag_slug><wp:tag_name><![CDATA[statistics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>statistics-netherlands</wp:tag_slug><wp:tag_name><![CDATA[Statistics Netherlands]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>statoil</wp:tag_slug><wp:tag_name><![CDATA[Statoil]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>stats</wp:tag_slug><wp:tag_name><![CDATA[Stats]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>steering-committee-for-the-review-of-government-service-provision</wp:tag_slug><wp:tag_name><![CDATA[Steering Committee for the Review of Government Service Provision]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>steve-ballmer</wp:tag_slug><wp:tag_name><![CDATA[Steve Ballmer]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategic-goals</wp:tag_slug><wp:tag_name><![CDATA[strategic goals]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategic-healthcare-objectives</wp:tag_slug><wp:tag_name><![CDATA[strategic healthcare objectives]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategic-initiatives</wp:tag_slug><wp:tag_name><![CDATA[strategic initiatives]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategic-management</wp:tag_slug><wp:tag_name><![CDATA[Strategic Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategic-objectives</wp:tag_slug><wp:tag_name><![CDATA[strategic objectives]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategic-partners</wp:tag_slug><wp:tag_name><![CDATA[Strategic Partners]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategic-performance-management</wp:tag_slug><wp:tag_name><![CDATA[Strategic Performance Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategic-plan</wp:tag_slug><wp:tag_name><![CDATA[Strategic Plan]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategic-plan-performance-measurement</wp:tag_slug><wp:tag_name><![CDATA[strategic plan; performance measurement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategic-planning</wp:tag_slug><wp:tag_name><![CDATA[strategic planning]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategic-thinking</wp:tag_slug><wp:tag_name><![CDATA[strategic thinking]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategy</wp:tag_slug><wp:tag_name><![CDATA[Strategy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategy-alignment</wp:tag_slug><wp:tag_name><![CDATA[Strategy alignment]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategy-cards</wp:tag_slug><wp:tag_name><![CDATA[strategy cards]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategy-communication</wp:tag_slug><wp:tag_name><![CDATA[strategy communication]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategy-eecution</wp:tag_slug><wp:tag_name><![CDATA[Strategy Eecution]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategy-execution</wp:tag_slug><wp:tag_name><![CDATA[Strategy Execution]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategy-execution-journey</wp:tag_slug><wp:tag_name><![CDATA[Strategy Execution Journey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategy-execution-management</wp:tag_slug><wp:tag_name><![CDATA[strategy execution management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategy-execution-system</wp:tag_slug><wp:tag_name><![CDATA[Strategy Execution System]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategy-formulation</wp:tag_slug><wp:tag_name><![CDATA[Strategy formulation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategy-implementation</wp:tag_slug><wp:tag_name><![CDATA[Strategy implementation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategy-management</wp:tag_slug><wp:tag_name><![CDATA[Strategy Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategy-management-system</wp:tag_slug><wp:tag_name><![CDATA[Strategy management system]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategy-map</wp:tag_slug><wp:tag_name><![CDATA[Strategy Map]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategy-map-society-of-actuaries</wp:tag_slug><wp:tag_name><![CDATA[Strategy Map - Society of Actuaries]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategy-map-university</wp:tag_slug><wp:tag_name><![CDATA[Strategy Map University]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategy-mapping</wp:tag_slug><wp:tag_name><![CDATA[Strategy Mapping]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategy-mapping-process</wp:tag_slug><wp:tag_name><![CDATA[strategy mapping process]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategy-maps</wp:tag_slug><wp:tag_name><![CDATA[Strategy Maps]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategy-planning</wp:tag_slug><wp:tag_name><![CDATA[Strategy planning]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategy-review</wp:tag_slug><wp:tag_name><![CDATA[Strategy review]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategy-review-meetings</wp:tag_slug><wp:tag_name><![CDATA[Strategy Review Meetings]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>strategy-risks</wp:tag_slug><wp:tag_name><![CDATA[strategy risks]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>student-satisfaction</wp:tag_slug><wp:tag_name><![CDATA[Student Satisfaction]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>student-satisfaction-survey</wp:tag_slug><wp:tag_name><![CDATA[Student Satisfaction Survey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>students</wp:tag_slug><wp:tag_name><![CDATA[students]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>study</wp:tag_slug><wp:tag_name><![CDATA[study]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sua</wp:tag_slug><wp:tag_name><![CDATA[SUA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>success</wp:tag_slug><wp:tag_name><![CDATA[success]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>success-in-social-media</wp:tag_slug><wp:tag_name><![CDATA[success in social media]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>successfactors</wp:tag_slug><wp:tag_name><![CDATA[SuccessFactors]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>successful-strategy-execution</wp:tag_slug><wp:tag_name><![CDATA[Successful Strategy Execution]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sunrise-health-region</wp:tag_slug><wp:tag_name><![CDATA[Sunrise Health Region]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>supervisor</wp:tag_slug><wp:tag_name><![CDATA[supervisor]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>supplier</wp:tag_slug><wp:tag_name><![CDATA[supplier]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>supplier-or-vendor-theft-and-fraud</wp:tag_slug><wp:tag_name><![CDATA[supplier or vendor theft and fraud]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>supply-chain</wp:tag_slug><wp:tag_name><![CDATA[Supply Chain]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>supply-chain-management</wp:tag_slug><wp:tag_name><![CDATA[Supply Chain Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>supply-chain-performance</wp:tag_slug><wp:tag_name><![CDATA[Supply Chain Performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>supply-chain-visibility</wp:tag_slug><wp:tag_name><![CDATA[Supply Chain Visibility]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>survey</wp:tag_slug><wp:tag_name><![CDATA[Survey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>survey-report</wp:tag_slug><wp:tag_name><![CDATA[Survey report]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sustainability</wp:tag_slug><wp:tag_name><![CDATA[Sustainability]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sustainability-assessment-matrix</wp:tag_slug><wp:tag_name><![CDATA[Sustainability Assessment Matrix]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sustainability-performance</wp:tag_slug><wp:tag_name><![CDATA[sustainability performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sustainable</wp:tag_slug><wp:tag_name><![CDATA[sustainable]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>sustainable-building</wp:tag_slug><wp:tag_name><![CDATA[Sustainable Building]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>switching-fonts</wp:tag_slug><wp:tag_name><![CDATA[Switching fonts]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>switzerland</wp:tag_slug><wp:tag_name><![CDATA[Switzerland]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>swot-analysis</wp:tag_slug><wp:tag_name><![CDATA[SWOT Analysis]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>system-dynamics</wp:tag_slug><wp:tag_name><![CDATA[System Dynamics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>system-thinking</wp:tag_slug><wp:tag_name><![CDATA[system thinking]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>systems-thinking</wp:tag_slug><wp:tag_name><![CDATA[Systems thinking]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>taiwan</wp:tag_slug><wp:tag_name><![CDATA[Taiwan]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>talent</wp:tag_slug><wp:tag_name><![CDATA[talent]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>talent-analytics</wp:tag_slug><wp:tag_name><![CDATA[Talent Analytics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>talent-management</wp:tag_slug><wp:tag_name><![CDATA[Talent management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>talent-management-at-apple</wp:tag_slug><wp:tag_name><![CDATA[talent management at Apple]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>talent-management-at-dell</wp:tag_slug><wp:tag_name><![CDATA[Talent Management at Dell]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>talent-reviews</wp:tag_slug><wp:tag_name><![CDATA[talent reviews]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>talents</wp:tag_slug><wp:tag_name><![CDATA[talents]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>tamer-elewa</wp:tag_slug><wp:tag_name><![CDATA[Tamer Elewa]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>target</wp:tag_slug><wp:tag_name><![CDATA[Target]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>target-setting</wp:tag_slug><wp:tag_name><![CDATA[target setting]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>targets</wp:tag_slug><wp:tag_name><![CDATA[Targets]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>tate-lyle</wp:tag_slug><wp:tag_name><![CDATA[Tate Lyle]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>tax</wp:tag_slug><wp:tag_name><![CDATA[Tax]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>taxes</wp:tag_slug><wp:tag_name><![CDATA[Taxes]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>taxi-kpi</wp:tag_slug><wp:tag_name><![CDATA[taxi kpi]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>taxonomy</wp:tag_slug><wp:tag_name><![CDATA[Taxonomy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>taxonomy-of-kpi-sources</wp:tag_slug><wp:tag_name><![CDATA[taxonomy of KPI sources]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>team-performance</wp:tag_slug><wp:tag_name><![CDATA[Team Performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>technological-performance</wp:tag_slug><wp:tag_name><![CDATA[technological performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>technology</wp:tag_slug><wp:tag_name><![CDATA[Technology]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>technology-and-competitiveness-key-figures-report-20082009</wp:tag_slug><wp:tag_name><![CDATA[Technology and Competitiveness key figures report 2008/2009]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>telecommunication</wp:tag_slug><wp:tag_name><![CDATA[Telecommunication]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>telematics</wp:tag_slug><wp:tag_name><![CDATA[Telematics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>temporary-appointments</wp:tag_slug><wp:tag_name><![CDATA[temporary appointments]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>tennis</wp:tag_slug><wp:tag_name><![CDATA[Tennis]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>tesco</wp:tag_slug><wp:tag_name><![CDATA[TESCO]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>texas</wp:tag_slug><wp:tag_name><![CDATA[Texas]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>thailand</wp:tag_slug><wp:tag_name><![CDATA[Thailand]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the</wp:tag_slug><wp:tag_name><![CDATA[THE]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-academic-ranking-of-world-universities</wp:tag_slug><wp:tag_name><![CDATA[The Academic Ranking of World Universities]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-address-hotels-and-resorts</wp:tag_slug><wp:tag_name><![CDATA[The Address Hotels and Resorts]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-agency-for-healthcare-research-and-quality-ahrq</wp:tag_slug><wp:tag_name><![CDATA[The Agency for Healthcare Research and Quality (AHRQ)]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-bank-of-england</wp:tag_slug><wp:tag_name><![CDATA[The Bank of England]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-bcg-future-of-marketing-and-advertising-study</wp:tag_slug><wp:tag_name><![CDATA[The BCG Future of Marketing and Advertising Study]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-bcg-future-of-marketing-and-advertising-study-2010</wp:tag_slug><wp:tag_name><![CDATA[The BCG Future of Marketing and Advertising Study 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-boston-consulting-group</wp:tag_slug><wp:tag_name><![CDATA[The Boston Consulting Group]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-british-library</wp:tag_slug><wp:tag_name><![CDATA[The British Library]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-civil-service</wp:tag_slug><wp:tag_name><![CDATA[The Civil Service]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-cmo%e2%80%99s-imperative-tackling-new-digital-realities</wp:tag_slug><wp:tag_name><![CDATA[The CMO’s Imperative. Tackling New Digital Realities]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-code-of-hammurabi</wp:tag_slug><wp:tag_name><![CDATA[The Code of Hammurabi]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-commonwealth-fund-commission</wp:tag_slug><wp:tag_name><![CDATA[The Commonwealth Fund Commission]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-commonwealth-fund-commission-on-a-high-performance-health-system</wp:tag_slug><wp:tag_name><![CDATA[The Commonwealth Fund Commission on a High Performance Health System]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-dangers-of-goal-setting</wp:tag_slug><wp:tag_name><![CDATA[the dangers of goal setting]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-dorothy-project</wp:tag_slug><wp:tag_name><![CDATA[The DOROTHY Project]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-economist</wp:tag_slug><wp:tag_name><![CDATA[The Economist]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-economist-intelligence-unit</wp:tag_slug><wp:tag_name><![CDATA[The Economist Intelligence Unit]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-european-group-of-research-on-equity-of-the-education-systems-gerese</wp:tag_slug><wp:tag_name><![CDATA[The European Group of Research on Equity of the Education Systems (GERESE)]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-evolution-of-news-and-the-internet</wp:tag_slug><wp:tag_name><![CDATA[The evolution of news and the Internet]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-execution-premium</wp:tag_slug><wp:tag_name><![CDATA[The execution premium]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-execution-trap</wp:tag_slug><wp:tag_name><![CDATA[The Execution Trap]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-federal-interagency-forum-on-child-and-family-statistics</wp:tag_slug><wp:tag_name><![CDATA[The Federal Interagency Forum on Child and Family Statistics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-fighter</wp:tag_slug><wp:tag_name><![CDATA[The Fighter]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-future-of-tech-marketing</wp:tag_slug><wp:tag_name><![CDATA[The Future of Tech Marketing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-global-engagement-gap</wp:tag_slug><wp:tag_name><![CDATA[The Global Engagement Gap]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-global-fund</wp:tag_slug><wp:tag_name><![CDATA[The Global Fund]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-global-gender-gap-index</wp:tag_slug><wp:tag_name><![CDATA[The Global Gender Gap Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-golden-circle</wp:tag_slug><wp:tag_name><![CDATA[The Golden Circle]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-health-and-safety-executive</wp:tag_slug><wp:tag_name><![CDATA[The Health and Safety Executive]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-health-foundation</wp:tag_slug><wp:tag_name><![CDATA[The Health Foundation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>human-capital-institute</wp:tag_slug><wp:tag_name><![CDATA[The Human Capital Institute]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-human-scale</wp:tag_slug><wp:tag_name><![CDATA[The Human Scale]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-institute-for-economics-and-peace</wp:tag_slug><wp:tag_name><![CDATA[The Institute for Economics and Peace]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-institute-of-economics-and-peace</wp:tag_slug><wp:tag_name><![CDATA[the Institute of Economics and Peace]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-internal-processes-perspective</wp:tag_slug><wp:tag_name><![CDATA[The Internal Processes Perspective]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-international-bank-for-reconstruction-and-development</wp:tag_slug><wp:tag_name><![CDATA[The International Bank for Reconstruction and Development]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-italian-academy-of-management</wp:tag_slug><wp:tag_name><![CDATA[The Italian Academy of Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-joy-of-stats</wp:tag_slug><wp:tag_name><![CDATA[The Joy of Stats]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-kings-speech</wp:tag_slug><wp:tag_name><![CDATA[The King's Speech]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-kpi-institute</wp:tag_slug><wp:tag_name><![CDATA[The KPI Institute]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-man-who-invented-management</wp:tag_slug><wp:tag_name><![CDATA[The Man Who Invented Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-marketing-audit-comes-of-age</wp:tag_slug><wp:tag_name><![CDATA[The Marketing Audit Comes of Age]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-office-of-mental-health</wp:tag_slug><wp:tag_name><![CDATA[The Office of Mental Health]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-open-group</wp:tag_slug><wp:tag_name><![CDATA[The Open Group]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-prince-of-wales-international-business-leaders-forum</wp:tag_slug><wp:tag_name><![CDATA[The Prince of Wales International Business Leaders Forum]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-quant-model</wp:tag_slug><wp:tag_name><![CDATA[The Quant Model]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-ranking-web-of-world-hospitals</wp:tag_slug><wp:tag_name><![CDATA[The Ranking Web of World Hospitals]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-science</wp:tag_slug><wp:tag_name><![CDATA[The Science]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-service-coach</wp:tag_slug><wp:tag_name><![CDATA[The Service Coach]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-service-industry-linkedin-playbook</wp:tag_slug><wp:tag_name><![CDATA[The Service Industry Linkedin Playbook]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-south-african-medical-research-council</wp:tag_slug><wp:tag_name><![CDATA[The South African Medical Research Council]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-south-australian-centre-for-economic-studies</wp:tag_slug><wp:tag_name><![CDATA[The South Australian Centre for Economic Studies]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-state-of-social-media-for-business</wp:tag_slug><wp:tag_name><![CDATA[The State of Social Media for Business]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-times-higher-education</wp:tag_slug><wp:tag_name><![CDATA[THE Times Higher Education]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-toyota-way</wp:tag_slug><wp:tag_name><![CDATA[The Toyota Way]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-uk-national-lottery</wp:tag_slug><wp:tag_name><![CDATA[The UK National Lottery]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-united-states-department-of-housing</wp:tag_slug><wp:tag_name><![CDATA[The United States Department of Housing]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-welsh-auditor-general</wp:tag_slug><wp:tag_name><![CDATA[The Welsh Auditor General]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-wise-marketer</wp:tag_slug><wp:tag_name><![CDATA[The Wise Marketer]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-world-airports-award</wp:tag_slug><wp:tag_name><![CDATA[The World Airports Award]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-world-cup-and-economics</wp:tag_slug><wp:tag_name><![CDATA[The World Cup and Economics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>the-worlds-biggest-signpost</wp:tag_slug><wp:tag_name><![CDATA[The World's Biggest Signpost]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>theory</wp:tag_slug><wp:tag_name><![CDATA[Theory]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>theory-in-performance-management</wp:tag_slug><wp:tag_name><![CDATA[Theory in Performance Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>think-outside-the-box</wp:tag_slug><wp:tag_name><![CDATA[Think Outside the Box]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>thomas-nationwide-transport</wp:tag_slug><wp:tag_name><![CDATA[Thomas Nationwide Transport]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>thomson-reuters</wp:tag_slug><wp:tag_name><![CDATA[Thomson Reuters]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>thomson-reuters-100-top-hospitals-national-benchmarks</wp:tag_slug><wp:tag_name><![CDATA[Thomson Reuters 100 Top Hospitals: National Benchmarks]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>thomson-reuters-ceo</wp:tag_slug><wp:tag_name><![CDATA[Thomson Reuters CEO]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>threatened-species</wp:tag_slug><wp:tag_name><![CDATA[threatened species]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>thresholds</wp:tag_slug><wp:tag_name><![CDATA[Thresholds]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>throughput</wp:tag_slug><wp:tag_name><![CDATA[Throughput]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>tim-ambler</wp:tag_slug><wp:tag_name><![CDATA[Tim Ambler]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>time-management</wp:tag_slug><wp:tag_name><![CDATA[Time Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>times-higher-education</wp:tag_slug><wp:tag_name><![CDATA[Times Higher Education]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>tki</wp:tag_slug><wp:tag_name><![CDATA[tki]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>tki-institute</wp:tag_slug><wp:tag_name><![CDATA[TKI Institute]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>tnt-express</wp:tag_slug><wp:tag_name><![CDATA[TNT Express]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>togaf</wp:tag_slug><wp:tag_name><![CDATA[TOGAF]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>tom-glocer</wp:tag_slug><wp:tag_name><![CDATA[Tom Glocer]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>tools</wp:tag_slug><wp:tag_name><![CDATA[Tools]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top</wp:tag_slug><wp:tag_name><![CDATA[top]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-10-hospitals</wp:tag_slug><wp:tag_name><![CDATA[Top 10 Hospitals]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-10-kpis</wp:tag_slug><wp:tag_name><![CDATA[Top 10 KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-10-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 10 KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-10-skills-for-success</wp:tag_slug><wp:tag_name><![CDATA[top 10 skills for success]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-20-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 20 KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-20-kpis-of-2010-report</wp:tag_slug><wp:tag_name><![CDATA[Top 20 KPIs of 2010 Report]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-2010-2012-msi-research-priorities</wp:tag_slug><wp:tag_name><![CDATA[Top 2010-2012 MSI Research Priorities]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-2012-kpis-reports</wp:tag_slug><wp:tag_name><![CDATA[Top 2012 KPIs Reports]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-academic-education-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 Academic Education KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-accounting-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 Accounting KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-business-consulting-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 Business Consulting KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-call-center-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 Call Center KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-compensation-and-benefits-kpis-of-2011-2012</wp:tag_slug><wp:tag_name><![CDATA[Top 25 Compensation and Benefits KPIs of 2011-2012]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-customer-service-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 Customer Service KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-finance-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 Finance KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-healthcare-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 Healthcare KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-hotel-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 Hotel KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-hr-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 HR KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-information-technology-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 Information Technology KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-insurance-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 Insurance KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-knowledge-management-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 Knowledge Management KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-local-government-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 Local Government KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-logistics-and-distribution-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 Logistics and Distribution KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-marketing-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 Marketing KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-portfolio-management-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 Portfolio Management KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-project-management-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 Project Management KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-property-management-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 Property Management KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-rd-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 R&amp;D KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-real-estate-transactions-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 Real Estate Transactions KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-restaurant-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 Restaurant KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-retail-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 Retail KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-sales-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 Sales KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-25-state-government-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top 25 State Government KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-5-kpis-for-seo-campaigns</wp:tag_slug><wp:tag_name><![CDATA[Top 5 KPIs for SEO campaigns]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-5-social-media-networks</wp:tag_slug><wp:tag_name><![CDATA[top 5 social media networks]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-50-most-attractive-employers</wp:tag_slug><wp:tag_name><![CDATA[Top 50 most attractive employers]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-500-universities</wp:tag_slug><wp:tag_name><![CDATA[top 500 universities]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-academic-education-kpis</wp:tag_slug><wp:tag_name><![CDATA[Top Academic Education KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-accounting-kpis</wp:tag_slug><wp:tag_name><![CDATA[Top Accounting KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-airlines</wp:tag_slug><wp:tag_name><![CDATA[top airlines]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-business-consulting-kpis</wp:tag_slug><wp:tag_name><![CDATA[Top Business Consulting KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-call-center-kpis</wp:tag_slug><wp:tag_name><![CDATA[Top Call Center KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-customer-service-kpis</wp:tag_slug><wp:tag_name><![CDATA[Top Customer Service KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-employers</wp:tag_slug><wp:tag_name><![CDATA[Top Employers]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-finance-kpis</wp:tag_slug><wp:tag_name><![CDATA[Top Finance KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-healthcare-kpis</wp:tag_slug><wp:tag_name><![CDATA[Top Healthcare KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-hotel-kpis</wp:tag_slug><wp:tag_name><![CDATA[Top Hotel KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-hr-kpis</wp:tag_slug><wp:tag_name><![CDATA[Top HR KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-hr-kpis-of-2011-2012</wp:tag_slug><wp:tag_name><![CDATA[Top HR KPIs of 2011- 2012]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-insurance-kpis</wp:tag_slug><wp:tag_name><![CDATA[Top Insurance KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-knowledge-management-kpis</wp:tag_slug><wp:tag_name><![CDATA[Top Knowledge Management KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-kpis</wp:tag_slug><wp:tag_name><![CDATA[Top KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-kpis-of-2010</wp:tag_slug><wp:tag_name><![CDATA[Top KPIs of 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-kpis-of-2010-reports</wp:tag_slug><wp:tag_name><![CDATA[Top KPIs of 2010 reports]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-kpis-report</wp:tag_slug><wp:tag_name><![CDATA[Top KPIs Report]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-logistics-and-distribution-kpis</wp:tag_slug><wp:tag_name><![CDATA[Top Logistics and Distribution KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-marketing-kpis</wp:tag_slug><wp:tag_name><![CDATA[Top Marketing KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-marketing-priorities-2010</wp:tag_slug><wp:tag_name><![CDATA[Top Marketing Priorities 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-portfolio-management-kpis</wp:tag_slug><wp:tag_name><![CDATA[Top Portfolio Management KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-project-management-kpis</wp:tag_slug><wp:tag_name><![CDATA[Top Project Management KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-real-estate-transactions-kpis</wp:tag_slug><wp:tag_name><![CDATA[Top Real Estate Transactions KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-restaurant-kpis</wp:tag_slug><wp:tag_name><![CDATA[Top Restaurant KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-retail-kpis</wp:tag_slug><wp:tag_name><![CDATA[Top Retail KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-sales-kpis</wp:tag_slug><wp:tag_name><![CDATA[Top Sales KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-state-government-kpis</wp:tag_slug><wp:tag_name><![CDATA[Top State Government KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>top-universities</wp:tag_slug><wp:tag_name><![CDATA[top universities]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>torfaen</wp:tag_slug><wp:tag_name><![CDATA[Torfaen]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>torfaen-county-borough</wp:tag_slug><wp:tag_name><![CDATA[Torfaen County Borough]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>total-quality-management</wp:tag_slug><wp:tag_name><![CDATA[Total Quality Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>towers-perrin</wp:tag_slug><wp:tag_name><![CDATA[Towers Perrin]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>towers-watson</wp:tag_slug><wp:tag_name><![CDATA[Towers Watson]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>toyota</wp:tag_slug><wp:tag_name><![CDATA[Toyota]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>toyota-production-system</wp:tag_slug><wp:tag_name><![CDATA[Toyota Production System]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>tps</wp:tag_slug><wp:tag_name><![CDATA[TPS]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>tqm</wp:tag_slug><wp:tag_name><![CDATA[TQM]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>trackdc</wp:tag_slug><wp:tag_name><![CDATA[TrackDC]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>trade</wp:tag_slug><wp:tag_name><![CDATA[Trade]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>traffic-light</wp:tag_slug><wp:tag_name><![CDATA[Traffic Light]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>trail-running-kpis</wp:tag_slug><wp:tag_name><![CDATA[trail running KPIS]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>trail-running-shoes</wp:tag_slug><wp:tag_name><![CDATA[trail running shoes]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>train-services</wp:tag_slug><wp:tag_name><![CDATA[Train Services]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>training</wp:tag_slug><wp:tag_name><![CDATA[training]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>training-and-nutrition</wp:tag_slug><wp:tag_name><![CDATA[Training and Nutrition]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>training-course</wp:tag_slug><wp:tag_name><![CDATA[training course]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>training-evaluation</wp:tag_slug><wp:tag_name><![CDATA[Training Evaluation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>training-evaluation-survey</wp:tag_slug><wp:tag_name><![CDATA[Training Evaluation Survey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>training-spend-per-employee</wp:tag_slug><wp:tag_name><![CDATA[training spend per employee]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>transformation-of-hr</wp:tag_slug><wp:tag_name><![CDATA[Transformation of HR]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>translation-kpis</wp:tag_slug><wp:tag_name><![CDATA[Translation KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>transportation</wp:tag_slug><wp:tag_name><![CDATA[Transportation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>transportation-improvement-board</wp:tag_slug><wp:tag_name><![CDATA[Transportation Improvement Board]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>travis-county</wp:tag_slug><wp:tag_name><![CDATA[Travis County]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>travis-county-dashboard</wp:tag_slug><wp:tag_name><![CDATA[Travis County Dashboard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>treatment-quality-in-healthacre</wp:tag_slug><wp:tag_name><![CDATA[treatment quality in healthacre]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>trends</wp:tag_slug><wp:tag_name><![CDATA[trends]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>true-grit</wp:tag_slug><wp:tag_name><![CDATA[True Grit]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>tsr</wp:tag_slug><wp:tag_name><![CDATA[TSR]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>turkey</wp:tag_slug><wp:tag_name><![CDATA[Turkey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>turkish-ministry-of-health</wp:tag_slug><wp:tag_name><![CDATA[Turkish Ministry of Health]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>turnover</wp:tag_slug><wp:tag_name><![CDATA[turnover]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>twitter</wp:tag_slug><wp:tag_name><![CDATA[Twitter]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>u-s-department-of-health-and-human-services</wp:tag_slug><wp:tag_name><![CDATA[U.S. Department of Health and Human Services]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>u-s-department-of-housing-and-urban-development</wp:tag_slug><wp:tag_name><![CDATA[U.S. Department of Housing and Urban Development]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>u-s-food-and-drug-administration</wp:tag_slug><wp:tag_name><![CDATA[U.S. Food and Drug Administration]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>u-s-government</wp:tag_slug><wp:tag_name><![CDATA[U.S. Government]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>u-s-patent-and-trademark-office</wp:tag_slug><wp:tag_name><![CDATA[U.S. Patent and Trademark Office]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>uae</wp:tag_slug><wp:tag_name><![CDATA[UAE]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ucla</wp:tag_slug><wp:tag_name><![CDATA[UCLA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>uganda</wp:tag_slug><wp:tag_name><![CDATA[Uganda]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>uk</wp:tag_slug><wp:tag_name><![CDATA[UK]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>uk-chain-hotels-market</wp:tag_slug><wp:tag_name><![CDATA[UK Chain Hotels Market]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>uk-labour-market</wp:tag_slug><wp:tag_name><![CDATA[UK labour market]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>uk-unemployment-rate</wp:tag_slug><wp:tag_name><![CDATA[UK unemployment rate]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>umgeni-water</wp:tag_slug><wp:tag_name><![CDATA[Umgeni Water]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>umgeni-water-strategy</wp:tag_slug><wp:tag_name><![CDATA[Umgeni Water Strategy]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>unemployment-rate-forecast</wp:tag_slug><wp:tag_name><![CDATA[Unemployment Rate Forecast]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>unisfair-marketing-survey</wp:tag_slug><wp:tag_name><![CDATA[Unisfair Marketing Survey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>unison-bargaining-support-group</wp:tag_slug><wp:tag_name><![CDATA[UNISON Bargaining Support Group]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>united-arab-emirates</wp:tag_slug><wp:tag_name><![CDATA[United Arab Emirates]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>united-kingdom</wp:tag_slug><wp:tag_name><![CDATA[United Kingdom]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>united-nations-environment-programme</wp:tag_slug><wp:tag_name><![CDATA[United Nations Environment Programme]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>united-states</wp:tag_slug><wp:tag_name><![CDATA[United States]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>united-states-gdp</wp:tag_slug><wp:tag_name><![CDATA[United States GDP]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>univeristy-kpi</wp:tag_slug><wp:tag_name><![CDATA[univeristy kpi]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>universities</wp:tag_slug><wp:tag_name><![CDATA[Universities]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>universities-ranking</wp:tag_slug><wp:tag_name><![CDATA[Universities Ranking]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>university</wp:tag_slug><wp:tag_name><![CDATA[University]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>university-of-arhus</wp:tag_slug><wp:tag_name><![CDATA[University of Arhus]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>university-of-cambridge</wp:tag_slug><wp:tag_name><![CDATA[University of Cambridge]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>university-of-dundee-survey</wp:tag_slug><wp:tag_name><![CDATA[University of Dundee]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>university-of-ibague</wp:tag_slug><wp:tag_name><![CDATA[University of Ibagué]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>university-of-massachusetts</wp:tag_slug><wp:tag_name><![CDATA[University of Massachusetts]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>university-of-melbourne</wp:tag_slug><wp:tag_name><![CDATA[University of Melbourne]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>university-of-minnesota</wp:tag_slug><wp:tag_name><![CDATA[University of Minnesota]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>university-of-munich</wp:tag_slug><wp:tag_name><![CDATA[University of Munich]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>university-of-palermo</wp:tag_slug><wp:tag_name><![CDATA[University of Palermo]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>university-of-pennsylvania</wp:tag_slug><wp:tag_name><![CDATA[University of Pennsylvania]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>university-of-prince-edward-island</wp:tag_slug><wp:tag_name><![CDATA[University of Prince Edward Island]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>university-of-southern-california</wp:tag_slug><wp:tag_name><![CDATA[University of Southern California]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>university-of-technology-sydney</wp:tag_slug><wp:tag_name><![CDATA[University of Technology Sydney]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>university-of-virginia</wp:tag_slug><wp:tag_name><![CDATA[University of Virginia]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>university-of-virginia-library</wp:tag_slug><wp:tag_name><![CDATA[University of Virginia Library]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>university-of-washington</wp:tag_slug><wp:tag_name><![CDATA[University of Washington]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>university-of-westminster</wp:tag_slug><wp:tag_name><![CDATA[University of Westminster]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>university-of-westminster-hr-scorecard</wp:tag_slug><wp:tag_name><![CDATA[University of Westminster HR scorecard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>university-of-wisconsin-green-bay</wp:tag_slug><wp:tag_name><![CDATA[University of Wisconsin - Green Bay]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>university-performance</wp:tag_slug><wp:tag_name><![CDATA[university performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>university-ranking-system</wp:tag_slug><wp:tag_name><![CDATA[university ranking system]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>universum</wp:tag_slug><wp:tag_name><![CDATA[Universum]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>universum-global</wp:tag_slug><wp:tag_name><![CDATA[Universum Global]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>upstream</wp:tag_slug><wp:tag_name><![CDATA[upstream]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>urban-public-transport</wp:tag_slug><wp:tag_name><![CDATA[urban public transport]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>urbis-regail-averages</wp:tag_slug><wp:tag_name><![CDATA[Urbis Regail Averages]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>urbis-retail-perspectives</wp:tag_slug><wp:tag_name><![CDATA[Urbis Retail Perspectives]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>urs-peyer</wp:tag_slug><wp:tag_name><![CDATA[Urs Peyer]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>us-audiences-and-devices</wp:tag_slug><wp:tag_name><![CDATA[US audiences and devices]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>us-health-insurance</wp:tag_slug><wp:tag_name><![CDATA[US health insurance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>usa</wp:tag_slug><wp:tag_name><![CDATA[USA]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>usa-rti-programs-evaluation</wp:tag_slug><wp:tag_name><![CDATA[USA RTI programs evaluation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>use-of-kpis</wp:tag_slug><wp:tag_name><![CDATA[Use of KPIs]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>using-performance-measurement</wp:tag_slug><wp:tag_name><![CDATA[Using Performance Measurement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>using-what-we-know-turning-organizational-knowledge-into-team-performance</wp:tag_slug><wp:tag_name><![CDATA[Using What We Know: Turning Organizational Knowledge into Team Performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>usp</wp:tag_slug><wp:tag_name><![CDATA[USP]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>utilities</wp:tag_slug><wp:tag_name><![CDATA[Utilities]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>value-creation</wp:tag_slug><wp:tag_name><![CDATA[value creation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>value-driver</wp:tag_slug><wp:tag_name><![CDATA[Value Driver]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>value-integrator</wp:tag_slug><wp:tag_name><![CDATA[Value integrator]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>value-proposition</wp:tag_slug><wp:tag_name><![CDATA[value proposition]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>values</wp:tag_slug><wp:tag_name><![CDATA[Values]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>variable-compensation</wp:tag_slug><wp:tag_name><![CDATA[variable compensation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>ventana-research</wp:tag_slug><wp:tag_name><![CDATA[Ventana Research]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>veronica-martinez</wp:tag_slug><wp:tag_name><![CDATA[Veronica Martinez]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>vertical-and-horizontal-alignment</wp:tag_slug><wp:tag_name><![CDATA[vertical and horizontal alignment]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>viceroy-customer-satisfaction</wp:tag_slug><wp:tag_name><![CDATA[Viceroy customer satisfaction]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>viceroy-hotels-and-resorts</wp:tag_slug><wp:tag_name><![CDATA[Viceroy Hotels and Resorts]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>victor-lipman</wp:tag_slug><wp:tag_name><![CDATA[Victor Lipman]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>victoria</wp:tag_slug><wp:tag_name><![CDATA[Victoria]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>victoria-cool-aid-society</wp:tag_slug><wp:tag_name><![CDATA[Victoria Cool Aid Society]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>victoria-elliott</wp:tag_slug><wp:tag_name><![CDATA[Victoria Elliott]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>video</wp:tag_slug><wp:tag_name><![CDATA[video]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>vienna</wp:tag_slug><wp:tag_name><![CDATA[Vienna]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>vilkram-pandit</wp:tag_slug><wp:tag_name><![CDATA[Vilkram Pandit]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>viral</wp:tag_slug><wp:tag_name><![CDATA[Viral]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>viral-media</wp:tag_slug><wp:tag_name><![CDATA[Viral Media]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>virginia</wp:tag_slug><wp:tag_name><![CDATA[Virginia]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>visa</wp:tag_slug><wp:tag_name><![CDATA[Visa]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>vision</wp:tag_slug><wp:tag_name><![CDATA[Vision]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>vision-statement</wp:tag_slug><wp:tag_name><![CDATA[Vision Statement]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>vision-statements</wp:tag_slug><wp:tag_name><![CDATA[Vision Statements]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>visitors</wp:tag_slug><wp:tag_name><![CDATA[visitors]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>vodafone</wp:tag_slug><wp:tag_name><![CDATA[Vodafone]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>vodafone-business-planning</wp:tag_slug><wp:tag_name><![CDATA[Vodafone Business planning]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>vodafone-strategic-planning</wp:tag_slug><wp:tag_name><![CDATA[Vodafone strategic planning]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>vodafones-strategic-and-business-planning</wp:tag_slug><wp:tag_name><![CDATA[Vodafone's strategic and business planning]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>volkswagen</wp:tag_slug><wp:tag_name><![CDATA[Volkswagen]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>volkswagen-do-brasil-case-study</wp:tag_slug><wp:tag_name><![CDATA[Volkswagen do Brasil case study]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>wales</wp:tag_slug><wp:tag_name><![CDATA[Wales]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>walmart</wp:tag_slug><wp:tag_name><![CDATA[Walmart]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>walter-ahrey</wp:tag_slug><wp:tag_name><![CDATA[Walter Ahrey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>war-on-talent</wp:tag_slug><wp:tag_name><![CDATA[war on talent]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>washington</wp:tag_slug><wp:tag_name><![CDATA[washington]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>washington-state-school-directors-association</wp:tag_slug><wp:tag_name><![CDATA[Washington State School Directors’ Association]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>water-service-strategy-map</wp:tag_slug><wp:tag_name><![CDATA[water service strategy map]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>wayne-rooney</wp:tag_slug><wp:tag_name><![CDATA[Wayne Rooney]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>wealth</wp:tag_slug><wp:tag_name><![CDATA[Wealth]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>web-analytics</wp:tag_slug><wp:tag_name><![CDATA[web analytics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>web-design</wp:tag_slug><wp:tag_name><![CDATA[web design]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>webinar</wp:tag_slug><wp:tag_name><![CDATA[webinar]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>welcoa-survey</wp:tag_slug><wp:tag_name><![CDATA[WELCOA survey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>welcoa-employee-satisfaction-survey</wp:tag_slug><wp:tag_name><![CDATA[WELCOA-Employee Satisfaction Survey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>welfare</wp:tag_slug><wp:tag_name><![CDATA[welfare]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>wellness-council-of-america</wp:tag_slug><wp:tag_name><![CDATA[Wellness Council of America]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>wellness-council-of-america-survey</wp:tag_slug><wp:tag_name><![CDATA[Wellness Council of America Survey]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>western-union</wp:tag_slug><wp:tag_name><![CDATA[Western Union]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>westpac</wp:tag_slug><wp:tag_name><![CDATA[Westpac]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>what%e2%80%99s-working%e2%84%a2</wp:tag_slug><wp:tag_name><![CDATA[What’s Working™]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>whiteboard</wp:tag_slug><wp:tag_name><![CDATA[Whiteboard]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>why-how-what</wp:tag_slug><wp:tag_name><![CDATA[Why-How-What]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>william-h-allen</wp:tag_slug><wp:tag_name><![CDATA[William H. Allen]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>williamsburg-city-council</wp:tag_slug><wp:tag_name><![CDATA[Williamsburg City Council]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>willingness-to-recommend</wp:tag_slug><wp:tag_name><![CDATA[Willingness to Recommend]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>wimbledon</wp:tag_slug><wp:tag_name><![CDATA[Wimbledon]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>wine-prices</wp:tag_slug><wp:tag_name><![CDATA[wine prices]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>wisconsin-department-of-transportation</wp:tag_slug><wp:tag_name><![CDATA[Wisconsin Department of Transportation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>wolseley</wp:tag_slug><wp:tag_name><![CDATA[Wolseley]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>women-in-management</wp:tag_slug><wp:tag_name><![CDATA[Women in Management]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>women-managers</wp:tag_slug><wp:tag_name><![CDATA[women managers]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>women-rights</wp:tag_slug><wp:tag_name><![CDATA[women rights]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>womens-economic-opportunity-index</wp:tag_slug><wp:tag_name><![CDATA[Women’s Economic Opportunity Index]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>woodbridge</wp:tag_slug><wp:tag_name><![CDATA[Woodbridge]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>wora-bura-hua-hin-resort-and-spa</wp:tag_slug><wp:tag_name><![CDATA[Wora Bura Hua Hin Resort and Spa]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>wora-bura-hua-hin-resort-and-spa-customer-satisfaction</wp:tag_slug><wp:tag_name><![CDATA[Wora Bura Hua Hin Resort and Spa customer satisfaction]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>wordpress-2</wp:tag_slug><wp:tag_name><![CDATA[Wordpress]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>work-climate</wp:tag_slug><wp:tag_name><![CDATA[work climate]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>work-in-progress</wp:tag_slug><wp:tag_name><![CDATA[Work In Progress]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>work-safety</wp:tag_slug><wp:tag_name><![CDATA[Work Safety]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>work-techniques</wp:tag_slug><wp:tag_name><![CDATA[work techniques]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>workaholism-and-performance</wp:tag_slug><wp:tag_name><![CDATA[Workaholism]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>worker-compensation</wp:tag_slug><wp:tag_name><![CDATA[Worker Compensation]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>workers-compensation-claim-frequency</wp:tag_slug><wp:tag_name><![CDATA[Workers compensation claim frequency]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>workers-compensation-lost-time-claim-frequency</wp:tag_slug><wp:tag_name><![CDATA[workers compensation lost time claim frequency]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>workforce</wp:tag_slug><wp:tag_name><![CDATA[workforce]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>working-capital-performance</wp:tag_slug><wp:tag_name><![CDATA[Working capital performance]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>working-environment</wp:tag_slug><wp:tag_name><![CDATA[working environment]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>workink-capital</wp:tag_slug><wp:tag_name><![CDATA[Workink capital]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>workplace-safety</wp:tag_slug><wp:tag_name><![CDATA[workplace safety]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>workshop</wp:tag_slug><wp:tag_name><![CDATA[Workshop]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>world-airlines-awards</wp:tag_slug><wp:tag_name><![CDATA[World Airlines Awards]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>world-airport-awards</wp:tag_slug><wp:tag_name><![CDATA[World Airport Awards]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>world-bank</wp:tag_slug><wp:tag_name><![CDATA[World Bank]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>world-bank-group</wp:tag_slug><wp:tag_name><![CDATA[World Bank Group]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>world-cup-2010</wp:tag_slug><wp:tag_name><![CDATA[World Cup 2010]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>world-economic-forum</wp:tag_slug><wp:tag_name><![CDATA[World Economic Forum]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>world-happiness</wp:tag_slug><wp:tag_name><![CDATA[World Happiness]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>world-happiness-report</wp:tag_slug><wp:tag_name><![CDATA[World Happiness Report]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>world-organisation-of-systems-and-cybernetics</wp:tag_slug><wp:tag_name><![CDATA[World Organisation of Systems and Cybernetics]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>world-record</wp:tag_slug><wp:tag_name><![CDATA[World record]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>world-resources-institute</wp:tag_slug><wp:tag_name><![CDATA[World Resources Institute]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>world-university-ranking</wp:tag_slug><wp:tag_name><![CDATA[World University Ranking]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>world-university-rankings</wp:tag_slug><wp:tag_name><![CDATA[World University Rankings]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>worlds-best-airlines</wp:tag_slug><wp:tag_name><![CDATA[World's best airlines]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>wosc</wp:tag_slug><wp:tag_name><![CDATA[WOSC]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>xavi-hernandez</wp:tag_slug><wp:tag_name><![CDATA[Xavi Hernandez]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>yale</wp:tag_slug><wp:tag_name><![CDATA[Yale]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>yarra-trams</wp:tag_slug><wp:tag_name><![CDATA[Yarra Trams]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>yellow</wp:tag_slug><wp:tag_name><![CDATA[Yellow]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>young-rubicam</wp:tag_slug><wp:tag_name><![CDATA[Young &amp; Rubicam]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>youtube</wp:tag_slug><wp:tag_name><![CDATA[YouTube]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>yuri-gagarin</wp:tag_slug><wp:tag_name><![CDATA[Yuri Gagarin]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>zara</wp:tag_slug><wp:tag_name><![CDATA[Zara]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>zenith</wp:tag_slug><wp:tag_name><![CDATA[ZeNith]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>144814-diana-almasan-kpi</wp:tag_slug><wp:tag_name><![CDATA[[14:48:14] Diana Almasan: KPI]]></wp:tag_name></wp:tag>
	<wp:tag><wp:tag_slug>%e2%80%9cfrom-to%e2%80%9d-analysis</wp:tag_slug><wp:tag_name><![CDATA[“from-to” analysis]]></wp:tag_name></wp:tag>
	
	<item>
<title>KPIs blog</title>
<link>http://www.smartkpis.com/blog/this-is-my-first-post/</link>
<pubDate>Tue, 10 Feb 2009 07:41:13 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://localhost/smartkpis/blog/?p=4</guid>
<description></description>
<content:encoded><![CDATA[This is the official blog of the smartKPIs.com project. It will provide updates on the development of smartKPIs.com. Once the website will be launched, it will become a platform for communication on KPI and performance management related topics.]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>4</wp:post_id>
<wp:post_date>2009-02-10 09:41:13</wp:post_date>
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	</item>
<item>
<title>Over 200 KPIs published on smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-200-kpis-published-on-smartkpiscom/</link>
<pubDate>Sat, 08 Aug 2009 15:55:50 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=75</guid>
<description></description>
<content:encoded><![CDATA[The content team at smartKPis.com finalised the documentation of over 200 KPIs to date. Based on visitor's feedback, the first priority in terms of documentation is given to KPIs for the Human Resources and Information Technology functional areas.
<h3><!--more-->User experience on <a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>75</wp:post_id>
<wp:post_date>2009-08-08 17:55:50</wp:post_date>
<wp:post_date_gmt>2009-08-08 15:55:50</wp:post_date_gmt>
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	</item>
<item>
<title>Over 300 KPIs published on smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-300-kpis-published-on-smartkpiscom/</link>
<pubDate>Sat, 05 Sep 2009 16:01:59 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=78</guid>
<description></description>
<content:encoded><![CDATA[The 300 documented KPIs milestone was achieved in early September. The functional areas with the highest number of documented KPIs are:

<span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><a style="color: #008000; font-size: 13px; text-decoration: underline;" href="http://smartkpis.com/kpi/functional-areas/sales/">Sales (27)</a></span></span>

<span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><a style="color: #008000; font-size: 13px; text-decoration: underline;" href="http://smartkpis.com/kpi/functional-areas/logistics-distribution/">Logistics / Distribution (14)</a></span></span></span></span>

<span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><a style="color: #008000; font-size: 13px; text-decoration: underline;" href="http://smartkpis.com/kpi/functional-areas/marketing/">Marketing (14)</a></span></span></span></span></span></span>

<span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><a style="color: #008000; font-size: 13px; text-decoration: underline;" href="http://smartkpis.com/kpi/functional-areas/web-analytics/">Web Analytics (13)</a></span></span>

<span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><a style="color: #008000; font-size: 13px; text-decoration: underline;" href="http://smartkpis.com/kpi/functional-areas/hr-workforce/">HR - Workforce (12)</a></span></span></span></span></span></span>

<span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;">The industries with the highest number of documeted KPIs are:</span></span></span></span></span></span>
<h3><!--more-->User experience on <a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>
<span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><a style="color: #008000; font-size: 13px; text-decoration: underline;" href="http://smartkpis.com/kpi/industries/retail/">Retail (12)</a></span></span>

<span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><a style="color: #008000; font-size: 13px; text-decoration: underline;" href="http://smartkpis.com/kpi/industries/sustainability-green-energy/">Sustainability / Green energy (12)</a></span></span>

<span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><a style="color: #008000; font-size: 13px; text-decoration: underline;" href="http://smartkpis.com/kpi/industries/airlines/">Airlines (11)</a></span></span></span></span></span></span></span></span>

<span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><a style="color: #008000; font-size: 13px; text-decoration: underline;" href="http://smartkpis.com/kpi/industries/call-centre/">Call Centre (11)</a></span></span></span></span></span></span></span></span></span></span>

<span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><a style="color: #008000; font-size: 13px; text-decoration: underline;" href="http://smartkpis.com/kpi/industries/transportation/">Transportation (11)</a></span></span></span></span></span></span></span></span></span></span></span></span>

<span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;"><span style="widows: 2; text-transform: none; text-indent: 0px; border-collapse: separate; font: 16px 'Times New Roman'; white-space: normal; orphans: 2; letter-spacing: normal; color: #000000; word-spacing: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px;"><span style="font-family: Arial; font-size: 13px; -webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px;">
</span></span></span></span></span></span></span></span></span></span></span></span>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>78</wp:post_id>
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	</item>
<item>
<title>On-Time Performance</title>
<link>http://www.smartkpis.com/blog/on-time-performance/</link>
<pubDate>Tue, 08 Sep 2009 15:55:38 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Airlines]]></category>

		<category domain="tag" nicename="airline"><![CDATA[Airlines]]></category>

		<category domain="tag"><![CDATA[British Airways]]></category>

		<category domain="tag" nicename="british-airways"><![CDATA[British Airways]]></category>

		<category domain="tag"><![CDATA[New Zealand]]></category>

		<category domain="tag" nicename="new-zealand"><![CDATA[New Zealand]]></category>

		<category domain="tag"><![CDATA[On-Time Performance]]></category>

		<category domain="tag" nicename="on-time-performance"><![CDATA[On-Time Performance]]></category>

		<category domain="tag"><![CDATA[Pacific Blue]]></category>

		<category domain="tag" nicename="pacific-blue"><![CDATA[Pacific Blue]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=65</guid>
<description></description>
<content:encoded><![CDATA[On-Time Performance is one of the most important Key Performance Indicators (KPIs) for the airline industry. There is a story about it being the main KPI used during the British Airways turnaround and successful privatization in the 80s by Sir John King, later Lord King. He was appointed as Chairman of British Airways in 1981 by Baroness Margaret Thatcher, with the mandate of preparing the airline for privatization. Lord King and Colin Marshal, the CEO at the time are credited with transforming the loss-making airline into one of the most profitable airlines in the world. At the time of privatization, the float was 11 times oversubscribed.

The on-time performance stood the test of time for the airline industry. What is special about this KPI is that is affects all perspectives of the Balanced Scorecard, having financial, customer satisfaction and learning consequences.

Today, airlines not only use this KPI, but also make the results public on their websites.
An example is Virgin Blue, member of the Virgin Group (a bitter rival of BA in the 80s and later). The latest monthly figures of the on-time performance of Virgin Blue are available on the website of the company, along with the <a href="http://www.virginblue.com.au/Personal/Flightinfo/Ontimeperformance/Ontimeperformancearchives/index.htm" target="_blank">archive of results from 2003 to date</a>.

<img class="aligncenter size-full wp-image-208" title="On-time performacne Virgin Blue" alt="On-time performacne Virgin Blue" src="http://www.smartkpis.com/blog/wp-content/uploads/new-picture-8.jpg" width="415" height="619" />

<!--more-->In terms of the measurement method, the website states:
"At Virgin Blue we measure our on-time performance as all flights that depart within 15 minutes of their stated departure time. We make no exception for bad weather, air traffic control, delays from suppliers, unscheduled maintenance, consequences of previous delays or anything else for that matter - for us on-time means on-time... no exceptions. All figures are based on pilot flight logs and are internally audited. We have worked hard with Department of Transport and Regional Services and other stakeholders to agree on set of rules for reporting on time performance data and are complying with these. "

Across the Tasman, Pacific Blue is the first airline in New Zealand to make the <a href="http://www.virginblue.com.au/Personal/Flightinfo/Ontimeperformance/OTPPB/index.htm" target="_blank">On-Time Performance results public</a>. The company also requested that the NZ Government make on-time performance reporting mandatory for all airlines operating in NZ.

It appears that On-time performance is a strong contender for a list of the the smartest KPIs used in business.

For more details see: <a href="http://smartkpis.com/kpi/functional-areas/info-i374.html" target="_blank">% On-time performance for public transport services</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
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<title>450 KPIs documented on smartKPIs.com!</title>
<link>http://www.smartkpis.com/blog/450-kpis-documented-on-smartkpiscom/</link>
<pubDate>Sun, 27 Sep 2009 14:14:05 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=84</guid>
<description></description>
<content:encoded><![CDATA[smartKPIs.com team is making good progress towards the 500 KPIs milestone. This week, over 50 KPIs have been added on the website.

At the moment, the Functional Areas with the highest number of documented KPIs are the following:

<a href="http://smartkpis.com/kpi/functional-areas/finance/" target="_blank">Finance (55)</a>
<a href="http://smartkpis.com/kpi/functional-areas/sales/" target="_blank">Sales (27)</a>
<a href="http://smartkpis.com/kpi/functional-areas/web-analytics/" target="_blank">Web Analytics (18)</a>

Within the industries categories, the highest number of KPIs are in:

<a href="http://smartkpis.com/kpi/industries/retail/" target="_blank">Retail (18)</a>
<a href="http://smartkpis.com/kpi/industries/government-state/" target="_blank">Government - State (18)</a>
<a href="http://smartkpis.com/kpi/industries/government-local/" target="_blank">Government - Local (17)</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>84</wp:post_id>
<wp:post_date>2009-09-27 16:14:05</wp:post_date>
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<title>The performance improvement journey</title>
<link>http://www.smartkpis.com/blog/the-performance-improvement-journey/</link>
<pubDate>Thu, 01 Oct 2009 16:06:21 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Introduction]]></category>

		<category domain="tag" nicename="introduction"><![CDATA[Introduction]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Theory]]></category>

		<category domain="tag" nicename="theory"><![CDATA[Theory]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=107</guid>
<description></description>
<content:encoded><![CDATA[A business performance improvement journey needs a reason, a plan and a set of principles to follow.
<p class="MsoNormal"><strong>The reason</strong> can simply be to improve your business performance. Some reasons can be much more diverse and complex. So, a possible starting point for your journey would be answering the following question: What would be your main reason for managing the organizational performance?</p>
<strong>The plan</strong> is the set of steps that requires determination, patience and abilities to implement:
<p class="MsoListParagraphCxSpFirst" style="text-indent: -18pt;"><!--[if !supportLists]-->1. <!--more-->See where you are right now: analyze the business context, the organizational mission, the common understanding upon performance, the procedures in place, and the internal capabilities. The question to answer: what is the organization's current status?
<!--[endif]--></p>
<p class="MsoListParagraphCxSpMiddle" style="text-indent: -18pt;"><!--[if !supportLists]-->2. Set your direction: analyze what is the gap between your business current reality and where your organization will be by reaching performance.The question to answer is: where do you want the business to be, in a certain time from now?
<!--[endif]--></p>
<p class="MsoListParagraphCxSpMiddle" style="text-indent: -18pt;"><!--[if !supportLists]-->3. Create the improvement performance plan: know the strategies you plan to implement, the resources you need and the way to get them. Plan how to cover the gap from your current status and where you want to drive your business. The question to answer is how to get to the performance you want.
<!--[endif]--></p>
<p class="MsoListParagraphCxSpMiddle" style="text-indent: -18pt;"><!--[if !supportLists]-->4. Implementation time: put your plan into practice through consistent effort that encourages change and improvement. Set the organizational view upon improving results, processes and procedures through learning. Give it time, as it will not happen at once. Involve your employees. You need both KPIs and committed teams to excel in your journey. What does your organization do in order to achieve performance?
<!--[endif]--></p>
<p class="MsoListParagraphCxSpLast" style="text-indent: -18pt;"><!--[if !supportLists]-->5. Monitor: gather data, review your plan and see your improvements. Compare them with your plan. Control what your data say and make future actions so that you keep on track with your performance improvement journey. The question to answer is what is the current performance level, compared to the initial plan?
<!--[endif]--></p>
The Best Practice Guide proposes <strong>a set of principles</strong> to follow along your journey can be:
<ul style="margin-top: 0cm;" type="disc">
	<li style="color: #231f20; margin-bottom: 0.0001pt; line-height: normal;">Start simple, with a reason, a plan and a set of principles</li>
	<li style="color: #231f20; margin-bottom: 0.0001pt; line-height: normal;">Measure what is important</li>
	<li style="color: #231f20; margin-bottom: 0.0001pt; line-height: normal;">Clear responsibilities and decrease bureaucracy</li>
	<li style="color: #231f20; margin-bottom: 0.0001pt; line-height: normal;">Use the technology suitable for your business</li>
	<li style="color: #231f20; margin-bottom: 0.0001pt; line-height: normal;">Measure the improvements</li>
	<li style="color: #231f20; margin-bottom: 0.0001pt; line-height: normal;">Base the decisions on data and facts</li>
	<li style="color: #231f20; margin-bottom: 0.0001pt; line-height: normal;">Action drives the improvement, not data</li>
	<li>KPIs and committed teams work together!</li>
</ul>
The performance improvement journey requires preparation, action and measurement!

<em>Further reading:</em>
<a href="http://www.idea.gov.uk/" target="_blank">Idea.gov.uk</a>: <em><span style="font-size: small;"><a href="http://www.idea.gov.uk/idk/core/page.do?pageId=1292609" target="_blank">The improvement journey: overview</a>, </span></em>2006
<a href="http://www.kpizone.com/" target="_blank">KPIzone.com</a>: <em>Best Practice Guide,</em> 2006
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<wp:post_id>107</wp:post_id>
<wp:post_date>2009-10-01 18:06:21</wp:post_date>
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<title>500 KPIs documented on smartKPIs.com!</title>
<link>http://www.smartkpis.com/blog/500-kpis-documented-on-smartkpiscom-milestone-reached/</link>
<pubDate>Mon, 05 Oct 2009 21:53:14 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=144</guid>
<description></description>
<content:encoded><![CDATA[smartKPIs.com team has achieved the target of 500 KPIs documented on the website by the beginning of October.

At the moment, the categories with the highest number of documented KPIs are the following:

<!--more-->Within the Functional areas:<a href="http://smartkpis.com/kpi/functional-areas/production/" target="_blank"> </a>

<a href="http://www.smartkpis.com/kpi/functional-areas/finance/" target="_blank">Finance (56)</a>

<a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales (28) </a>

<a href="http://www.smartkpis.com/kpi/functional-areas/production-quality-management/" target="_blank">Production (26)
</a>

Within the Industries categories:

<a href="http://www.smartkpis.com/kpi/industries/retail/" target="_blank">Retail (22)</a>

<a href="http://www.smartkpis.com/kpi/industries/manufacturing/" target="_blank">Manufacturing (18)</a>

<a href="http://www.smartkpis.com/kpi/industries/government/" target="_blank">Government - State (18)</a>

The documentation process is an outstanding learning experience for the team members; the lessons learned are to be shared soon with our online community, as new website features and improvements are in process of being developed.
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
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<wp:post_id>144</wp:post_id>
<wp:post_date>2009-10-05 23:53:14</wp:post_date>
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<title>Government Performance Monitoring &amp; Accountability Conference</title>
<link>http://www.smartkpis.com/blog/government-performance-monitoring-accountability-conference/</link>
<pubDate>Fri, 09 Oct 2009 05:11:21 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Conference]]></category>

		<category domain="tag" nicename="conference"><![CDATA[Conference]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Government - Local]]></category>

		<category domain="tag" nicename="government-local"><![CDATA[Government - Local]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=163</guid>
<description></description>
<content:encoded><![CDATA[There are 19 more days until the start of the Government Performance Monitoring &amp; Accountability Conference, organised by IPQC in Melbourne, Australia.

The conference agenda is structured on two days ( October 27-29, 2009 ) and will focus on:
* How to develop and sustain a flexible and responsive performance framework in order to monitor and evaluate your programs and services.
* How to take a whole-of-government approach to continuously improved services, policy implementation and programs.
* How to strengthen both vertical and horizontal accountability practices with integrated operations to support your strategic planning.

<!--more-->In addressing these issues, the conference will benefit from the insight of an impressive list of speakers, that includes Performance Management Practitioners from various Australian Goverment Departments:
<ul>
	<li><a href="http://www.iqpc.com/Event.aspx?id=209084#susan_calvert">Susan Calvert</a>, Director Strategy and Project Delivery Unit, DEPARTMENT OF PREMIER &amp; CABINET, NSW</li>
	<li><a href="http://www.iqpc.com/Event.aspx?id=209084#chris_jones">Chris Jones</a>,<strong> </strong>Manager - Strategic Performance and Information Management, CENTRELINK, ACT</li>
	<li>Kathy Corbiere, Executive Director, Strategic Projects - Strategic Policy and Evaluation, Disability Services, DEPARTMENT OF COMMUNITIES, QLD</li>
	<li>Terry Mehan, Deputy Director-General, Performance and Accountability, QUEENSLAND HEALTH</li>
	<li>Anna Rados, Manager -Performance Unit, DEPARTMENT OF JUSTICE, VIC</li>
	<li><a href="http://www.iqpc.com/Event.aspx?id=209084#maria_katsonis">Maria Katsonis</a>, Executive Director - Public Policy and Organisation Reviews, STATE SERVICES AUTHORITY, VIC</li>
	<li><a href="http://www.iqpc.com/Event.aspx?id=209082#david_dobbs">David Dobbs</a>, Director Performance Evaluation Taskforce - Local Government Group, DEPARTMENT OF INFRASTRUCTURE AND PLANNING, QLD</li>
	<li><a href="http://www.iqpc.com/Event.aspx?id=209084#javier_lopez">Javier Lopez</a>, Senior Program Coordinator, PUBLIC SECTOR PERFORMANCE COMMISSION, SA</li>
	<li><a href="http://www.iqpc.com/Event.aspx?id=209084#david_reid">David Reid</a>, Director Performance Review, OFFICE OF THE AUDITOR GENERAL, WA</li>
	<li><a href="http://www.iqpc.com/Event.aspx?id=209084#alex_dolan">Alex Dolan</a>, First Assistant Secretary, Employment and Compliance portfolio, DEPARTMENT OF HUMAN SERVICES</li>
	<li><a href="http://www.iqpc.com/Event.aspx?id=209082#ben_jensen">Ben Jensen</a>, Analyst, ORGANISATION FOR ECONOMIC CO-OPERATION AND DEVELOPMENT (OECD)</li>
	<li><a href="http://www.iqpc.com/Event.aspx?id=209082#bella_sutherland">Bella Sutherland</a>, Program Manager, STATE SERIVCES COMMISSION, NEW ZEALAND</li>
	<li><a href="http://www.iqpc.com/Event.aspx?id=209082#ian_primrose">Ian Primrose</a>, Managing Director, IAN PRIMROSE &amp; ASSOCIATES.</li>
</ul>
<strong>Relevant links:</strong>
<a href="http://www.iqpc.com/Event.aspx?id=209088" target="_blank">Conference page</a>
<a href="http://www.iqpc.com/Event.aspx?id=209078" target="_blank">Conference brochure</a>]]></content:encoded>
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<wp:post_id>163</wp:post_id>
<wp:post_date>2009-10-09 07:11:21</wp:post_date>
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<title>Measuring hotel performance - RevPAR versus GOPPAR</title>
<link>http://www.smartkpis.com/blog/measuring-hotel-performance-revpar-versus-goppar/</link>
<pubDate>Sun, 11 Oct 2009 09:39:50 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Hospitality &amp; Tourism]]></category>

		<category domain="tag" nicename="hospitality-tourism"><![CDATA[Hospitality &amp; Tourism]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[RevPAR]]></category>

		<category domain="tag" nicename="revpar"><![CDATA[RevPAR]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=152</guid>
<description></description>
<content:encoded><![CDATA[<p class="MsoNormal" style="margin: 0cm 0cm 10pt;">RevPAR is perhaps the most popular Key Performance Indicator in the hospitality industry. The acronym stands for Revenue per available room and it measures the revenue generated by the lodging activities (exclusivelly) on a per room basis.</p>
Its utility is undoubtful, covering many aspects that are relevant when assessing hotel performance, as revenue is generated by overall hotel attractivity. There are two accepted methods for calculating RevPAR:

1. Multiplying the $ Average daily room rate (ADR) to % Rooms occupancy. The average daily room rate is calculated by dividing the total rooms revenue to the number of rooms.

2. Dividing the $ Net daily rooms revenue (after discount and sales taxes and net of breakfast or other meals) by the # Rooms available.

<!--more-->GOPPAR, however does not take into consideration revenue exclusivelly, but also costs - GOPPAR stands for Gross operating profit per available room.  It is calculated by dividing the gross operating profit (meaning revenue less departamental and operational expenses) to the number of rooms available on a per day basis.

It is clear that RevPAR deals with revenue and GOPPAR deals with profit. Therefore, it is argued that while RevPAR can reflect local/regional/national attractivity of the hospitality structures and trends in this respect, at a company level it can only help assessing the top line. GOPPAR, however, impacts the bottom line.

Moreover, while reflecting both costs and revenue and not revenue only, GOPPAR can be more suited for comparison between hotels of various dimensions and numbers of stars. Also, it has a more significant internal focus with insight on efficiency and costs control.

Thus, GOPPAR can enable a more accurate hotel performance appraisal, from both an external and internal point of view; yet, RevPAR is considered to be more used and popular, data availabiliy and comparability being more at hand in this context.

Further arguments can be brought in favor of both indicators of performance, while possibilities for new metrics can also be discussed.

Example of a debt service breakeven analysis (Younes and Kett, 2003)
<p class="MsoNormal" style="margin: 0cm 0cm 10pt;"><span style="font-family: Calibri; font-size: small;"><a href="http://www.hotel-online.com/News/PR2003_4th/breadevenchart2.gif"><img class="alignnone" alt="" src="http://www.hotel-online.com/News/PR2003_4th/breadevenchart2.gif" width="549" height="324" /></a>
</span></p>
Additional details about these two performance indicators are available on smartKPIs.com:

<a href="http://smartkpis.com/kpi/functional-areas/info-i676.html" target="_blank">$ Revenue per available room (Revpar)</a>

<a href="http://smartkpis.com/kpi/functional-areas/info-i740.html" target="_blank">$ Gross operating profit per available room (GOOPAR)</a>
For further information and statistics on RevPAR and GOPPAR values, from various markets and periods of time, you can access resources such as:

<a href="http://www.strglobal.com/" target="_blank">www.strglobal.com</a>

<a href="http://www.researchandmarkets.com/" target="_blank">www.researchandmarkets.com</a>

<a href="http://www.hotel-online.com/News/PR2003_4th/Oct03_BreakEvenAnalysis.html" target="_blank">An Investment Driven Breakeven Analysis for Hotels, by Elie Younes and Russell Kett, October 17, 2003</a>
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<wp:post_id>152</wp:post_id>
<wp:post_date>2009-10-11 11:39:50</wp:post_date>
<wp:post_date_gmt>2009-10-11 09:39:50</wp:post_date_gmt>
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<title>Economic value added or EVA ®</title>
<link>http://www.smartkpis.com/blog/economic-value-added-or-eva-%c2%ae/</link>
<pubDate>Mon, 12 Oct 2009 13:57:24 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[EVA]]></category>

		<category domain="tag" nicename="eva"><![CDATA[EVA]]></category>

		<category domain="tag"><![CDATA[Finance]]></category>

		<category domain="tag" nicename="finance"><![CDATA[Finance]]></category>

		<category domain="tag"><![CDATA[Financial Institutions]]></category>

		<category domain="tag" nicename="financial-institutions"><![CDATA[Financial Institutions]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=139</guid>
<description></description>
<content:encoded><![CDATA[<p class="MsoNormal">Economic value added or EVA® is a measure of the true economic profit of a company. Although in a sense it is nothing more than the traditional, commonsense idea of "profit", it makes a clear separation from dubious accounting adjustments that may occur (remember ENRON, which for a long period of time was reporting profits, while in fact was in the final approach to becoming insolvent).</p>
<p class="MsoNormal">EVA® is calculated as the difference between the Net Operating Profit After Tax and the opportunity cost of invested Capital. This opportunity cost is determined by the weighted average cost of Debt and Equity Capital ("WACC") and the amount of Capital employed.</p>
<p class="MsoNormal"><img class="aligncenter size-full wp-image-140" title="EVA calculation" alt="EVA calculation" src="http://www.smartkpis.com/blog/wp-content/uploads/economic-added-value-calculation.png" width="280" height="169" /></p>
<p class="MsoNormal"><!--more-->The term EVA® is a registered trademark by its developer, the consulting firm Stem Stewart &amp; Company, since 1994. Still, another much older term for economic value added, the Residual Cash Flow, has been also used by companies for years. These measures have their foundation in the residual income and internal rate of return, concepts developed in the 1950s and 1960s. Residual income was originally developed and used by General Electric (GE) to measure performance, and was popularized by McKinsey &amp; Company as economic profit (Carton, Hofer, 2006).</p>
<p class="MsoNormal">Unlike other measures, EVA® can be calculated at divisional level (i.e. Strategic Business Units), can be used for performance evaluation over time, as it is a flow, and it captures the period-by-period value creation or destruction of a given firm or investment and thus makes it easy to audit performance against management projections.</p>
<p class="MsoNormal">EVA® can also be used for corporate valuation and equity analysis, motivating the managers and setting organizational goals.</p>
<p class="MsoNormal">Even though it is a much appreciated indicator, it also has some limitations. EVA® overemphasizes the need to generate immediate results and therefore it doesn’t stimulate investments in innovative products or process technologies. Also, when calculated at the divisional level of a company, it does not control for size differences, and a larger plant or division will tend to have a higher value than its smaller counterparts.</p>
<p class="MsoNormal">Taking into consideration the usefulness of EVA® , many companies have adopted it as part of a comprehensive management and incentive system, which leads their decision processes.</p>
<p class="MsoNormal"><strong>References</strong></p>
<p class="MsoNormal"><a href="http://www.eva.com/">http://www.eva.com</a></p>
<p class="MsoNormal">Hock, C. (1999), Economic value added (EVA): its uses and limitations, SAM Advanced Management Journal</p>
<p class="MsoNormal">Carton, R., Hofer, C. (2006), Measuring Organizational Performance: Metrics for Entrepreneurship And Strategic Management Research</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>139</wp:post_id>
<wp:post_date>2009-10-12 15:57:24</wp:post_date>
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<title>Introducing Performance Measurement </title>
<link>http://www.smartkpis.com/blog/on-performance-measurement/</link>
<pubDate>Tue, 13 Oct 2009 08:57:04 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=148</guid>
<description></description>
<content:encoded><![CDATA[Performance measurement is a sub process of performance management that focuses on the identification, tracking and communication of performance results by the use of performance indicators.  It deals with the evaluation of results, while performance management deals with taking action based on the results of the evaluation and ensuring the target results are achieved.
<p class="MsoNormal"><span lang="RO">Performance measurement is not an end in itself. It is done because of the information that is collected and used for various purposes, and the benefits that are generated. </span></p>
<p style="text-align: center;"><img class="aligncenter" title="measurement" alt="measurement" src="http://www.smartkpis.com/blog/wp-content/uploads/measurement.jpg" width="634" height="500" /></p>
<p class="MsoNormal"><span lang="RO"><!--more-->Performance measurement is used to:</span></p>

<ul>
	<li>Evaluate, and determine what works and what doesn't. This is usually the main reason for measuring performance. Based on the evaluation, management can also decide where to invest the most, and allocate budgets according to the best return on investment.</li>
	<li>Control, and verify if the organisation and the employees are doing the right thing right.</li>
	<li>Motivate, and provide tangible feedback to employees. By understanding the factors that generate performance, managers can develop and implement motivation methods to sustain it.</li>
	<li>Clarify and focus on long term goals and strategic objectives. By comparing the actual performance to the expected one, the organisation can set up objectives and targets to guide it.</li>
	<li>Make decision. This is the normal action to be made after performance is measured. Information itself means nothing if it’s not used properly.</li>
	<li>Learn, and improve. As performance measurement reveals what goes right and wrong, the organisation can learn and improve. If performance measurement wouldn’t generate any change, it would be just an extra activity.</li>
</ul>
<p class="MsoNormal"><span lang="RO">There is no single performance measure to be used for all these purposes. Thus, managers shouldn’t seek one miraculous performance measure, but develop a set of measures to help them in monitoring the achievement of their objectives. Management should first decide what is to be measured, the purpose to which performance measurement might contribute, and then select the measures with the appropriate characteristics.</span></p>]]></content:encoded>
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<wp:post_id>148</wp:post_id>
<wp:post_date>2009-10-13 10:57:04</wp:post_date>
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<title>Frequency of KPIs tracking and reporting</title>
<link>http://www.smartkpis.com/blog/how-often-to-track-kpis/</link>
<pubDate>Mon, 26 Oct 2009 10:55:47 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=229</guid>
<description></description>
<content:encoded><![CDATA[<!--[endif]-->

Tracking Key Performance indicators (KPIs) provides relevant feedback for the current state of organizational performance. KPIs also assist in the decision making process regarding actions that need to be taken to improve future performance. Measuring performance is a key organizational process that can be enhanced by making smart decisions about the frequency of measurement. It is highly important to know <strong>how often</strong> to track and report using KPIs.
<p class="MsoNormal">The main available options are: Live (Continuously), Daily, Weekly, Monthly, Quarterly, Biannually or Annually.</p>
<p class="MsoNormal"><!--more-->The standard frequency for monitoring the achievement of organizational objectives should take into consideration aspects such as:</p>

<ol>
	<li><!--[if !supportLists]--><strong>Urgency: </strong>Is this a result that needs to be improved in the next six to 12 months? If so, it probably needs to be measured at least monthly.</li>
	<li><!--[if !supportLists]--><strong>Time frame of changes:</strong> If you were to go make an improvement now, how long would it take before you saw the effect? For example, if you introduce a new procedure in the call center, you expect to see the results right away. Therefore, it would be useful to measure the changes in KPIs related daily/weekly.      <span>
</span></li>
	<li><!--[endif]--><strong>Accuracy: </strong>Do you need smaller samples or larger ones, and how frequently,  to consider them reliable to indicate a trend or change in time? Larger samples, done on a regular basis, can increase the cost, but they offer a higher level of data integrity</li>
	<li><!--[endif]--><strong>Cost/benefits report:</strong> Is measuring the performance result more frequently worth the benefit of having more frequent feedback? As costs, consider data gathering costs and time involved, bureaucracy level, management meetings required, etc.</li>
</ol>]]></content:encoded>
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<wp:post_id>229</wp:post_id>
<wp:post_date>2009-10-26 12:55:47</wp:post_date>
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<title>Setting targets in performance measurement: how do numbers work?</title>
<link>http://www.smartkpis.com/blog/setting-targets-in-performance-measurement-how-do-numbers-work/</link>
<pubDate>Tue, 27 Oct 2009 08:50:58 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[J.D. Power &amp; Associates]]></category>

		<category domain="tag" nicename="j-d-power-associates"><![CDATA[J.D. Power &amp; Associates]]></category>

		<category domain="tag"><![CDATA[Objectives]]></category>

		<category domain="tag" nicename="objectives"><![CDATA[Objectives]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Targets]]></category>

		<category domain="tag" nicename="targets"><![CDATA[Targets]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=264</guid>
<description></description>
<content:encoded><![CDATA[<p class="MsoNormal">Setting, monitoring targets and understanding the implications of their dynamics is not as simple as it might seem.In order to do this properly and with <strong>maximum benefits</strong>, it is important to make sure of:</p>

<ul>
	<li><em>Understanding the concept of „target”</em>. Sometimes used interchangeably with terms such as objective or goal, a target represents a desired or minimum level of performance.</li>
</ul>
<ul>
	<li><!--[if !supportLists]--><em>Understanding the relevance and scope of targets</em> in the context of performance management. Certain target levels can be used as levers to stimulate improvement, as they lock in commitments to achieve more.</li>
	<li><!--[if !supportLists]-->I<em>nvolving e</em><em>mployees. </em>This facilitates their understanding of the process, while giving them a sense of ownership. As a result, targets are less likely of being set subjectively, in terms of what employees think they are likely to achieve (so that they are not penalised for not reaching a target), but set in terms of desirable levels of quality or quantity.</li>
	<li><!--[if !supportLists]--><em>Taking into</em><em> co</em><em>nsideration industry averages</em>, these can help in assessing own performance. Sources such as the ones provided by well recognized research organisations <a href="http://www.jdpower.com/" target="_blank"><span style="text-decoration: underline;">J.D. Power &amp; Associates</span></a> can be helpful in providing valuable data in this respect.</li>
</ul>
<p class="MsoNormal"><!--more-->Setting targets for targets’ sake is counterproductive.Some performance indicators are out of the control of the organization or staff. Others reflect the status, however do not warrant the establishment of a target.</p>
<p class="MsoNormal">Being linked to objectives and measures, targets should themselves be <strong>SMART</strong>: Simple, Measurable, Achievable, Realistic and Timely.</p>
<p class="MsoNormal">Some problems that might appear in the context of target setting and monitoring are the following:</p>

<ul>
	<li><!--[if !supportLists]--><em>Lack of perseverance in monitoring targets over time;</em> this is the only way to assess their impact on performance improvement. Over time, we have to realize whether we have set the correct targets and their correct interpretation (in terms of „traffic lights”).</li>
	<li><!--[if !supportLists]--><em>Lack of ownership or unreliable data.</em></li>
	<li><!--[if !supportLists]--><em>Targets working against one another.</em></li>
</ul>
<p class="MsoNormal">Undoubtedly, whereas strategic visions can be difficult to communicate and embrace, breaking down the top goals into smaller concrete targets and creating the needed synergies will make the process of delivering them much easier.</p>
<p class="MsoNormal"><strong>References</strong>:</p>
<p class="MsoNormal"><em><a href="http://harvardbusiness.org/" target="_blank">Harvard Business</a></em>: <a href="http://ww3.harvardbusiness.org/corporate/demos/hmm10/performance_measurement/tips_for_setting_performance_targets.html" target="_blank">Tips for settting performance targets</a><em> </em></p>
<p class="MsoNormal"><em><a href="http://www.idea.gov.uk/idk/core/page.do?pageId=1" target="_blank">Idea.gov.uk</a>: </em><a href="http://www.idea.gov.uk/idk/aio/985665" target="_blank">Target Setting – A Practical Guide</a></p>
<p class="MsoNormal"><a href="http://www.businesslink.gov.uk/bdotg/action/home?domain=www.businesslink.gov.uk&amp;target=http://www.businesslink.gov.uk/" target="_blank"><em>Businesslink.gov.uk</em>:</a> <a href="http://www.businesslink.gov.uk/bdotg/action/detail?type=RESOURCES&amp;itemId=1079681262" target="_blank">Measure performance and set targets</a></p>]]></content:encoded>
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<wp:post_id>264</wp:post_id>
<wp:post_date>2009-10-27 10:50:58</wp:post_date>
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<title>Measuring marketing performance</title>
<link>http://www.smartkpis.com/blog/measuring-marketing-performance/</link>
<pubDate>Mon, 02 Nov 2009 02:00:21 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Brand]]></category>

		<category domain="tag" nicename="brand"><![CDATA[Brand]]></category>

		<category domain="tag"><![CDATA[Marketing and Communications]]></category>

		<category domain="tag" nicename="marketing-and-communications"><![CDATA[Marketing and Communications]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Return on Investment]]></category>

		<category domain="tag" nicename="return-on-investment"><![CDATA[Return on Investment]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=315</guid>
<description></description>
<content:encoded><![CDATA[According to a <a href="http://newsroom.accenture.com/article_display.cfm?article_id=3804" target="_blank">study</a> conducted in 2001 by Accenture, 68% of the marketing executives in U.S and U.K acknowledged the fact that their company was not able to measure the marketing campaign Return on Investment (ROI). Although still a major provocation for most of the companies, data-based marketing has swept recently through the business world.

It is commonly argued that the marketing department performance assessment should be done simply by looking at the sales result, be in sales volume or in the turnover. In this respect it is considered that all marketing efforts, all that getting to know the market, understanding customer needs and habits and analyzing competition should reflect in sales.<!--more-->

One of the main goals of businesses is to sell, but it is sometimes up to the sales department or, in some cases, the sales force, to understand and use the marketing department intelligence to enable sales. So the quality of this intelligence also needs to be monitored to ensure quality sales outcomes.

In fact, measuring marketing activities can be very complex and can focus on various dimensions, such as marketing efficiency (envisages costs to deploy marketing programs), program effectiveness (comparing costs to results), brand attitudes (such as brand awareness, brand recognition, brand loyalty, share-of-hart), customer behavior (customer satisfaction, willingness to recommend, lifetime value of a customer), product and portfolio management (cannibalization rate, repeat volume) and even online or web-based marketing.

The taxonomy of Marketing KPIs and can also include public relations, product and brand management, advertising, promotion &amp; lead generation, customer relationship, business development activities.

In the upcoming weeks, we will begin a series of posts regarding KPIs used in Marketing Performance Measurement.

<strong>Further reading:</strong>
Paul W. Farris, Neil T. Bendle, Philip E. Pfeifer, David J. Reibstein (2006), <a href="http://www.whartonsp.com/store/product.aspx?isbn=9780131873704" target="_blank">Marketing Metrics: </a><a href="http://www.whartonsp.com/store/product.aspx?isbn=9780131873704" target="_blank">50+ Metrics Every Executive Should Master</a>. Wharton School Publishing]]></content:encoded>
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<wp:post_id>315</wp:post_id>
<wp:post_date>2009-11-02 04:00:21</wp:post_date>
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<title>Measuring marketing performance: market metrics </title>
<link>http://www.smartkpis.com/blog/measuring-marketing-performance-market-metrics/</link>
<pubDate>Thu, 12 Nov 2009 03:28:29 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=340</guid>
<description></description>
<content:encoded><![CDATA[<p class="MsoNormal">When assessing the overall firm performance within the market it operates in, measurementfocuses on macro metrics, that capture data regarding the overall market, respectively firmposition within this market.</p>
<p class="MsoNormal">These metrics help understanding market trends and dynamics, both those of the firm, and those of competition. We will not focus on brand elements in this context, as we intend to deal with them in afuture post dedicated integrally to these.</p>
<p class="MsoNormal"><!--more-->The most common Key Performance Indicators used in employing performance measurement initiatives at a market level are the following:</p>
<p class="MsoNormal"><strong>1. </strong><strong>% Served market</strong> refers to the portion of the total market in which the firm operates. From the overall market for a particular product, a firm might might not serve some geographic regions, for example. Therefore, its served market excludes these regions from the total potential market. This is important to assess when desiring to calculate market share; to be relevant, the share will refer only to the portion of the market that is served.</p>
<p class="MsoNormal"><strong>2. </strong><strong>% Market share</strong> measures the part of a market accounted for by a particular business/entity.</p>
<p class="MsoNormal">In can be measured either in units sold - % Unit market share, or in sales revenue - % Revenue market share. These two metrics differ in that the first one reflects sales in terms of volume, whereas the second one reflects sales in terms of revenue being influenced, therefore, also by the prices at which products are being sold.</p>
<p class="MsoNormal"><strong>3. </strong><strong>÷ Relative market share </strong>measures the firm’s market share relative to the share of the market leader. This metric helps in benchmarking firm position against that of the industry leader.</p>
<p class="MsoNormal"><strong>4. </strong><strong># Market share rank </strong>measures the position of the firms in its market by arranging market shares of all players on the market in descending order, on the 1st position being that of the firm with the largest share.</p>
<p class="MsoNormal"><strong>5.</strong> <strong>% Market concentration</strong> measures the portion of the market accounted for by a small number of firms (usually, the largest two or three). This is important to calculate as it can indicate the degree at which a small number of firms can influence market parameters (prices, imposing industry norms etc.).</p>
<p class="MsoNormal"><strong>6.</strong><strong> % Market growth</strong> measures the increase in demand for a product, by comparing demand from one period to demand from the period before.</p>
<p class="MsoNormal">Along with % Market share, the % Market growth is used in constructing the <a href="http://www.valuebasedmanagement.net/methods_bcgmatrix.html" target="_blank">BCG (Boston Consulting Group) matrix</a> used for making decisions regarding product strategy.</p>
<p class="MsoNormal"><span lang="EN-US">An important thing that ought to be carefully dealt with when measuring market dimensions is providing a clear definition of the market; this should be not too narrow and not too broad. Managers should define the market by focusing on a specific list of clear parameters: products, competitors, geographic areas and time intervals. </span></p>
<p class="MsoNormal"><span lang="EN-US">All these performance indicators should be measured and monitored when assessing market trends and dynamics. It is important to clearly define the relevant market from the overall market, to measure how much of this market is accounted for by the business, how great is this share by comparison to competitor shares, especially that of the largest competitor. Also important is the awareness of the market composition, this indicating the degree of free competitiveness. Finally decisions should be made based on market growth</span><span lang="EN-US"> predictions. </span></p>
<p class="MsoNormal"><span lang="EN-US">We have inserted below a figure of how these market KPIs relate to each other in the way they are constructed and cover various market dimensions:</span></p>
<p class="MsoNormal" style="text-align: center;"><span lang="EN-US"><img class="aligncenter size-medium wp-image-383" title="blog-1" alt="blog-1" src="http://www.smartkpis.com/blog/wp-content/uploads/blog-1-269x300.png" width="340" height="379" />
</span></p>
<p class="MsoNormal"><span lang="EN-US">
</span></p>

<p class="MsoNormal"><!--[if !mso]>
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<title>Performance in sport: a new era has began</title>
<link>http://www.smartkpis.com/blog/performance-in-sport-a-new-era-has-began/</link>
<pubDate>Fri, 13 Nov 2009 07:31:45 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Castrol Index and Ranking]]></category>

		<category domain="tag" nicename="castrol-index-and-ranking"><![CDATA[Castrol Index and Ranking]]></category>

		<category domain="tag"><![CDATA[Football]]></category>

		<category domain="tag" nicename="football"><![CDATA[Football]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=406</guid>
<description></description>
<content:encoded><![CDATA[It is acknowledged that performance activities have been a necessary part of the human life for as long as there have been organizations. Thus performance is a fact of life.

The same is in sport, as performance is the most important goal to be achieved by each and every single "athlete" from this world no matter of the sport activity it is involved in. More than that, performance in sport has a very old history, and can be traced back thousands of years ago when the first official edition of the Ancient Olympic Games took place in Greece in 776 BC. Since then, sport activities evolved tremendously both in form and complexity and nowadays they became an important part of the human beings life.

<!--more-->Along with these developments, performance has increased its importance exponentially, part as a natural consequence of the human society development and civilization, part because of the commercialization of sport in many of its branches. Therefore, performance in sport became today one of the most intensively monitored phenomena.
One important sport activity that has attracted much attention from the perspective of performance monitoring and measuring is football. Considered by many as the king of all sports, mostly because of its popularity but also because of its huge commercial benefits, football became today a veritable industry, whose performance in all of its aspects is an important phenomenon to watch and measure. Therefore, in this sense more applications and programs have already been built.

A good example of such a program is the Castrol Index and Ranking system. The Castrol Rankings is the world's first rankings based on the actual performance of every football player across Europe's top five leagues. Castrol's team of performance analysts use the latest technology to analyze and measure each player's performance in every of these leagues matches.

The Castrol Index objectively analyses player performance, tracking every move on the field and assessing whether it has a positive or negative impact on a team's ability to score or concede a goal. At the end of each game, players are given a score out of ten. Some of the most important measures that compose the index are:
<p class="MsoNoSpacing" style="margin: 0cm 0cm 0pt;"><span lang="EN-US"><a href="http://www.castrolfootball.com/worldcup/analysis/glossary/glossary-player.php?t=assists" target="glossplayer"><span style="font-family: Calibri; color: #0000ff; font-size: small;">Assists</span></a></span></p>
<p class="MsoNoSpacing" style="margin: 0cm 0cm 0pt;"><span lang="EN-US"><a href="http://www.castrolfootball.com/worldcup/analysis/glossary/glossary-player.php?t=blockedshot" target="glossplayer"><span style="font-family: Calibri; font-size: small;">Blocked shot</span></a></span></p>
<p class="MsoNoSpacing" style="margin: 0cm 0cm 0pt;"><span lang="EN-US"><a href="http://www.castrolfootball.com/worldcup/analysis/glossary/glossary-player.php?t=chancescreated" target="glossplayer"><span style="font-family: Calibri; font-size: small;">Chances created</span></a></span></p>
<p class="MsoNoSpacing" style="margin: 0cm 0cm 0pt;"><span lang="EN-US"><a href="http://www.castrolfootball.com/worldcup/analysis/glossary/glossary-player.php?t=cleansheet" target="glossplayer"><span style="font-family: Calibri; color: #0000ff; font-size: small;">Clean sheet</span></a></span></p>
<p class="MsoNoSpacing" style="margin: 0cm 0cm 0pt;"><span lang="EN-US"><a href="http://www.castrolfootball.com/worldcup/analysis/glossary/glossary-player.php?t=clearance" target="glossplayer"><span style="font-family: Calibri; color: #0000ff; font-size: small;">Clearance</span></a></span></p>
<p class="MsoNoSpacing" style="margin: 0cm 0cm 0pt;"><span lang="EN-US"><a href="http://www.castrolfootball.com/worldcup/analysis/glossary/glossary-player.php?t=cross" target="glossplayer"><span style="font-family: Calibri; color: #0000ff; font-size: small;">Cross</span></a></span></p>
<p class="MsoNoSpacing" style="margin: 0cm 0cm 0pt;"><span lang="EN-US"><a href="http://www.castrolfootball.com/worldcup/analysis/glossary/glossary-player.php?t=takeons" target="glossplayer"><span style="font-family: Calibri; color: #0000ff; font-size: small;">Dribbles/Take-ons</span></a></span></p>
<p class="MsoNoSpacing" style="margin: 0cm 0cm 0pt;"><span lang="EN-US"><a href="http://www.castrolfootball.com/worldcup/analysis/glossary/glossary-player.php?t=duelslost" target="glossplayer"><span style="font-family: Calibri; color: #0000ff; font-size: small;">Duels Lost</span></a></span></p>
<p class="MsoNoSpacing" style="margin: 0cm 0cm 0pt;"><span lang="EN-US"><a href="http://www.castrolfootball.com/worldcup/analysis/glossary/glossary-player.php?t=duelswon" target="glossplayer"><span style="font-family: Calibri; color: #0000ff; font-size: small;">Duels Won</span></a></span></p>
<p class="MsoNoSpacing" style="margin: 0cm 0cm 0pt;"><span lang="EN-US"><a href="http://www.castrolfootball.com/worldcup/analysis/glossary/glossary-player.php?t=foulswon" target="glossplayer"><span style="font-family: Calibri; color: #0000ff; font-size: small;">Fouls Won</span></a></span></p>
<p class="MsoNoSpacing" style="margin: 0cm 0cm 0pt;"><span lang="EN-US"><a href="http://www.castrolfootball.com/worldcup/analysis/glossary/glossary-player.php?t=interception" target="glossplayer"><span style="font-family: Calibri; color: #0000ff; font-size: small;">Interception</span></a></span></p>
<p class="MsoNoSpacing" style="margin: 0cm 0cm 0pt;"><span lang="EN-US"><a href="http://www.castrolfootball.com/worldcup/analysis/glossary/glossary-player.php?t=minutespergoalconceed" target="glossplayer"><span style="font-family: Calibri; color: #0000ff; font-size: small;">Mins/goal conceded</span></a></span></p>
<p class="MsoNoSpacing" style="margin: 0cm 0cm 0pt;"><span lang="EN-US"><a href="http://www.castrolfootball.com/worldcup/analysis/glossary/glossary-player.php?t=minutesplayed" target="glossplayer"><span style="font-family: Calibri; color: #0000ff; font-size: small;">Minutes played</span></a></span></p>
<p class="MsoNoSpacing" style="margin: 0cm 0cm 0pt;"><span lang="EN-US"><a href="http://www.castrolfootball.com/worldcup/analysis/glossary/glossary-player.php?t=passingaccuracy" target="glossplayer"><span style="font-family: Calibri; color: #0000ff; font-size: small;">Passing accuracy %</span></a></span></p>
<p class="MsoNoSpacing" style="margin: 0cm 0cm 0pt;"><span lang="EN-US"><a href="http://www.castrolfootball.com/worldcup/analysis/glossary/glossary-player.php?t=savepcnt" target="glossplayer"><span style="font-family: Calibri; color: #0000ff; font-size: small;">Save %</span></a></span></p>
<p class="MsoNoSpacing" style="margin: 0cm 0cm 0pt;"><span lang="EN-US"><a href="http://www.castrolfootball.com/worldcup/analysis/glossary/glossary-player.php?t=shootingaccuracy" target="glossplayer"><span style="font-family: Calibri; color: #0000ff; font-size: small;">Shooting accuracy %</span></a></span></p>
<p class="MsoNoSpacing" style="margin: 0cm 0cm 0pt;"><span lang="EN-US"><a href="http://www.castrolfootball.com/worldcup/analysis/glossary/glossary-player.php?t=shotsofftarget" target="glossplayer"><span style="font-family: Calibri; color: #0000ff; font-size: small;">Shots off target</span></a></span></p>
<p class="MsoNoSpacing" style="margin: 0cm 0cm 0pt;"><span lang="EN-US"><a href="http://www.castrolfootball.com/worldcup/analysis/glossary/glossary-player.php?t=shotontarget" target="glossplayer"><span style="font-family: Calibri; color: #0000ff; font-size: small;">Shots on target</span></a></span></p>
<p class="MsoNoSpacing" style="margin: 0cm 0cm 0pt;"><span lang="EN-US"><a href="http://www.castrolfootball.com/worldcup/analysis/glossary/glossary-player.php?t=tackle" target="glossplayer"><span style="font-family: Calibri; color: #0000ff; font-size: small;">Tackle</span></a></span></p>
<p class="MsoNoSpacing" style="margin: 0cm 0cm 0pt;"></p>
Then Castrol Rankings combines the individual Castrol Index players' performance measures and weights them, so each player can be ranked to find out who the world's best performer players are.

As the famous german football coach Ottmar Hitzfeld declared: "<em>...data and stats have radically changed football over the past 10 years. Whether it's at club or international level, managers and their staff use statistics and insights on player performance to help improve the team and deliver the best results</em>".
<p class="MsoNormal" style="text-align: justify; margin: 0cm 0cm 10pt;"><span style="font-size: small;"><span style="font-family: Calibri;"><span lang="EN-US" style="color: #252525; mso-fareast-font-family: 'Times New Roman'; mso-bidi-font-family: Arial;">For more details about how Castrol Index is calculated visit </span><span lang="EN-US"><a href="http://www.castrolfootball.com/" target="_blank"><span style="mso-fareast-font-family: 'Times New Roman'; mso-bidi-font-family: Arial;">www.castrolfootball.com</span></a> .</span></span></span></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>406</wp:post_id>
<wp:post_date>2009-11-13 09:31:45</wp:post_date>
<wp:post_date_gmt>2009-11-13 07:31:45</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<wp:post_name>performance-in-sport-a-new-era-has-began</wp:post_name>
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<title>It is spring in Australia and smartKPIs.com in bloom</title>
<link>http://www.smartkpis.com/blog/it-is-spring-in-australia-and-smartkpiscom-in-bloom/</link>
<pubDate>Wed, 18 Nov 2009 02:51:26 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=456</guid>
<description></description>
<content:encoded><![CDATA[Two more reasons to register on <a href="http://www.smartkpis.com/" target="_blank">smartKPIs.com</a>, if you haven't done it yet:
<ol>
	<li>The smartKPIs.com team has been working hard and today we have released a new version of the homepage, along with several enhancements to the website navigation.</li>
	<li>The number of performance measures documented on <a href="http://www.smartkpis.com/" target="_blank">smartKPIs.com</a> has surpassed 650 and more are published or updated each day.</li>
</ol>
Looking forward to meet you in the <a href="http://www.smartkpis.com/">smartKPIs.com</a> community:

<a href="http://www.smartKPIs.com" target="_blank"><img class="alignnone size-full wp-image-457" title="smartkpiscom-new-homepage" src="http://www.smartkpis.com/blog/wp-content/uploads/smartkpiscom-new-homepage.jpg" alt="smartkpiscom-new-homepage" width="467" height="410" /></a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>456</wp:post_id>
<wp:post_date>2009-11-18 04:51:26</wp:post_date>
<wp:post_date_gmt>2009-11-18 02:51:26</wp:post_date_gmt>
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<title>Marketing performance: measuring brand equity</title>
<link>http://www.smartkpis.com/blog/marketing-performance-measuring-brand-equity/</link>
<pubDate>Mon, 23 Nov 2009 13:23:44 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Brand Equity]]></category>

		<category domain="tag" nicename="brand-equity"><![CDATA[Brand Equity]]></category>

		<category domain="tag"><![CDATA[Interbrand]]></category>

		<category domain="tag" nicename="interbrand"><![CDATA[Interbrand]]></category>

		<category domain="tag"><![CDATA[Marketing and Communications]]></category>

		<category domain="tag" nicename="marketing-and-communications"><![CDATA[Marketing and Communications]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=475</guid>
<description></description>
<content:encoded><![CDATA[Continuing the series of blog posts on marketing performance measurement, today's post is reviewing brand metrics.

As a sub-process of marketing, branding refers to the development and maintenance of a brand. A brand is a „promise", as it represents all that exists in the consumer's mind with reference to a particular product. Thus, measuring becomes more difficult in the context of branding, dealing with intangible aspects.

<!--more-->The dimensions that are measured are also abstract, the most common being brand:
<ul>
	<li>Image</li>
	<li>Awareness</li>
	<li>Recognition</li>
	<li>Association</li>
	<li>Dominance</li>
	<li>Equity</li>
</ul>
Literature and practice reflect various models of measuring these dimensions.

It is argued that brand measurement can be done from three different perspectives:
<ol>
	<li>Published brand valuation tabulations</li>
	<li>Market capitalization, as brands seem to influence the value to shareholders</li>
	<li>Internal performance measurement initiatives</li>
</ol>
From these three different options, the first one seems to be the most comprehensive and relevant, as the share price can be influenced by other factors besides consumer perceptions (macroeconomic trends, for example). The internal measurement, though important for the overall value of the corporate brand, seems to work more as a HR strategic tool.

The metric that covers all brand dimensions is the <strong>$ Brand equity</strong>.
Brand equity refers to the monetary valuation of the brand. Various models for measuring brand equity have been suggested by both academics and practitioners.

A. One such calculation considers the brand value equal to the goodwill or the amount of money the buyer of a company pays, in addition to the value of its tangible assets. This is a rather simple approach, as it exclusively focuses on the capitalization or the internal perspective of the brand.

B. <a href="http://www.interbrand.com/about_us.aspx?langid=1000" target="_blank">Interbrand</a> publishes jointly with Business Week the top 100 global brands report. It developed a model for brand valuation that suggests separating tangible product value from intangible brand value. Interbrand uses three dimensions in brand valuation:
the earnings that the brand is expected to generate for the following six years
the % of these earnings that can be attributed to the brand (and not to tangible aspects) and the strength of the brand.
It is argued that whereas the financial data Interbrand uses is collected from reports issues by the companies that are subject to brand valuation, the other data is a matter of subjectivity of the evaluator when choosing the consumer base for the research, for example.

Here are the results for the year 2009 (Source: Millward Brown <a href="http://www.brandz.com/upload/brandz-report-2009-complete-report(1).pdf" target="_blank">Brandz Report 2009</a>:

<img class="alignnone size-full wp-image-477" title="top-12-brands-of-2009" alt="top-12-brands-of-2009" src="http://www.smartkpis.com/blog/wp-content/uploads/top-12-brands-of-2009.jpg" width="466" height="669" />

C. Another well-known method of brand valuation uses the <a href="http://www.yrbav.com/" target="_blank">BrandAsset® Valuator</a> (BAV) metric, developed by Young &amp; Rubicam Brands. The method measures four dimensions that reflect consumer attitudes towards the brand:
<ul>
	<li>Perceived differentiation within the market,</li>
	<li>Brand's relevance to consumer lifestyles,</li>
	<li>Esteem in which consumers hold the brand and</li>
	<li>Consumers' knowledge of the brand.</li>
</ul>
D. A more clear brand valuation model, that uses three well-defined metrics aggregated in a calculation formula is the one developed by William T. Moran in 1994. The methodology is the following:

$ Brand equity = % Effective market share x # Relative price x % Durability, where
<ul>
	<li>% Effective market share is calculated by weighting the share of a market segment by the segment's percentage of brand sales.</li>
	<li>$ Relative price is the brand's price, divided by the average market price.</li>
	<li>% Durability is an estimation of how many of the brand's consumers will purchase in the following year.</li>
</ul>
Stay tuned as additional brand metrics will be presented in future post.

<strong>Further reading</strong>
For further reading on branding, follow:
<a href="http://www.businessweek.com/magazine/toc/09_39/B4148brands.htm" target="_blank">Best Global Brands 2009</a>
<a href="http://www.allaboutbranding.com" target="_blank">www.AllAboutBranding.com</a>
<a href="http://www.brandchannel.com/" target="_blank">www.brandchannel.com</a>
<a href="http://www.marketingpilgrim.com/" target="_blank">www.marketingpilgrim.com</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>475</wp:post_id>
<wp:post_date>2009-11-23 15:23:44</wp:post_date>
<wp:post_date_gmt>2009-11-23 13:23:44</wp:post_date_gmt>
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<title>Consumer price index (CPI) - Focus on Australia</title>
<link>http://www.smartkpis.com/blog/consumer-price-index-cpi/</link>
<pubDate>Sat, 28 Nov 2009 09:41:22 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[CPI]]></category>

		<category domain="tag" nicename="cpi"><![CDATA[CPI]]></category>

		<category domain="tag"><![CDATA[Government - State / Federal]]></category>

		<category domain="tag" nicename="government-state-federal"><![CDATA[Government - State / Federal]]></category>

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		<category domain="tag" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[The South Australian Centre for Economic Studies]]></category>

		<category domain="tag" nicename="the-south-australian-centre-for-economic-studies"><![CDATA[The South Australian Centre for Economic Studies]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=300</guid>
<description></description>
<content:encoded><![CDATA[The <strong>consumer price index (</strong>CPI) measures the rate at which the prices of consumer goods and services are changing over time. It is a key statistic for purposes of economic and social policy-making, especially monetary policy and social policy, and has substantial and wide-ranging implications for governments, businesses, and workers as well as households. (Consumer price index manual: Theory and Practice, 2004)

<strong>Annual and Quarterly CPI Inflation Rates, Australia</strong>
<p style="text-align: center;"><a href="http://www.moslereconomics.com/wp-content/graphs/2008/05/2008-05-14-consumer-price-index-yoy.gif"><img class="alignnone" alt="" src="http://www.adelaide.edu.au/saces/economy/prices/CPI.bmp" width="446" height="254" /></a></p>
<p style="text-align: center;">Source: <a href="http://www.adelaide.edu.au/saces/economy/prices/" target="_blank"><span style="color: #339966;">The South Australian Centre for Economic Studies,</span> </a><a href="http://abs.gov.au/ausstats/abs@.nsf/web+pages/statistics?opendocument">ABS, Statistics</a>.</p>
<strong><!--more-->The consumer price index indicates</strong> a price change for a constant market basket of goods and services from one period to the next within the same area (city, region, or nation). The percent change in the CPI is a measure estimating inflation. The CPI can be used to index (i.e., adjust for the effect of inflation on the real value of money: the medium of exchange) wages, salaries, pensions, and regulated or contracted prices. The CPI is, along with the population census and the National Income and Product Accounts, one of the most closely watched national economic statistics.

It is one of several price indexes <strong>calculated by most national and international statistical agencies</strong> such as: The International Labour Organization, the International Monetary Fund, the Organisation for Economic and Co-operation and Development, the Statistical Office of the European Communities (Eurostat), the United Nations Economic Commission for Europe and the World Bank.

According to the <strong><a href="http://www.bls.gov/news.release/pdf/cpi.pdf" target="_blank">Bureau of Labor Statistics</a></strong>, U.S. department of labor, the CPI for all urban consumers rose 0.2% in September 2009. "The index has decreased 1.3% over the last 12 moths on a not seasonally adjusted basis".

The <a href="http://www.abs.gov.au/ausstats/abs@.nsf/mf/6401.0" target="_blank">latest issue released by Australia</a> regarding CPI, was in June 2009 and the conclusions accordingly to the report were:

The all group <strong>CPI</strong>:
<ul>
	<li>Rose 0.5% in the June 2009 quarter, compared with a rise of 0.1% in the March 2009 quarter.</li>
	<li>Rose 1.5% through the year to June 2009 quarter, compared to an annual rise of 2.5% to the March 2009 quarter.</li>
</ul>
Overview of <strong>CPI movement</strong>:
<ul>
	<li>The most significant price rises this quarter were for automotive fuel (3.6%), hospital and medical services (3.6%), rents (1.4%), furniture (3.7%) and house purchases (0.8%).</li>
	<li>The most significant offsetting price falls were for deposit and loan facilities (-4.3%), vegetables (-6.9%), fruits (-7.6%) and overseas holiday travel and accommodation (-3.4%).</li>
</ul>
For the <strong>historical perspective on CPI</strong>, consult the <a href="http://inflationdata.com/inflation/consumer_price_index/CurrentCPI.asp" target="_blank">Historical Consumer Price Index Data</a>.

<strong>References: </strong>
International Labour Office (2004), Consumer price index manual: Theory and Practice
<a href="http://www.bls.gov/CPI/" target="_blank">http://www.bls.gov/CPI/</a>
<a href="http://www.abs.gov.au/" target="_blank">http://www.abs.gov.au/AUSSTATS/abs@.nsf/DetailsPage/6401.0Mar%202008?OpenDocument</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>300</wp:post_id>
<wp:post_date>2009-11-28 11:41:22</wp:post_date>
<wp:post_date_gmt>2009-11-28 09:41:22</wp:post_date_gmt>
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<title>Over 700 KPIs documented on smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-700-kpis-documented-on-smartkpiscom/</link>
<pubDate>Thu, 03 Dec 2009 06:20:44 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

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		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

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		<category domain="tag"><![CDATA[HR]]></category>

		<category domain="tag" nicename="hr"><![CDATA[HR]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

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		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=523</guid>
<description></description>
<content:encoded><![CDATA[With more than 150 KPIs published during the month of November, smartKPIs.com reached and already passed the 700 published KPIs milestone.
The functional areas with the highest number of documented KPIs are:<span style="color: #339966;"><span style="color: #339966;"><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/"></a></span></span>
<ul>
	<li><span style="color: #339966;"><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (103)</a></span></li>
	<li><span style="color: #339966;"><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply Chain, Procurement, Distribution (86)</a></span></li>
	<li><span style="color: #339966;"><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (84)</a></span></li>
	<li><span style="color: #339966;"><a title="Knowledge and Innovation" href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/" target="_blank">Knowledge and Innovation (63)</a></span></li>
</ul>
<!--more-->Within the industry categories, the highest numbers of documented KPIs are in:
<ul>
	<li><span style="color: #339966;"><a title="Government - State" href="http://www.smartkpis.com/kpi/industries/government/" target="_blank">Government - State (23)</a></span></li>
	<li><span style="color: #339966;"><a title="Hotel / Hospitality" href="http://www.smartkpis.com/kpi/industries/hospitality-tourism/" target="_blank">Hotel / Hospitality (20)</a></span></li>
	<li><span style="color: #339966;"><a title="Government - Local" href="http://www.smartkpis.com/kpi/industries/government-local/">Government - Local (19)</a></span></li>
	<li><span style="color: #339966;"><a title="Airlines" href="http://www.smartkpis.com/kpi/industries/transportation/airlines/" target="_blank">Airlines (17)</a></span></li>
</ul>
Example of a documented KPI: <a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/performance-appraisals-completed-on-time-769.html" target="_blank">% Performance appraisals completed on time</a>

<img src="file:///C:/Users/Aurel/AppData/Local/Temp/moz-screenshot.png" alt="" /><a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/performance-appraisals-completed-on-time-769.html" target="_blank"><img class="alignnone size-full wp-image-539" title="smartkpiscom-documented-kpi-example" src="http://www.smartkpis.com/blog/wp-content/uploads/smartkpiscom-documented-kpi-example.jpg" alt="smartkpiscom-documented-kpi-example" width="641" height="914" /></a>
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
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<wp:post_id>523</wp:post_id>
<wp:post_date>2009-12-03 08:20:44</wp:post_date>
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<title>Brand performance measurement - a deep dive into consumer attitudes and beliefs</title>
<link>http://www.smartkpis.com/blog/brand-performance-measurement-a-deep-dive-into-consumer-attitudes-and-beliefs/</link>
<pubDate>Tue, 08 Dec 2009 02:30:16 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Brand performance]]></category>

		<category domain="tag" nicename="brand-performance"><![CDATA[Brand performance]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=505</guid>
<description></description>
<content:encoded><![CDATA[<span lang="EN-US"><img class="aligncenter size-medium wp-image-509" title="blog-photo" alt="blog-photo" src="http://www.smartkpis.com/blog/wp-content/uploads/blog-photo-300x224.jpg" width="562" height="419" /></span>

In a previous post <span style="color: #000000;"><strong>("<a href="http://www.smartkpis.com/blog/2009/11/23/marketing-performance-measuring-brand-equity/" target="_blank">Marketing performance: measuring brand equity</a></strong></span>") we have reviewed the concept of brand equity and the various methodologies suggested by practitioners and academics for measuring it. Today's blog post aims to clarify several brand dimensions used in measuring performance in branding.

<!--more-->The performance measures that we consider of interest in this context are the following:
<ul>
	<li><strong><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/brand-awareness-37.html" target="_blank">% Brand awareness</a> </strong>- refers to the population that is aware (i.e. has heard of the brand) from the total target population. When measuring brand awareness, a particular attention needs to be given to the methodology: will prompted or unprompted awareness be measured?</li>
	<li><strong>% Brand knowledge</strong> - extends awareness to population that besides being aware of the brand, have some knowledge of that brand. Here, too, knowledge can be prompted or unprompted and, most important, a clear definition of the knowledge should be developed (What kind of data should consumers know about the brand and at what extend so as to be considered they have "brand knowledge"?).</li>
	<li><strong>% Top of mind </strong>- measures the population that indicates the brand as coming first on their mind when asked to mention brand names for a particular type of product. It can give indication on brand preference, yet its relevance can be lowered by the fact of being the result of the most recent advertisement seen or contact had with the brand, rather than the result of a long-term experience.</li>
	<li><strong>% Brand preference</strong> - refers to the population that chooses the brand over competitor brands. The battle to gain consumer preference is a continuous one, as failing to deliver the brand promise can determine immediate switch to competition and therefore a switch in brand preference. The goal for each brand is to become the upmarket brand - the first in the list of brands consumers prefer the most.</li>
	<li><strong>% Brand coherence</strong> - measures the population that believes correlation between various brand attributes exists. Coherence or incoherence are rather difficult to measure, as people fail or don't bother to analyze subtle brand attributes. Still, obvious incoherence can have negative impact on the brand. This happened with Pepsi, which tried twice to introduce new concepts that lacked to correlate with the attribute of brown that consumers associate with Pepsi - it is the case of Pepsi Blue in 2002 and Pepsi Crystal in 1992. Both faced strong resistance on behalf of the customers.</li>
</ul>
<strong>Notes</strong>

These are only some of the brand performance measures. Practice and literature reveal various models of measuring brand performance that integrate various brand measures. No matter the integrated model used, or even developing own concept of what to measure, when and how, organizations need to have clear understanding of the dimensions they measure and well-articulated methodologies (in terms of target groups, periods of measurement, survey questions etc.).

<strong>Limitations</strong>

Gathering performance data for these measures is generally done through consumer surveys. This makes the measurement rather expensive and subject to consumer subjectivity (which can translate into dishonesty in some cases).

<strong>Purpose</strong>

Still, they are helpful in assessing a brand 's position within its relevant market and consumer beliefs and attitudes towards it. Whereas market and sales results measures reflect actual consumer behavior (frequency of purchases, dormancy rates etc.), brand dimensions help understand consumer attitudes that enhance and influence this behavior. They involve deep dives into customer perceptions, attitudes and beliefs, all of these standing at the base of their actual actions in respect to the physical product that the brand encompasses.
<p class="MsoNormal"><span lang="EN-US">
</span></p>
<p class="MsoNormal"><strong><span lang="EN-US">Further reading</span></strong></p>

<ul>
	<li><a href="http://prof-rajagopal.com/" target="_blank">Rajagopal</a> (2008), “Measuring brand performance through metrics application”, <em>Measuring Business Excellence</em>, Vol. 12 No. 1, pp 29-38.</li>
	<li><a href="http://www.forethought.com.au/" target="_blank">Forethought Research</a> (2009), “At Last! Brand Measurement Equals Brand Performance”, available at: <a href="http://www.forethought.com.au/ArticleDocuments/86/Forethought%20White%20Paper%20-%20At%20Last.%20Brand%20Measurement%20Equals.pdf.aspx" target="_blank">http://www.forethought.com.au/ArticleDocuments/86/Forethought%20White%20Paper%20-%20At%20Last.%20Brand%20Measurement%20Equals.pdf.aspx.</a></li>
</ul>]]></content:encoded>
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<wp:post_id>505</wp:post_id>
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<title>800 Performance Measures on smartKPIs.com - Select your KPIs</title>
<link>http://www.smartkpis.com/blog/800-performance-measures-on-smartkpis-com-select-your-kpis/</link>
<pubDate>Thu, 10 Dec 2009 03:39:11 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Retail]]></category>

		<category domain="tag" nicename="retail"><![CDATA[Retail]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=553</guid>
<description></description>
<content:encoded><![CDATA[smartKPIs.com registered users can now select their Key Performance Indicators (KPIs) from over 800 Performance Measures documented and published in the online database. The team focused in the last few days on the  Information Technology and Corporate Social Responsibility.
<!--more-->The functional areas with the highest number of documented measures are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (139)</a></li>
	<li><span style="color: #339966;"><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (103)</a></span></li>
	<li><span style="color: #339966;"><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply Chain, Procurement, Distribution (86)</a></span></li>
	<li><span style="color: #339966;"><a title="Knowledge and Innovation" href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/" target="_blank">Knowledge and Innovation (63)</a></span></li>
	<li><a title="Finance and Accounting" href="http://www.smartkpis.com/kpi/functional-areas/finance/" target="_blank">Finance and Accounting (55)</a></li>
</ul>
Within the industry categories, the highest numbers of documented KPIs are in:
<ul>
	<li><span style="color: #339966;"><a title="Government - State" href="http://www.smartkpis.com/kpi/industries/government/" target="_blank">Government - State (23)</a></span></li>
	<li><a title="Retail" href="http://www.smartkpis.com/kpi/industries/retail/" target="_blank">Retail (22)</a></li>
	<li><span style="color: #339966;"><a title="Hotel / Hospitality" href="http://www.smartkpis.com/kpi/industries/hospitality-tourism/" target="_blank">Hotel / Hospitality (20)</a></span></li>
	<li><span style="color: #339966;"><a title="Government - Local" href="http://www.smartkpis.com/kpi/industries/government/" target="_blank">Government - Local (19)</a></span></li>
	<li><span style="color: #339966;"><a title="Airlines" href="http://www.smartkpis.com/kpi/industries/transportation/airlines/" target="_blank">Airlines (17)</a></span></li>
</ul>
Example of a documented performance measure:<span style="color: #008000;"> <a href="http://www.smartkpis.com/kpi/industries/retail/same-store-sales-growth-782.html" target="_blank">% Same store sales growth</a></span>
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
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<wp:post_id>553</wp:post_id>
<wp:post_date>2009-12-10 05:39:11</wp:post_date>
<wp:post_date_gmt>2009-12-10 03:39:11</wp:post_date_gmt>
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<title>Pricing performance KPIs</title>
<link>http://www.smartkpis.com/blog/pricing-performance-kpis/</link>
<pubDate>Fri, 18 Dec 2009 05:55:15 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Pricing]]></category>

		<category domain="tag" nicename="pricing"><![CDATA[Pricing]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=606</guid>
<description></description>
<content:encoded><![CDATA[It is widely known that the pricing strategy is one of the core elements of marketing. Dr. Philip Kotler, the father or modern marketing, considers it of the four Ps within the Marketing Mix.

Creating an deploying a pricing strategy can be a complex task, where fundamentals and consequences are to be seen interdependently. A sound pricing strategy ought to consider costs, consumer acceptance and competition prices.

<!--more-->Implementation of the pricing strategy is a homogeneous part of product positioning, therefore things are quite complex. Here are several metrics that help measuring performance and soundness of the pricing strategy and serve as foundations stones for decision-making.
<ul>
	<li><span style="text-decoration: underline;"><a href="http://www.smartkpis.com/kpi-key-performance-indicator/relative-price-1363.html" target="_blank"><strong># Relative price</strong></a></span>, also known as <strong># Price premium</strong>, compares the price to a benchmark price, most commonly the average price on the market. Construction of this metric is done by dividing the difference between the price and the benchmark price to the latter one. Also, calculation can be done by dividing the % Revenue market share (market share in terms of sales value) to the % Unit market share (market share in terms of sales volume).  If the result equals 1, there is no price premium.  Price premium exists only if value share is greater that volume share. If the result is negative, then there is no price premium, so it means that consumers are not quite willing to pay extra for your product. What ought to be carefully considered here is the price we take into consideration: is it the charged price or the price actually paid by customers? Usually, it is much easier to gather data on the prices that are charged by competition and calculate an average price based on these.</li>
</ul>
<ul>
	<li><strong>$ Reservation price </strong>represents that maximum level of charged price above which consumers are not willing to pay.  This metric helps understand the value the consumer places on the product, being useful in estimating demand as a function of various price levels. Finding each customer’s reservation price is extremely difficult and costly, therefore marketers usually resort to measuring another metric: <strong>% Good will</strong>. This involves focusing on a population on which to test several price levels, asking the respondents whether they consider these levels of “good value” or not.</li>
</ul>
<ul>
	<li><strong># Price elasticity </strong>reflects how consumers respond to small changes in price levels. Calculation is done by dividing the % change in quantity demanded to the % change in price. The result can help anticipating how sensitive will be the demand in case of price changes.</li>
</ul>
These are three major performance measures that are of great use in assessing pricing strategy effectiveness and consumer responsiveness to this. Of course, other issues can arise in management of pricing strategies. For example, for an interesting article on a particular issue that can arise in pricing – <span style="text-decoration: underline;"><span style="color: #339966;"><a href="http://plato.stanford.edu/entries/prisoner-dilemma/" target="_blank">the prisoner’s dilemma</a></span></span> - we recommend you read more about the <span style="color: #339966;"><span style="text-decoration: underline;"><a href="http://www.thewrap.com/blog-entry/book-publishers-face-prisoners-dilemma-9049" target="_blank">pricing war between Wal-Mart and Amazon</a></span></span> on top-selling hardcover books.

<strong>Notes: </strong>
<ul>
	<li>For more insight on pricing, we recommend: De Michael V. Marn, Eric V. Roegner, Craig C. Zawada (2004) <strong><span style="text-decoration: underline;"><a href="http://eu.wiley.com/WileyCDA/WileyTitle/productCd-0471466697.html" target="_blank">The price advantage</a></span>. </strong>John Wiley &amp; Sons, Inc., Hoboken, New Jersey (available on <a href="http://books.google.ro/books?id=BQQ0RZFm67UC&amp;pg=PA213&amp;lpg=PA213&amp;dq=pricing+kpis&amp;source=bl&amp;ots=2YGje_KnsQ&amp;sig=_wCVUlfSFo9XhPUfY5AojCNovCM&amp;hl=ro&amp;ei=QoUmS9XhOtvRjAfyxYHVBw&amp;sa=X&amp;oi=book_result&amp;ct=result&amp;resnum=5&amp;ved=0CB4Q6AEwBA#v=onepage&amp;q=pricing%20kpis&amp;f=false" target="_blank">Google Books</a>).</li>
	<li>If you are a pricing professional or your activity involves in pricing-related issues, you might find of interest visiting the <span style="text-decoration: underline;"><a href="http://www.pricingsociety.com/" target="_blank">Professional Pricing Society</a></span>.</li>
</ul>]]></content:encoded>
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<wp:post_id>606</wp:post_id>
<wp:post_date>2009-12-18 07:55:15</wp:post_date>
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<title>The KPI Database on smartKPIs.com continues to grow - Over 900 KPI examples published to date</title>
<link>http://www.smartkpis.com/blog/the-kpi-database-on-smartkpis-com-continues-to-grow-over-900-kpi-examples-published-to-date/</link>
<pubDate>Sat, 19 Dec 2009 04:56:01 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Retail]]></category>

		<category domain="tag" nicename="retail"><![CDATA[Retail]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=620</guid>
<description></description>
<content:encoded><![CDATA[<strong><span style="color: #339966;"><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></span></strong> registered users can now select their Key Performance Indicators (KPIs) from over 900 Performance Measures documented and published in the online database. The team focused in the last few days on the  Information Technology and Corporate Social Responsibility.
<!--more-->The functional areas with the highest number of documented measures are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (205)</a></li>
	<li><span style="color: #339966;"><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (100)</a></span></li>
	<li><span style="color: #339966;"><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply Chain, Procurement, Distribution (87)</a></span></li>
	<li><span style="color: #339966;"><a title="Knowledge and Innovation" href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/" target="_blank">Knowledge and Innovation (63)</a></span></li>
	<li><a title="Finance and Accounting" href="http://www.smartkpis.com/kpi/functional-areas/finance/" target="_blank">Finance and Accounting (55)</a></li>
</ul>
Within the industry categories, the highest numbers of documented KPIs are in:
<ul>
	<li><a id="mb_aux" title="Transportation" rel="width:600,height:400" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (43)</a></li>
	<li><span style="color: #339966;"><a title="Government - State" href="http://www.smartkpis.com/kpi/industries/government/" target="_blank">Government (38)</a></span></li>
	<li><a id="mb_aux" title="Financial Institutions" rel="width:600,height:400" href="http://www.smartkpis.com/kpi/industries/financial-institutions/" target="_blank">Financial Institutions (22)</a></li>
	<li><a id="mb_aux" title="Hospitality &amp; Leisure" rel="width:600,height:400" href="http://www.smartkpis.com/kpi/industries/hospitality-tourism/" target="_blank">Hospitality &amp; Leisure (21)</a></li>
	<li><a title="Retail" href="http://www.smartkpis.com/kpi/industries/retail/" target="_blank">Retail (20)</a></li>
</ul>
Example of a documented performance measure:<span style="color: #008000;"> </span><a href="http://www.smartkpis.com/kpi-key-performance-indicator/online-public-procurement-391.html" target="_blank">% Online public procurement</a>
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>620</wp:post_id>
<wp:post_date>2009-12-19 06:56:01</wp:post_date>
<wp:post_date_gmt>2009-12-19 04:56:01</wp:post_date_gmt>
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<title>Exploring customer profitability</title>
<link>http://www.smartkpis.com/blog/exploring-customer-profitability/</link>
<pubDate>Mon, 21 Dec 2009 05:38:24 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Customer Profitability]]></category>

		<category domain="tag" nicename="customer-profitability"><![CDATA[Customer Profitability]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=647</guid>
<description></description>
<content:encoded><![CDATA[At macro level, marketing performance appraisals focus on customers as a whole, on how they perceive the brand, what knowledge they have about it, the level of their satisfaction and how they respond to various marketing efforts (advertising, pricing strategies etc.).

Managing customer relationships at micro level can be a very complex process, where performance management looks at improving the administrative aspects that can influence customer satisfaction (such as sound document flows with customers), as well as achieving long term goals (as the customer lifetime value).  The major purpose of customer performance management is to measure and enhance profitable interactions with customers.

<strong><span style="color: #339966;"><!--more--><a href="http://www.smartkpis.com/dashboard/" target="_blank">smartKPIs.com</a></span></strong> documented several customer metrics that can be good KPI candidates:

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/customers-retained-in-a-given-time-period-3.html" target="_blank">% Customers retained in a given time period</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-attrition-19.html" target="_blank">% Customer attrition</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-acquisition-187.html" target="_blank">% Customer acquisition</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/spend-per-customer-20.html" target="_blank">$ Spend per customer</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/average-aquisition-cost-1367.html" target="_blank">$ Average acquisition cost</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/average-retention-cost-1368.html" target="_blank">$ Average retention cost</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/frequent-customers-138.html" target="_blank">% Frequent customers</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-profitability-154.html" target="_blank">$ Customer profitability</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/lifetime-value-of-a-customer-ltv-155.html" target="_blank">$ Lifetime value of a customer (LTV)</a>

We invite you to explore our <a href="http://smartKPIs.com" target="_blank">database of KPIs</a> for more details on these metrics.

The current blog post aims at providing an in-depth view of customer profitability.

Why is exploring customer profitability important? Because it is vital to differentiate profitable customers from unprofitable ones, in order to either give up on the relationship with the latter ones, or to increase efforts for making them profitable.

<strong>$ Customer profitability</strong> allows analysis of the profits generated by a particular customer/customer group within a specific time frame. Measurement involves calculating the difference between the revenue generated by the customer and the costs associated with that customer relationship.

Often, it is quite difficult to make such measurement, to quantify all revenue and all costs associated with one customer. For example, in terms of revenue, to simplify things, companies often measure the value of the customer purchases performed in that data capture period. But customers can generate revenue by making a recommendation of the company to another customer that will make a purchase based on that. Or even by word-of-mouth advertising, dispensing the company of the costs for that advertising. So, companies will focus on the clear money flows with the customers.

Measurement can be facilitated by the use of various customer relationship management software.  At first, the subtraction of the costs from the revenues generated by each customer (or group) is done. Then, customers will be sorted based on profit levels, usually in three categories:
<ol>
	<li><em>Top Tier</em>: are the most profitable, probably the less price-sensitive and need to be retained. Usually, the strategy is to reward these customers so as to consolidate the relationship with them.</li>
	<li><em>Second Tier</em>: they generate moderate profits, but may have a growth potential, so relationship needs to be fostered with them in the direction of transforming some in top tier customers.</li>
	<li><em>Third Tier</em>: these are the unprofitable customers that affect company results. Efforts could be made in order to moving them to the superior levels, but if they can be identified at very early stages of the relationship, it might be the right thing to dispose of them.</li>
</ol>
Measuring customer profitability has a retroactive focus, but there is a metric that looks forward in the relationship with the customer: the customer lifetime value.

<strong>$ Customer lifetime value </strong>calculates the present value of the future cash-flows derived from the relationship with the customer.

It is based on forecasts that envisage the lifetime of a customer, on one hand, and the cash-flows that will be during that period, on the other hand. The value represents the upper limit of what the company is willing to pay to either acquire that customer or maintain the relationship with an existing one.

The calculation is done by multiplying the cash margin of each period to the present value of the estimated length of the customer relationship, as it follows:

$ Customer lifetime value = $ Period margin * [% Retention rate / (1 + % Discount rate - % Retention rate)]
<ul>
	<li>$ Period margin represents the per-period cash margin (revenue minus costs)</li>
	<li>% Retention rate is the rate at which the customer is estimated to be retained, based on past retention rates</li>
	<li>% Discount rate is the rate by which the future cash flows are brought to present</li>
</ul>
Many cautions have to be taken into consideration when applying this calculation formula, such as periods of inactivity in customer relationships or variations in the expected cash margin. When these apply, more complex models have to be used for calculation.

<strong>Further reading:</strong>
Kaplan, S., R. (2005) <a href="http://hbswk.hbs.edu/item/4938.html" target="_blank">A Balanced Scorecard Approach To Measure Customer Profitability</a>. Balanced Scorecard Report.
Cokins, G. (2004) <a href="http://www.sas.com/offices/europe/slovakia/events/pdf/profitability.pdf" target="_blank">How to Measure and Manage Customer Value and Customer Profitability</a>. SAS White Paper.]]></content:encoded>
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<wp:post_id>647</wp:post_id>
<wp:post_date>2009-12-21 07:38:24</wp:post_date>
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<title>1000 Key Performance Indicators (KPI) examples on smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-1000-kpi-examples-on-smartkpis-com/</link>
<pubDate>Wed, 23 Dec 2009 03:49:22 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=666</guid>
<description></description>
<content:encoded><![CDATA[<h1 style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="alignnone size-full wp-image-675" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></h1>
With 275 Performance Measures published this month, the KPI repository on <strong><a href="http://www.smartkpis.com" target="_blank">www.smartKPIs.com</a></strong> grew to over 1000 KPI examples. Registered visitors can build their personalized library of KPIs by selecting them from the well documented KPI examples available on the website.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (278)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (100)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply Chain, Procurement, Distribution (87)</a></li>
	<li><a title="Knowledge and Innovation" href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/" target="_blank">Knowledge and Innovation (63)</a></li>
	<li><a title="Finance and Accounting" href="http://www.smartkpis.com/kpi/functional-areas/finance/" target="_blank">Finance and Accounting (55)</a></li>
</ul>
Within the industry categories, the highest numbers of documented KPIs are in:
<ul>
	<li><a id="mb_aux" title="Transportation" rel="width:600,height:400" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (43)</a></li>
	<li><a title="Government - State" href="http://www.smartkpis.com/kpi/industries/government/" target="_blank">Government (38)</a></li>
	<li><a id="mb_aux" title="Financial Institutions" rel="width:600,height:400" href="http://www.smartkpis.com/kpi/industries/financial-institutions/" target="_blank">Financial Institutions (22)</a></li>
	<li><a id="mb_aux" title="Hospitality &amp; Leisure" rel="width:600,height:400" href="http://www.smartkpis.com/kpi/industries/hospitality-tourism/" target="_blank">Hospitality &amp; Leisure (21)</a></li>
	<li><a title="Retail" href="http://www.smartkpis.com/kpi/industries/retail/" target="_blank">Retail (20)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/email-spam-messages-stopped-detected-934.html" target="_blank">% Defects removal efficiency.</a>
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>666</wp:post_id>
<wp:post_date>2009-12-23 05:49:22</wp:post_date>
<wp:post_date_gmt>2009-12-23 03:49:22</wp:post_date_gmt>
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<title>Sustainability Product Index - A Walmart initiative</title>
<link>http://www.smartkpis.com/blog/sustainability-product-index-a-walmart-initiative/</link>
<pubDate>Sat, 26 Dec 2009 03:19:13 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Environment Care]]></category>

		<category domain="tag" nicename="environment-care"><![CDATA[Environment Care]]></category>

		<category domain="tag"><![CDATA[Multimedia]]></category>

		<category domain="tag" nicename="multimedia"><![CDATA[Multimedia]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Sustainability]]></category>

		<category domain="tag" nicename="sustainability"><![CDATA[Sustainability]]></category>

		<category domain="tag"><![CDATA[Walmart]]></category>

		<category domain="tag" nicename="walmart"><![CDATA[Walmart]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=689</guid>
<description></description>
<content:encoded><![CDATA[One of the important events of 2009 for the Retail industry and Sustainability community was the launch of the Sustainable Product Index initiative by Walmart and the establishment of the Sustainability Consortium.

The Sustainable Product Index is intended to be an open source worldwide standard of measuring the sustainability of a product.

The Sustainability Consortium is an independent group of scientists and engineers from leading academic research institutions around the world who engage with other leading researchers from the NGO, Governmental and Industrial sectors. The primary function is to develop the science to support the indexing of consumer products throughout all phases of the products life.

<!--more-->The initiative was announced by Mike Duke, president and CEO, Walmart at the July 2009 Milestone Meeting.  The 20 minutes video of the address is available below:

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Key discussion points:
<h2><strong>On measurement</strong></h2>
<ul>
	<li>Retailer at hart, with engineering training (Alumni of Georgia Tech)</li>
	<li>I like metrics, I like measurements, I like to set goals and measure results. I guess it comes with that qualitative measurement approach.</li>
	<li>If you can't measure it, you can manage it.</li>
	<li>In some ways we have got measurements already, we think there is a need of much more in this area of measurement.</li>
</ul>
<h2><strong>On customer expectations</strong></h2>
Consumers have much higher expectations from retailer and suppliers:
<ol>
	<li>Savings. The Global Financial Crises brought on new expectations from consumers. Customers want to save money even more and they are smart about what and how they are spending.</li>
	<li>Transparency. The speed of information is higher. Greated transparency in the future is expected and will accellerate. If businesses are not transparent, they will not have the trust of consumers.</li>
	<li>Sustainability. World population is currently 6.7 billion, growing to over 9 billion by 2050 . We are depleating the natural resources of the world if consumer patters will be mantained or accelerate.</li>
</ol>
<h2><strong>On the Product Sustainability Index</strong></h2>
A global standard to be used across the world with all retailers, in all countries. Will help raise quality and lower cost, while enabling innovation across the supply chain.
<h3>1. Supplier Assessment</h3>
A 15 questions questionnaire will be provided to suppliers to evaluate therir approach to sustainability. The questions are dedived into four areas:
<ul>
	<li>Energy and Climate</li>
	<li>Natural resources</li>
	<li>Material efficiency</li>
	<li>People and Community</li>
</ul>
Piloted with the top 50 suppliers from the USA and gradually rolled-out globally to over 100,000 suppliers.
<h3>2. Lifecycle Analysis Database</h3>
<ul>
	<li>Consortium of universities that will collaborate with suppliers, retailers, NGOs and government to develop a global database of information on the lifecycle of products – from raw materials to disposal.</li>
	<li>Arizona State University and the University of Arkansas will jointly administer the consortium.</li>
	<li>The company will also partner with one or more leading technology companies to create an open platform that will power the index.\</li>
</ul>
<h3>3. A Simple Tool for Consumers</h3>
<ul>
	<li>Standard database available to tell customers about the sustainability index of they product they are purchasing.</li>
	<li>The sustainability consortium will help determine the scoring process in the coming months and years.</li>
</ul>
<h2>Quotes</h2>
“The index will bring about a more transparent supply chain, drive product innovation and, ultimately, provide consumers the information they need to assess the sustainability of products. If we work together, we can create a new retail standard for the 21st century.”
<p style="text-align: right;">Mike Duke, President and Chief Executive Officer, Wal-Mart Stores, Inc.</p>
<p style="text-align: right;">Walmart Sustainability Milestone Meeting, July 16, 2009</p>
"I think from a business perspective there is another opportunity that Since the beginning of modern retailing in the US, there has never been a retail brand that's transitioned from one generation to the next. This is our opportunity to connect with the next generation. By leading in sustainability and being able to deliver quality products at low prices, to be able to deliver our value proposition, we will connect with these consumers. We may never be cool, but we care and we can make a difference."
<p style="text-align: right;">John Fleming, EVP and Chief Merchandising Officer, Wal-Mart Stores, Inc.</p>
<p style="text-align: right;">Walmart Sustainability Milestone Meeting, July 16, 2009</p>
<p style="text-align: left;"><strong>Additional resources:</strong></p>

<ul>
	<li><a href="http://walmartstores.com/download/3863.pdf" target="_blank">Walmart Sustainability survey</a> for suppliers.</li>
	<li>Walmart <a href="http://walmartstores.com/download/4055.pdf" target="_blank">Supplier Sustainability Assessment</a>.</li>
	<li><a href="http://walmartstores.com/Video/?c=624" target="_blank">Videos</a> from the Walmart Sustainability Milestone Meetings, July and November, 2009</li>
</ul>
<div id="_mcePaste" style="overflow: hidden; position: absolute; left: -10000px; top: 406px; width: 1px; height: 1px;">Retailer at hart, with engineering training (Alumni of Georgia Tech)
I like metrics, I like measurements, I like to set goals and measure results. I guess it comes</div>
with that qualitateive measurement approach.
If you can't measure it, you can manage it.
In some ways we have got measurements already, we think there is a need of much more in this

area, of measurement.

Consumers have much higher expectations from retailer and suppliers.

1. Savings. The Global Financial Crises brought on new expectations from consumers. Customers

want to save money even more and they are smart about what and how they are spending.
2. Transparency. The speed of information is higher. Greated transparency in the future is

expected and will accellerate. If businesses are not transparent, they will not have the trust

of consumers.
3. Sustainability. World population is currently 6.7 billion, growing to over 9 billion by

2050 . We are depleating the natural resources of the world if consumer patters will me

mantained or accelerate.

Walmart Sustainability Index
A global standard to be used across the world with all retailers, in all countries.
Help raise quality and lower cost.
Create innovation across the supply chain.

1. Supplier Addessment
A 15 questions questionnaire will be provided to suppliers to evaluate therir approach to

sustainability. The questions are dedived into four areas:
Energy and Climate
Natural resources
Material efficiency
People and Community
Piloted with the top 50 suppliers from the USA and gradually rolled-out globally to over

100,000 suppliers.

2. Lifecycle Analysis Database
Consortium of universities that will collaborate with suppliers, retailers, NGOs and

government to develop a global database of information on the lifecycle of products – from raw

materials to disposal.
Arizona State University and the University of Arkansas will jointly administer the

consortium.
The company will also partner with one or more leading technology companies to create an open

platform that will power the index.

3. A Simple Tool for Consumers
Standard database available to tell customers about the sustainability index of they product

they are purchasing.
The sustainability consortium will help determine the scoring process in the coming months and

years.

"I think from a busines sperspective there is another opportunity that Since the beginning of modern retailing in the US, there has never been a retail brand that's transitioned from one generation to the next. This is our opportunity to connect with the next generation. By leading in sustainability and being able to deliver quality products at low prices, to be able to deliver our value proposition, we will connect with these consumers. We may never be cool, but we care and we can make a difference."
John Fleming, EVP and Chief Merchandising Officer, July 2009 Milestone Meeting - Sustainability Index]]></content:encoded>
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<title>A new approach to measuring performance in cricket: the Castrol Index</title>
<link>http://www.smartkpis.com/blog/a-new-approach-to-measuring-performance-in-cricket-%e2%80%93-the-castrol-index/</link>
<pubDate>Tue, 29 Dec 2009 07:52:46 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Cricket]]></category>

		<category domain="tag" nicename="cricket"><![CDATA[Cricket]]></category>

		<category domain="tag"><![CDATA[Multimedia]]></category>

		<category domain="tag" nicename="multimedia"><![CDATA[Multimedia]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=712</guid>
<description></description>
<content:encoded><![CDATA[Cricket is considered today as one of the major world sports in terms of participants, spectators and media interest. Although it originates from England, cricket did not attract much interest and attention in Europe like football did. However it became hugely popular in countries such as India, Pakistan, Sri Lanka, Bangladesh, South Africa, Australia, New Zeeland and West Indies, most of them former British colonies or still under the Crown influence.

With an increased influence and interest in the game of cricket around the world, the International Cricket Conference (ICC) is trying to implement new development programs with the goal of producing more national teams capable of competing at Test level but also club teams that can compete in professional leagues at national or international level. Thus, in the last years we could see the development of the shorter versions of the game such as the Twenty 20 World Cup (2007), the official Indian Premier League (2008) and the Cricket Champion League (2009).

Because of its increased popularity and tremendous developments, especially in terms of birth of new professional competitions, cricket became today a major attraction, whose performance in all of its aspects is an important phenomenon to watch and measure. As a result, more applications and programs that monitor performance in cricket have already started to emerge.

<!--more-->One such example is the Castrol Cricket Index which objectively analyses and ranks player and team performance by adopting a comprehensive approach towards the game.

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The Castrol Index takes into consideration all aspects of the players’ game such as the battling, bowling and fielding trying to create and bring into attention comprehensive statistics, insights, information and knowledge in order to facilitate a better understanding of the game and what is necessary in order to create a winning performance. It monitors both player and team performances separately, enabling “connoisseurs” to track teams or players performance on a cumulative level or in different aspects of the game.

On the individual level, players are assessed for their both core (battling and bowling) and noncore (fielding and wicket keeping) skills being awarded with base points for core skills and bonus points for noncore skills. At the team level, Castrol Index focuses on team overall battling momentum and bowling efficiency across a set of matches. The most important metrics their performance is assessed against are:

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Cricket-Key-Performance-Indicators-1.jpg"><img class="alignnone size-full wp-image-715" title="Cricket Key Performance Indicators 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Cricket-Key-Performance-Indicators-1.jpg" width="254" height="289" /></a><a href="http://www.smartkpis.com/blog/wp-content/uploads/Cricket-Key-Performance-Indicators-2.jpg"><img class="alignnone size-full wp-image-718" title="Cricket Key Performance Indicators 2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Cricket-Key-Performance-Indicators-2.jpg" width="253" height="289" /></a>

&nbsp;

Overall, as Harsha Bhogle, cricket commentator and ambassador for the Castrol Index acknowledges: “The Castrol Index provides differentiated analysis and information that sheds new light on how the game is played and won. The Castrol Index provides unique insights into the performance of players and teams – specifically what makes some of them more effective and successful than others. It provides a point of view based on analysis and data not just subjective opinion”.

For more details about how Castrol Index is calculated please visit: <a href="http://www.castrolcricket.com" target="_blank">www.castrolcricket.com</a>

The football version of Index is available at: <a href="http://www.castrolfootball.com" target="_blank">www.castrolfootball.com</a>

<strong>References:</strong>
<a href="http://www.essortment.com/hobbies/historycricket_sngj.htm" target="_blank">www.essortment.com/hobbies/historycricket_sngj.htm</a>
<a href="http://www.yehhaicricket.com/history/history.html" target="_blank">www.yehhaicricket.com/history/history.html</a>
<a href="http://www.castrolcricket.com" target="_blank">www.castrolcricket.com</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>712</wp:post_id>
<wp:post_date>2009-12-29 09:52:46</wp:post_date>
<wp:post_date_gmt>2009-12-29 07:52:46</wp:post_date_gmt>
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<title>Happy New Year!</title>
<link>http://www.smartkpis.com/blog/happy-new-year/</link>
<pubDate>Wed, 30 Dec 2009 23:43:29 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[2010]]></category>

		<category domain="tag" nicename="2010"><![CDATA[2010]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=725</guid>
<description></description>
<content:encoded><![CDATA[<img class="alignnone" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="601" height="180" />
<h2>A Happy New Year to all <a href="http://www.smartKPIs.com">www.smartKPIs.com</a> visitors!</h2>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>725</wp:post_id>
<wp:post_date>2009-12-31 01:43:29</wp:post_date>
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<title>1100 Key Performance Indicators (KPI) examples on smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/1100-key-performance-indicators-kpi-examples-on-smartkpis-com/</link>
<pubDate>Wed, 06 Jan 2010 08:44:34 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=735</guid>
<description></description>
<content:encoded><![CDATA[<h1 style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></h1>
The library of KPIs on <strong><a href="http://www.smartkpis.com" target="_blank">www.smartKPIs.com</a></strong> has just reached over 1100 published KPI examples. Registered visitors can build their personalized list of KPIs by selecting them from the well documented KPI examples available on the website.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (323)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (100)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply Chain, Procurement, Distribution (87)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/production-quality-management/" target="_blank">Production and Quality Management (81)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/" target="_blank">Knowledge and Innovation (63)</a></li>
</ul>
Within the industry categories, the highest numbers of documented KPIs are in:
<ul>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (43)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government/" target="_blank">Government (39)</a></li>
	<li><a id="mb_aux" title="Financial Institutions" rel="width:600,height:400" href="http://www.smartkpis.com/kpi/industries/financial-institutions/" target="_blank">Financial Institutions (22)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/hospitality-tourism/" target="_blank">Hospitality &amp; Leisure (21)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/retail/" target="_blank">Retail (20)</a></li>
</ul>
Example of a new documented indicator: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/production-set-up-changeover-time-1604.html" target="_blank">% Production uptime</a>
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>735</wp:post_id>
<wp:post_date>2010-01-06 10:44:34</wp:post_date>
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<title>Performance Management and www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/smartkpis-com-performance-architect-update-12010/</link>
<pubDate>Thu, 07 Jan 2010 13:51:44 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Academic references]]></category>

		<category domain="tag" nicename="academic-references"><![CDATA[Academic references]]></category>

		<category domain="tag"><![CDATA[Action Research]]></category>

		<category domain="tag" nicename="action-research"><![CDATA[Action Research]]></category>

		<category domain="tag"><![CDATA[Expert]]></category>

		<category domain="tag" nicename="expert"><![CDATA[Expert]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=809</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 1/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-www.smartKPIs.com-.jpg"><img class="alignright  size-full wp-image-825" title="Aurel Brudan - www.smartKPIs.com" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-www.smartKPIs.com-.jpg" alt="" width="200" height="214" /></a></h2>
Launched in November 2009, <span style="color: #008000;"><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></span> was met with overwhelming interest by tens of thousands of visitors from over 160 countries. A base of regular visitors quickly formed in a relative short period of time and it continues to grow with many registering as site users daily.

<em>Why such interest in the subject of Performance Management and more specifically Key Performance Indicators (KPIs)?</em>

<em>What sets smartKPIs.com apart in addressing this interest in the subject?</em>
<h3><!--more-->On Performance Management</h3>
Business Performance Management is a dry subject for many. At individual level, annual performance reviews have been compared to preparing tax returns - it is hard to find someone who takes pleasure in completing them, but they are necessary and regular.

For others the topic is complex and rewarding. At company level, Performance Management Systems have been compared to washing machines that have to be properly installed and configured in order to operate as desired (Meekings et al, 2009).

Performance Management is still in the early stages of being established as discipline and the lack of standards makes using tools and concepts from this field a challenging task. There is a certain degree of confusion in the way terminology is used in the discipline both within academic literature, in practice and between them.

Faced with the challenging task of finding coherence in this universe of mostly unstandardised concepts, practitioners welcome tools and methodologies that bring clarity, structure and simplicity to Performance Management. The success of the Balanced Scorecard over the last 20 years is proof of that.

smartKPIs.com fits in this picture as a platform based community that can be used to:
<ul>
	<li>Learn more and improve the understanding of Performance Management concepts</li>
	<li>Review examples of Key Performance Indicators that went through a thorough documentation process</li>
	<li>Manage personal libraries of KPI examples, selected by users as most suitable for the performance management initiatives they are involved in.</li>
	<li>Source templates that can be used in better structuring the documentation used as part of organisational performance management frameworks or systems.</li>
</ul>
<h3>smartKPIs.com differentiation</h3>
The world abounds with Performance Management consultants and there are many resources available on the Internet. smartKPIs.com is not the first, nor the latest online platform available to the wider public.

What sets smartKPIs.com apart is:
<ol>
	<li> <strong>The combination of insight from practice with academic rigor.</strong> We value academic research and use its findings and principles.  At the same time, abstract concepts are much better understood when analysed in context, in practice. In addition, practice refines such concepts and contributes to their evolution and usability.</li>
	<li><strong>The ability to structure information in clear taxonomies, simplifying the analysis process. </strong>This enables visitors to better understand the discipline of Performance Management and the use of KPIs as a core organisational capability. The benefits, although indirect are to be seen at both personal and organisational level: “ I am convinced that the first essential of business success is the capacity for organized thinking” (Follett, 1940)</li>
	<li><strong>Expertise in the field of Performance Management, through a “community of inquiry”.</strong> The definition of an expert is relative.  Today, same as in old times, anyone can claim to be an expert in anything. Mark Twain is credited with using the phrase "an ordinary fellow from another town" as an explanation to the term. Will Rogers is credited with using the phrase "a man fifty miles from home with a briefcase" to express the same. In our times, the number of miles increased considerably and the briefcases were replaced by blogs, websites and accounts on social networking sites. In developing expertise we took the long but steady road of academic study, combined with learning from practical experience and generating new insights. Our approach to learning from practice is action research and it follows Peirce’s inquiry process of abduction, deduction and induction (Barton et al, 2007).  More importantly, we have done over 10,000 hours of deliberate practice in the field of Performance Management both at team level and individual level by some of the team members. Academic research supports a causal relationship between the accumulated deliberate practice (guided, highly structured learning activity) and the level of expertise in an area.  Deliberate practice being a “highly structured activity, the explicit goal of which is to improve performance” (Ericsson et al, 1993). Having said that, we are great believers in the power of collective intelligence. We see ourselves as informed facilitators of the interaction, collaboration and learning process that smartKPIs.com users will participate in.</li>
</ol>
<h3><strong>smartKPIs.com metaphor</strong></h3>
One metaphor that I think describes smartKPIs.com is comparing it to a tree.
<ul>
	<li><strong>It first needed a fertile land</strong> - Performance Management</li>
	<li><strong>A seed</strong> - myself as Performance Architect</li>
	<li><strong>A period of growth</strong> - the many years of deliberate practice</li>
	<li><strong>Branches</strong> - the team behind smartKPIs.com</li>
	<li><strong>Flowers</strong> - its website content</li>
	<li><strong>Nectar</strong> - the quality of the content</li>
	<li><strong>Bees</strong> - visitors of the website</li>
	<li><strong>Cross-pollination</strong> - the exchange of ideas in the online community</li>
	<li><strong>Fruits </strong>- Financial self sustainability of the website</li>
	<li><strong>Honey</strong> - Value generation for visitors, fed back into their organisations.</li>
</ul>
Enjoy smartKPIs.com!

Aurel Brudan
<strong>Performance Architect,
<a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong>
<h4>References</h4>
Ericsson, K. A., Krampe, R. Th. and Tesch-Römer C.(1993), <em><a href="http://projects.ict.usc.edu/itw/gel/EricssonDeliberatePracticePR93.pdf" target="_blank">The role of deliberate practice in the acquisition of expert performance</a></em>, Psychological Review, Vol. 100, Nr. 3, pp. 363-406

Follett, M. P. (1940), <em>Dynamic Administration. The Collected Papers of Many Parker Follett</em>, edited by Henry C. Metcalf and L. Urwick, Harper &amp; Brothers, New York, London

Meekings A., Povey, S. and Neely, A. (2009), <a href="http://www.emeraldinsight.com/10.1108/13683040910984284" target="_blank"><em>Performance plumbing: installing performance management systems to deliver lasting value</em></a>, Measuring Business Excellence, Vol. 13, No. 3, pp. 13-19

Barton, J, Stephens, J. and Haslett, T (2007), <em>Action Research: An Exploration of its Logic and Relationship to the Scientific Method</em>. Proceedings of the 13th ANZSYS Conference - Auckland, New Zealand, 2nd-5th December, 2007 Systemic Development: Local Solutions in a Global Environment]]></content:encoded>
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<title>Over 1200 Key Performance Indicator (KPI) examples on smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-1200-key-performance-indicator-kpi-examples-on-smartkpis-com/</link>
<pubDate>Sat, 09 Jan 2010 12:30:00 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=752</guid>
<description></description>
<content:encoded><![CDATA[<h1 style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></h1>
The library of KPIs on <strong><a href="http://www.smartkpis.com" target="_blank">www.smartKPIs.com</a></strong> has just reached over 1200 published KPI examples. Registered visitors can build their personalized list of KPIs by selecting them from the well documented KPI examples available on the website.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (325)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (100)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/production-quality-management/" target="_blank">Production and Quality Management (95)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply Chain, Procurement, Distribution (87)</a></li>
	<li><a title="Marketing &amp; Communications" href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (82)</a></li>
</ul>
Within the industry categories, the highest numbers of documented KPIs are in:
<ul>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (43)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government/" target="_blank">Government (39)</a></li>
	<li><a title="Sports" href="http://www.smartkpis.com/kpi/industries/sports/" target="_blank">Sports (35)</a></li>
	<li><a title="Telecommunications / Call Centre" href="http://www.smartkpis.com/kpi/industries/telecommunications-call-centre/" target="_blank">Telecommunications / Call Centre (25)</a></li>
	<li><a id="mb_aux" title="Financial Institutions" rel="width:600,height:400" href="http://www.smartkpis.com/kpi/industries/financial-institutions/" target="_blank">Financial Institutions (22)</a></li>
</ul>
Example of a new documented indicator: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/calls-answered-within-set-timeframe-1114.html" target="_blank">% Calls answered within set time frame</a>.
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
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<title>Key Performance Indicators for Sales Force Performance Management</title>
<link>http://www.smartkpis.com/blog/key-performance-indicators-for-sales-force-performance-management/</link>
<pubDate>Sat, 09 Jan 2010 23:09:05 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Sales]]></category>

		<category domain="tag" nicename="sales"><![CDATA[Sales]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=839</guid>
<description></description>
<content:encoded><![CDATA[The series of blog posts on Marketing Performance Measurement continues in 2010 with an insight on sales force management, as part of the front-end facet of the marketing process.

Sales force and sales channel management is a crucial part of marketing, especially when dealing with a push approach towards the marketplace. Monitoring the effectiveness of the sales system is essential for business as on its success relies the future of the business. <a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a> contains over 40 examples of Key Performance Indicators published in the <a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">online database</a>. Some of these are highlighted by category below:<em><strong> </strong></em>
<h3><em><strong></strong></em><span style="color: #808080;"><strong><!--more-->Category 1. Sales force efficiency</strong></span></h3>
It represents a generic name for metrics used for monitoring salesperson or sales team performance by means of various criteria, such as calls or contacts made, accounts (potential, activated, re-activated), revenue generated etc. Examples:
<p style="text-align: left;"><a href="http://www.smartkpis.com/kpi-key-performance-indicator/agent-utilization-55.html" target="_blank">% Agent utilization</a></p>
<p style="text-align: left;"><a href="http://www.smartkpis.com/kpi-key-performance-indicator/revenue-per-successful-call-5.html" target="_blank">$ Revenue per successful call</a></p>
<p style="text-align: left;"><a href="http://www.smartkpis.com/kpi-key-performance-indicator/hourly-sales-167.html" target="_blank"># Hourly sales</a></p>

<h3><span style="color: #808080;"> <strong>Category 2. Sales compensation</strong></span></h3>
Compensation measures the amount of payments made to a sales person or to a sales team. Sales force is usually compensated by bonuses or commissions, added to the baseline salary, and those are proportional to their sales results. Monitoring compensation spending is important as it helps assessing whether progress of the sales crew is in accordance to the set goals and the costs associated with their activity are generating the results desired.
<h3><span style="color: #808080;"><strong>Category 3. Sales goals or objectives
</strong></span></h3>
In accordance to their compensation, sales people have to  meet sales goals, representing the sales target for the following period, as is follows:
<p style="text-align: left;">$ Sales goal = % Share of the sales person in the territory in the prior year * $ Forecated sales in the territory</p>
Goals are set to motivate sales people and establish benchmarks, but set too high or too low would make the effort of no relevance and even damaging. Thus, some rules have to be followed when setting sales goals so as they are SMART:
<ul>
	<li><strong>S</strong>pecific to a sales person/team/territory</li>
	<li><strong>M</strong>easurable in numbers</li>
	<li><strong>A</strong>chievable considering the resources of the person/team and the market potential,</li>
	<li><strong>R</strong>ealistic so as not to be considered too high and</li>
	<li><strong>T</strong>ime-bound, attainable in a clear time-frame, with a precise deadline.</li>
</ul>
<p style="text-align: left;">Example: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/sales-quota-attainment-68.html" target="_blank">% Sales quota attainment</a></p>

<h3><span style="color: #808080;"><strong> Category 4. Sales workload</strong></span></h3>
The workload of the sales person/team should be taken into consideration when setting sales goals and providing sales compensation. Workload generally defines the amount of work of a person/team and, in the context of sales, this it influenced by the number of active accounts that need to be served, on one hand, and the number of potential accounts that are targeted, on the other hand:
<p style="text-align: center;">#  Sales workload = (# Active accounts * # Average time to serve an active account) + (# Potential accounts * # Average time to convert a prospect into an active account)</p>
Other sales force KPIs focus on pipeline analysis. Sales pipeline performance will be covered in a future blog post.

For further reading, we recommend: <a href="http://astore.amazon.com/smartkpis-20/detail/0814406505" target="_blank"><em>The Complete Guide to Accelerating Sales Force Performance. </em></a>]]></content:encoded>
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<title>Maintenance Performance Management</title>
<link>http://www.smartkpis.com/blog/assessing-maintenance-management/</link>
<pubDate>Mon, 11 Jan 2010 08:47:26 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Maintenance]]></category>

		<category domain="tag" nicename="maintenance"><![CDATA[Maintenance]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Production]]></category>

		<category domain="tag" nicename="production"><![CDATA[Production]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=751</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/kpi/functional-areas/production-quality-management/maintenance/" target="_blank"><img class="aligncenter size-full wp-image-876" title="Maintenance" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/final.jpg" width="364" height="272" /></a></p>
Maintenance is the subcategory of the Production functional area that deals with the technical and administrative aspects of assuring that an item can perform its required functions during its life cycle.

<!--more-->Assessing the performance of maintenance management can be done easily by selecting relevant KPIs customized for the needs of each organization. The library of KPIs on <a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a> contains a set of well documented maintenance metrics that are good candidates for inclusion in customized KPI libraries built by maintenance professionals:

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/maintenance-quality-index-1756.html" target="_blank">% Maintenance quality index</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/maintenance-cost-1755.html" target="_blank">% Maintenance cost</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/maintenance-backlog-1749.html" target="_blank"># Maintenance backlog</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/emergency-repairs-1748.html" target="_blank">% Emergency repairs</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/maintenance-schedule-completion-effectiveness-1747.html" target="_blank">% Completion effectiveness of maintenance schedule</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/maintenance-effectiveness-1733.html" target="_blank">% Maintenance effectiveness</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/average-payback-ratio-1704.html" target="_blank">% Maintenance rework in production</a>

For more details on these indicators and many more, visit the <a href="http://www.smartkpis.com/kpi/functional-areas/production-quality-management/production/" target="_blank">Production</a> functional area.
To build your customized KPI library visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My KPIs</a> section of the website.
<h3>Example of a documented maintenance metric available on <a href="http://www.smartKPIs.com">smartKPIs.com</a></h3>
<a href="http://www.smartkpis.com/kpi-key-performance-indicator/maintenance-quality-index-1756.html" target="_blank">% Maintenance quality index</a>

<strong>Definition: </strong>This indicator measures the maintenance quality cost reported to the cost of non-quality of maintenance.

<strong>Calculation: </strong>The calculation of this indicator is done by dividing the maintenance quality cost (preventive maintenance cost) by the cost of non-quality (corrective maintenance cost plus cost of lost production due to failures).

<strong>Formula: </strong>The calculation formula is [A/(B+C)]*100, where

A= $ Preventive maintenance cost
B= $ Corrective maintenance cost
C= $ Cost of lost production due to failures

The value of this indicator is expected to increase up to 100%, so that the costs for quality maintenance, invested in preventive maintenance cost, to cover any potential non-quality maintenance cost.
<h3><strong>Further reading</strong></h3>
Marquez, C. A., (2007), <a href="http://books.google.com/books?id=a4Rsl001SmUC&amp;pg=PT279&amp;lpg=PT279&amp;dq=The+Maintenance+Management+framework+quality+index&amp;source=bl&amp;ots=rewXNv4P2B&amp;sig=_lpIcm0rA7CXmjWwPGaGkfH24Xk&amp;hl=en&amp;ei=UK1OS9_SA8-I_Aau8cmSCg&amp;sa=X&amp;oi=book_result&amp;ct=result&amp;resnum=4&amp;ved=0CBEQ6AEwAw#v=onepage&amp;q=&amp;f=false" target="_blank">The Maintenance Management framework</a>, Models and Methods for Complex Systems Maintenance.]]></content:encoded>
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<title>Over 1300 Key Performance Indicator (KPI) examples on smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-1300-key-performance-indicator-kpi-examples-on-smartkpis-com/</link>
<pubDate>Tue, 12 Jan 2010 09:11:37 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=861</guid>
<description></description>
<content:encoded><![CDATA[<h1 style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></h1>
The library of KPIs on <strong><a href="http://www.smartkpis.com" target="_blank">www.smartKPIs.com</a></strong> has just reached over 1300 published KPI examples. Registered visitors can build their personalized list of KPIs by selecting them from the well documented KPI examples available on the website.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (333)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/production-quality-management/" target="_blank">Production and Quality Management (120)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (100)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply Chain, Procurement, Distribution (87)</a></li>
	<li><a title="Marketing &amp; Communications" href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (82)</a></li>
</ul>
Within the industry categories, the highest numbers of documented performance measures are in:
<ul>
	<li><a title="Sports" href="http://www.smartkpis.com/kpi/industries/sports/" target="_blank">Sports (60)</a></li>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (43)</a></li>
	<li><a title="Resources" href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (40)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government/" target="_blank">Government (39)</a></li>
	<li><a title="Telecommunications / Call Centre" href="http://www.smartkpis.com/kpi/industries/telecommunications-call-centre/" target="_blank">Telecommunications / Call Centre (25)</a></li>
</ul>
Example of a recently documented metric: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/maintenance-quality-index-1756.html" target="_blank">% Maintenance quality index</a>.
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
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<wp:post_id>861</wp:post_id>
<wp:post_date>2010-01-12 11:11:37</wp:post_date>
<wp:post_date_gmt>2010-01-12 09:11:37</wp:post_date_gmt>
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<title>Innovation and firm performance in services - Nottingham University Business School</title>
<link>http://www.smartkpis.com/blog/innovation-and-firm-performance-in-services-nottingham-university-business-school/</link>
<pubDate>Wed, 13 Jan 2010 06:18:46 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Nottingham University Business School]]></category>

		<category domain="tag" nicename="nottingham-university-business-school"><![CDATA[Nottingham University Business School]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

		<category domain="tag"><![CDATA[Workshop]]></category>

		<category domain="tag" nicename="workshop"><![CDATA[Workshop]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=922</guid>
<description></description>
<content:encoded><![CDATA[The <span style="color: #000000;"><a href="http://www.smartkpis.com" target="_blank">smartkpis.com</a></span> team is dedicated to keeping visitors and community of registered users informed about the latest and most interesting developments and events in Performance Management from around the world.
If you come across an interesting non-commercial event that you would like to recommend to other visitors, please send us an email with the link or details at: <a href="mailto:info@smartKPIs.com" target="_blank">info@smartKPIs.com</a>.
<h2><!--more-->Performance Management events 1/2010</h2>
<strong>Title:<em> “Innovation and firm performance in services: are we measuring them correctly”</em></strong>
<p style="text-align: justify;"><strong>Date:</strong> 3rd of February 2010</p>
<p style="text-align: justify;"><strong>Location: </strong>Nottingham, United Kingdom</p>
<p style="text-align: justify;"><strong>Duration:</strong> half day (1-5pm)</p>
<p style="text-align: justify;"><strong>Format:</strong> Workshop</p>
<p style="text-align: justify;"><strong>Cost:</strong> Free</p>
<p style="text-align: justify;"><strong>Registration:</strong> No registration is necessary. However, it would be useful to confirm attendance for catering purposes.</p>
<p style="text-align: justify;"><strong>Organisers:</strong> Nottingham University Business School, The University of Nottingham, Great Britain and sponsored by the Advanced Institute of Management Research (AIM) in collaboration with the Advanced Institute of Management and the Business and Industrial Section of the Royal Statistic Society.</p>

<h4 style="text-align: justify;"><strong>Contact:</strong> <a href="mailto:giuliana.battisti@nottingham.ac.uk" target="_blank">giuliana.battisti@nottingham.ac.uk</a></h4>
<h4 style="text-align: justify;"><strong>Notes:</strong></h4>
<p style="text-align: justify;">The event is benefiting from the participation of three top speakers:</p>
<p style="padding-left: 60px; text-align: justify;">• Andy Neely (Deputy director of the Advanced Institute of Management, Cambridge University) – Title of discussion: <em>“The Servitization of manufacturing: how do we track global developments"</em></p>
<p style="padding-left: 60px; text-align: justify;">• Keith Smith (Director of Science and Innovation Analysis Group, Business Innovation and Skills Department) - Title of discussion –<em>“TBC”</em></p>
<p style="padding-left: 60px; text-align: justify;">• Jonathan Haskel (Imperial College) – Title of discussion:<em> “Productivity and Innovation in UK Financial Services: An Intangible Assets Approach”</em></p>
<p style="text-align: justify;"><strong>Further details:</strong></p>
<p style="text-align: justify;">For more details about the workshop agenda and venue visit the event page by clicking this <a href="http://www.aimresearch.org/calendar/587/81678-Innovation-and-firm-performance-in-services-are-we-measuring-them-correctly/" target="_blank">link</a>.</p>]]></content:encoded>
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<title>Be smart about SMART goals, SMART objectives, SMART KPIs and smartKPIs</title>
<link>http://www.smartkpis.com/blog/be-smart-about-smart-goals-smart-objectives-smart-kpis-and-smartkpis/</link>
<pubDate>Thu, 14 Jan 2010 07:06:33 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag"><![CDATA[SMART]]></category>

		<category domain="tag" nicename="smart"><![CDATA[SMART]]></category>

		<category domain="tag"><![CDATA[SMART Goals]]></category>

		<category domain="tag" nicename="smart-goals"><![CDATA[SMART Goals]]></category>

		<category domain="tag"><![CDATA[SMART KPI]]></category>

		<category domain="tag" nicename="smart-kpi"><![CDATA[SMART KPI]]></category>

		<category domain="tag"><![CDATA[SMART Objectives]]></category>

		<category domain="tag" nicename="smart-objectives"><![CDATA[SMART Objectives]]></category>

		<category domain="tag"><![CDATA[Theory]]></category>

		<category domain="tag" nicename="theory"><![CDATA[Theory]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=963</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 2/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" alt="" width="180" height="180" /></a></h2>
Oftentimes we take things for granted, without asking questions such as:
<ul>
	<li>Where did this idea came from?</li>
	<li>When did it originally emerge?</li>
	<li>What were the conditions that lead to it?</li>
	<li>Who contributed to its development?</li>
	<li>How should it be used properly?</li>
	<li>Why is it relevant today?</li>
</ul>
Terms such as SMART goals, SMART objectives and SMART KPIs are today part of the vocabulary in most offices from around the world. smartKPIs is a new term introduced through this website that can be useful in clarifying these concepts. Today's post will partly address the above questions in terms of the use of the SMART acronym. It will hopefully raise further questions about the slow process of maturing of Performance Management as a discipline.
<h3><!--more-->Theory base</h3>
The SMART acronym is one of the most used in business. It has its origins  in the Goal Setting Theory school of thought (Locke and Latham, 2002, Locke, 2004). One of the early articles that outlined the benefits of identifying clear goals was published by Edwin Locke, considered along with Gary Latham, one of the fathers of the theory. The article cited studies demonstrating that:
<ol>
	<li><em>"hard goals produce a higher level of performance (output) than easy goals;</em></li>
	<li><em>specific hard goals produce a higher level of output than a goal of "do your best";</em></li>
	<li><em>behavioral intentions regulate choice behavior."</em></li>
</ol>
<p style="text-align: right;">(Locke, E. A. ,1968)</p>

<h3>Original version of the S.M.A.R.T. acronym</h3>
The popularization of the S.M.A.R.T. acronym itself started with an article published in 1981 by George T. Doran, a consultant and former Director of Corporate Planning for Washington Water Power Company, Spokane. In this article, with the title "<em>There's a S.M.A.R.T. way to write management’s goals and objectives"</em>, he proposed the following criteria a S.M.A.R.T. objective should meet:
<ul>
	<li><em>Specific – target a specific area for improvement</em></li>
	<li><em>Measurable – quantify or at least suggest an indicator of progress</em></li>
	<li><em>Assignable – specify who will do it</em></li>
	<li><em>Realistic – state what results can realistically be achieved, given available resources</em></li>
	<li><em>Time-related – specify when the result(s) can be achieved.</em></li>
</ul>
<p style="text-align: right;">(Doran, 1981)</p>
In addition, Doran made two important notes. First not all objectives must be measured across all levels of management, as in some instances the focus should rather be on the action plan for achieving the objective. Secondly, not every objective written will meet all five criteria. They should be rather seen as guidelines. (Doran, 1981)
<h3><strong>SMART goals or SMART objectives</strong></h3>
Almost 30 years on, the SMART acronym is widely popular and used. Google searches using the most common keyword combinations returned on 15 January 2010 about:
<ul>
	<li>138,000 results for “SMART goals”</li>
	<li>46,100 results for "SMART objectives"</li>
	<li>3,970 results for "SMART KPIs"</li>
</ul>
However, in terms of the initial intent of using the acronym, Doran (1981) inclined towards using the SMART criteria mainly for defining objectives. He acknowledges the following distinction between goals and objectives:
<ul>
	<li>Goals represent unique beliefs and philosophies, are usually continuous and long term.</li>
	<li>Objectives are seen as providing quantitative support and expression to management’s beliefs.</li>
</ul>
Considering this proposed distinction, the SMART criteria should only be applied to objectives. In practice, however the two terms are used interchangeably by organizations. Doran's advice regarding this terminology issue is as relevant today as it was 30 years ago:

<em>“Although it may be fashionable to debate the differences between goals and objectives in our graduate business schools, from a practical point of view the label doesn’t make any difference provided officers / managers agree on the meaning of these words. In some cases, goals are short-term and objectives are long-term. In others, the opposite is true. To other organizations, goals and objectives are synonymous. Time should not be wasted in debate over these terms. The important consideration is not to have the label get in the way of effective communication.”</em> (Doran, 1981).
<h3>On SMART Key Performance Indicators (KPIs)</h3>
While there are many examples of objectives that are incompletely defined and don’t meet the SMART criteria, in the case of KPIs things are different. By its own nature and definition, a KPI is an indicator of performance with the following inherent characteristics:
<ul>
	<li>Specific – it has to be specific to an area as it is linked to a process, functional area or preferably an objective, making it a SMART Objective</li>
	<li>Measurable – it has to be measurable, otherwise it won’t indicate anything</li>
	<li>Assignable – unless is assigned, it will not me measured</li>
	<li>Realistic – setting targets is inherent in the documentation and use of KPIs.</li>
	<li>Time-it is implied in the measurement process</li>
</ul>
So a KPI shouldn’t even be called KPI if the smart criteria are not met. For this reason, the term SMART KPI is in a way doubling up on the SMART criteria.
<h3>smartKPIs</h3>
<strong>smartKPIs</strong> is a term introduced by <a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a> to describe the most relevant KPIs in use by organizations, KPIs that are truly “Key” for improving business performance. The term “KPI” has been used with largesse over time and it almost replaced the term “performance measure”. Every KPI is a performance measure, but not all performance measures are KPIs. There are hundreds of measures monitored by organizations, but only a few can be considered “Key”.

Out of these few, there is an even smaller number that is widely used across businesses, for good reasons. They are the “usual suspects” such as:
<ul>
	<li>% Customer satisfaction</li>
	<li>% Employee engagement</li>
	<li>$ Total revenue</li>
	<li>$ Net profit</li>
	<li>% Projects delivered on time, on budget and according to scope</li>
</ul>
The criteria for <strong>smartKPIs</strong> are:
<ul>
	<li>Being recommended for their usefulness in academic and practitioner publications</li>
	<li>Frequency of use across Functional areas and Industries</li>
	<li>Fulfillment of the criteria of how good KPIs should be defined and used.</li>
</ul>
Considering the “inflation” of KPIs in today’s business environment, identifying these <strong>smartKPIs</strong> will simplify the selection of relevant KPIs. It will also improve communication by enriching and clarifying a rather confusing glossary of terms that Performance Management as a discipline inherited over time.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan
<strong>Performance Architect,
<a href="../../" target="_blank">www.smartKPIs.com</a></strong>
<h4>References</h4>
Doran, G. T. (1981) "There's a S.M.A.R.T. way to write management’s goals and objectives", Management Review, Vol. 70, Issue 11, p35-36, 2p.

Locke, E. A. (1968) Toward a Theory of Task Motivation and Incentives., Organizational Behavior &amp; Human Performance, Vol. 3, Issue 2, p157-189, 33p

Locke, E. A. (2004). “Goal setting theory and its applications to the world of business”, Academy of Management Executive, Vol. 18, No. 4.

Locke, E. A. &amp; Latham G. P., (2002). “Building a Practically Useful Theory of Goal Setting and Task Motivation”, American Psychologist, Vol. 57, No. 9, 705–717.]]></content:encoded>
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<title>Over 1400 Key Performance Indicators (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-1400-key-performance-indicators-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Fri, 15 Jan 2010 03:42:26 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=958</guid>
<description></description>
<content:encoded><![CDATA[<h1 style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></h1>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered users can now select their Key Performance Indicators (KPIs) from over 1400 Performance Measures documented and published in the online repository. The team focused in the last few days on publishing Production and Quality Management, Sports and CSR / Sustainability / Environmental Key Performance Indicator examples.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (333)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/production-quality-management/" target="_blank">Production and Quality Management (123)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (113)</a></li>
	<li><a title="Marketing &amp; Communications" href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing  &amp; Communications (98)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply Chain, Procurement, Distribution (94)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Sports" href="http://www.smartkpis.com/kpi/industries/sports/" target="_blank">Sports (84)</a></li>
	<li><a title="Resources" href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (48)</a></li>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (43)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government/" target="_blank">Government (39)</a></li>
	<li><a title="Telecommunications / Call Centre" href="http://www.smartkpis.com/kpi/industries/telecommunications-call-centre/" target="_blank">Telecommunications / Call Centre (25)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/production-capacity-utilization-1752.html" target="_blank">%  Production capacity utilization</a>.
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
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<wp:post_id>958</wp:post_id>
<wp:post_date>2010-01-15 05:42:26</wp:post_date>
<wp:post_date_gmt>2010-01-15 03:42:26</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>Tracking and improving sales pipeline performance </title>
<link>http://www.smartkpis.com/blog/tracking-and-improving-sales-pipeline-performance/</link>
<pubDate>Fri, 15 Jan 2010 19:32:17 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[AIDA Approach]]></category>

		<category domain="tag" nicename="aida-approach"><![CDATA[AIDA Approach]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Sales and Customer Service]]></category>

		<category domain="tag" nicename="sales-and-customer-service"><![CDATA[Sales and Customer Service]]></category>

		<category domain="tag"><![CDATA[Sales Pipeline]]></category>

		<category domain="tag" nicename="sales-pipeline"><![CDATA[Sales Pipeline]]></category>

		<category domain="tag"><![CDATA[SAP White Paper]]></category>

		<category domain="tag" nicename="sap-white-paper"><![CDATA[SAP White Paper]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1038</guid>
<description></description>
<content:encoded><![CDATA[A sales pipeline or a sales funnel refers to the multiple stages in customer interactions. Below we suggest a simple approach to illustrating a sales pipeline, suggesting three stages along with the <a href="http://www.marketingscoop.com/AIDA-approach.htm" target="_blank">AIDA approach</a> for each of them:
<p style="text-align: center;"><img class="aligncenter size-full wp-image-1054" title="final_0002" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/final_0002.png" width="673" height="396" /></p>
<!--more-->The purpose of performance management at pipeline level is to monitor sales efforts in relation to existing and potential customers, thus forecasting short-term sales and also agents’ workload.

Of course that this simple approach can be extended as to include: cold leads and warm leads, pre-purchasers, purchasers, post-purchasers.

<a href="http://www.smartkpis.com/dashboard/" target="_blank">smartKPIs.com</a> suggests several sales pipeline Key Performance Indicators, as it follows:
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/first-appointment-to-sales-proposal-ratio-22.html" target="_blank">% First appointment to sales proposal ratio</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/closing-ratio-23.html" target="_blank">% Closing ratio</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/leads-created-1136.html" target="_blank"># Email leads created</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/lead-conversion-rate-164.html" target="_blank">% Lead conversion rate</a></li>
</ul>
Sales pipeline analysis with the purpose to project future sales and future agent / team workload should be done with caution. The accuracy of categorizing the various stages within the sales funnel should be of particular concern. For example, agents should make sure that the representative of a potential organizational customer is not only showing interest in buying, but also has the formal authority to launch an order. Also, for accurate forecasting, complex record of all stages should be kept by each agent/team and shared for aggregated data analysis.

For further details on <strong>how to improve your sales pipeline performance</strong>, we recommend the following <a href="http://www.sap.com/france/campagnes/2008-08-crm-week/pdf/WP_Improving_Sales_Pipeline_Performance.pdf" target="_blank"><em>SAP White Paper</em></a>.]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>1038</wp:post_id>
<wp:post_date>2010-01-16 06:32:17</wp:post_date>
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<title>The Innovation Capacity Index </title>
<link>http://www.smartkpis.com/blog/the-innovation-capacity-index/</link>
<pubDate>Sun, 17 Jan 2010 11:21:06 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Economy]]></category>

		<category domain="tag" nicename="economy"><![CDATA[Economy]]></category>

		<category domain="tag"><![CDATA[ICI]]></category>

		<category domain="tag" nicename="ici"><![CDATA[ICI]]></category>

		<category domain="tag"><![CDATA[Innovation]]></category>

		<category domain="tag" nicename="innovation"><![CDATA[Innovation]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=898</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.innovationfordevelopmentreport.org/papers/101_LopezClaros_Mata.pdf" target="_blank"><img class="alignright" alt="" src="http://www.innovationfordevelopmentreport.org/images/ICI_th.gif" /></a>

A useful resource for managing innovation performance at national level is the <strong><a href="http://www.innovationfordevelopmentreport.org/ici.html" target="_blank">The Innovation  for Development Report</a>.</strong> The report "provides a comprehensive look at the role of innovation in enhancing the development process" at national level. The first section of the report presents the Innovation Capacity Index, a methodological tool for measuring innovation at national level.
<h3>The Innovation Capacity Index (ICI):</h3>
<p style="text-align: left;"><strong>Definition: </strong>A global standard to be used across the world with governments, in all countries.</p>
<p style="text-align: left;"><strong>Purpose: </strong>To assess  and to reflect the country ability  to create an environment to support and encourage innovation.</p>
<p style="text-align: left;"><strong>Importance:</strong> The ICI is proposed as a policy tool in order to promote dialogue between countries regarding policies and institutions that foster an environment for enabling innovation.</p>
<p style="text-align: left;"><strong>Over 60 factors playing a major role for ICI:</strong></p>

<ul>
	<li>Human Capital endowment</li>
	<li>Regulatory and Legal framework</li>
	<li>Institutional environment</li>
	<li>Infrastructure for research and development</li>
	<li>Adoption and use of information and communication technologies</li>
</ul>
<!--more-->The relative importance of these factors varies, depending on the country development level and the political regime that policies are being implemented.

The report also contains the 2009-2010 ICI rakings of 131 countries. The top 20 is:
<h3><a href="http://www.smartkpis.com/blog/wp-content/uploads/Top-20-Innovation-Capacity-Index-rankings-2009-2010.jpg"><img class="size-full wp-image-1096 aligncenter" title="Top 20 - Innovation Capacity Index rankings 2009-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Top-20-Innovation-Capacity-Index-rankings-2009-2010.jpg" width="431" height="777" /></a></h3>
The complete list can be accessed on the report website: ICI rankings 2009-2010 (pdf)
<h3>Practical perspective on ICI:</h3>
ICI Rank 1:  <strong>Sweden,  the top performing country for 2009</strong>, serves as a benchmark for other countries through:
<ul>
	<li>The country's excellent policy framework that turned the private sector into the main engine of innovation</li>
	<li>Open and transparent government</li>
	<li>Universal social protections</li>
	<li>High level of competitiveness and productivity</li>
</ul>
<h3>For further reading:</h3>
<a href="http://www.innovationfordevelopmentreport.org/" target="_blank">The Innovation for Development Report</a> official website.
<a href="http://www.innovationfordevelopmentreport.org/ici.html" target="_blank"><strong>The Innovation Capacity Index: Factors, Policies and Institutions Driving Country Innovation</strong>,</a> Augusto López-Claros, Yasmina N. Mata]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>898</wp:post_id>
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<title>2010 Annual Meeting of the Academy of Management Montréal - Canada</title>
<link>http://www.smartkpis.com/blog/2010-annual-meeting-of-the-academy-of-management-montreal-canada/</link>
<pubDate>Mon, 18 Jan 2010 08:33:01 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Academy of Management]]></category>

		<category domain="tag" nicename="academy-of-management"><![CDATA[Academy of Management]]></category>

		<category domain="tag"><![CDATA[Canada]]></category>

		<category domain="tag" nicename="canada"><![CDATA[Canada]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Workshop]]></category>

		<category domain="tag" nicename="workshop"><![CDATA[Workshop]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=961</guid>
<description></description>
<content:encoded><![CDATA[The <span style="color: #000000;"><a href="http://www.smartkpis.com" target="_blank">smartkpis.com</a></span> team is dedicated to keeping visitors and community of registered users informed about the latest and most interesting developments and events in Performance Management from around the world.
If you come across an interesting non-commercial event that you would like to recommend to other visitors, please send us an email with the link or details at: <a href="mailto:info@smartKPIs.com" target="_blank">info@smartKPIs.com</a>.
<h2>Performance Management events 2/2010</h2>
<img class="alignright" style="text-align: justify;" alt="" src="http://annualmeeting.aomonline.org/2010/images/logo/aom/NewAOMBlueLarge.jpg" width="301" height="203" />
<h4><strong>Conference theme:<em> </em></strong><strong><em>“</em><em>Dare to Care: Passion and Compassion in Management Practice and Research”</em></strong></h4>
<strong>Period:</strong> 6th -10th of August 2010

<strong>Location: </strong>Montreal, Canada

<strong>Duration:</strong> 5 days

<strong>Format: </strong>Conference

<strong>Program:</strong>
<p style="padding-left: 60px;">• Professional Development Workshop Program (PDW), Dates: August 6-7, Program Chair Ming-Jer Chen, University of Virginia</p>
<p style="padding-left: 60px;">• Scholarly Program (papers and Symposia), Dates: August 8-9, Program Chair: Anne S Tsui, Arizona State University</p>
<p style="padding-left: 60px;">• All Academy Themes Program (PDW and symposia) , Dates: August 8, Program Chair: Joshua Margolis, Harvard Business School</p>
<p style="padding-left: 60px;">• Caucuses, Dates: August 8-9, Program Chair: Hui Liao, University of Maryland</p>
<p style="padding-left: 60px;">• Cross Division Paper Session, Dates: August 8-9, Program Chair: Peggy Lee, Arizona State University</p>
<p style="padding-left: 60px;">• Discussion Paper Session, Dates: August 9-10, Program Chair: Thomas Becker, University of Delaware</p>
<strong><!--more-->Registration fees: </strong>
<p style="padding-left: 60px;">• <strong>Member registration fee</strong></p>
<strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/354.jpg"><img class="aligncenter size-full wp-image-1115" title="354" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/354.jpg" width="519" height="57" /></a></strong>
<p style="padding-left: 60px;">• <strong>Non member registration fee</strong></p>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/hthtrhg4543.jpg"><img class="aligncenter size-full wp-image-1123" title="hthtrhg454" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/hthtrhg4543.jpg" width="520" height="57" /></a>

<strong>Venues:</strong>
<p style="padding-left: 60px;">• Le Centre Sheraton Montréal (co-headquarter)
• Fairmont Queen Elizabeth (co-headquarter)
• Le Palais des congrès de Montréal (Montréal Convention Center)
• Hilton Montréal Bonaventure
• Hyatt Regency Montréal
• Delta Centre Ville</p>
<strong>Organisers:</strong> The Academy of Management (AOM)

<strong>Notes:</strong>
<p style="padding-left: 60px;">• Deadlines for Professional Development Workshop (PDW) and Scholarly Program paper submission have expired in January 14, 5:00 PM EST (New York Time)</p>
<p style="padding-left: 60px;">• Caucus program submissions still open until March 9, 5:00 PM EST (New York Time)</p>
<p style="padding-left: 60px;">• Registration for the conference will open in March</p>
<strong>Contact: </strong>Anne S. Tsui, 2010 Program Chair, at <a href="mailto:anne.tsui@asu.edu" target="_blank">anne.tsui@asu.edu</a>
<strong> </strong>

<strong>Further details:</strong> For more details about the workshop agenda and venue visit the event page by clicking this <a href="http://annualmeeting.aomonline.org/2010/home" target="_blank">link</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>961</wp:post_id>
<wp:post_date>2010-01-18 10:33:01</wp:post_date>
<wp:post_date_gmt>2010-01-18 08:33:01</wp:post_date_gmt>
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<title>Over 1500 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-1500-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Wed, 20 Jan 2010 10:29:19 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1069</guid>
<description></description>
<content:encoded><![CDATA[<h1 style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></h1>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered users can now select their Key Performance Indicators (KPIs) from<strong> over 1500 Performance Measures documented and published</strong> in the online repository. The team focused in the last few days on publishing examples of Production / Quality Management and Human Resources KPIs .

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (333)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/production-quality-management/" target="_blank">Production and Quality Management (133)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (133)</a></li>
	<li><a title="Marketing &amp; Communications" href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing  &amp; Communications (98)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply Chain, Procurement, Distribution (94)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Sports" href="http://www.smartkpis.com/kpi/industries/sports/" target="_blank">Sports (108)</a></li>
	<li><a title="Resources" href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (48)</a></li>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (43)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government/" target="_blank">Government (39)</a></li>
	<li><a title="Telecommunications / Call Centre" href="http://www.smartkpis.com/kpi/industries/telecommunications-call-centre/" target="_blank">Telecommunications / Call Centre (26)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/right-first-time-by-area-product-1679.html" target="_blank">% Direct material total variance</a>.
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>1069</wp:post_id>
<wp:post_date>2010-01-20 12:29:19</wp:post_date>
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<title>Corporate Performance Management career opportunity: Senior Performance Analyst</title>
<link>http://www.smartkpis.com/blog/corporate-performance-management-career-opportunity-senior-performance-analyst/</link>
<pubDate>Thu, 21 Jan 2010 11:08:45 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Jobs]]></category>

		<category domain="category" nicename="jobs"><![CDATA[Jobs]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1136</guid>
<description></description>
<content:encoded><![CDATA[<strong>smartKPIs.com is happy to promote a new career opportunity for Performance Management professionals. Please note this role is advertised by a recruiting company and all applications and inquiries should be directed to the recruiting consultant (the contact details are listed below).</strong>

<strong><!--more-->The client:</strong> A major International player in the GCC Construction and Engineering market.  They currently have over 40 live projects with a total project value exceeding $20 billion.

<strong>Location: </strong>Qatar

<strong>The role:</strong> This is an excellent opportunity for an experienced Senior Performance Analyst to join a strategic team. You will play a key role in building and implementing the Corporate Performance Management system to identify company KPIs in order to motivate departments and personnel to pursue all company objectives.

You will develop and monitor the execution of the Performance Management System to drive the creation of a performance driven culture across the business. You will input directly into the establishment of departmental KPIs, measure the effectiveness of company strategies and implement Balance Scorecard to improve the organisation performance.

<strong>The person:</strong>
<ul>
	<li>Bachelors/ Masters degree or equivalent in Business Administration</li>
	<li>Previous track record of success in a similar role</li>
	<li>Ability to operate across the board at all levels of employees and management</li>
	<li>Results orientated, able to execute projects in a structured manner</li>
	<li>To able to effectively use the balance score card – design through to implementation and delivery.</li>
	<li>In addition to excellent written and spoken English, proficiency in Arabic would be advantageous.</li>
</ul>
<strong>The package:</strong> The client will offer an excellent package for this role and will provide genuine opportunities for career progression for the successful applicant.

<strong>Application process: </strong>If you feel you match all the necessary criteria to take up this challenging and rewarding role then please send an English version of your CV to<a href="mailto: francis.ryan@fusionpeople.com" target="_blank"><strong> francis.ryan@fusionpeople.com</strong></a> or feel free to telephone one of the Fusion People dedicated Middle East consultants on +44(0)161 233 22 00.]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>1136</wp:post_id>
<wp:post_date>2010-01-21 13:08:45</wp:post_date>
<wp:post_date_gmt>2010-01-21 11:08:45</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>Over 1600 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-1600-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Fri, 22 Jan 2010 01:04:45 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1163</guid>
<description></description>
<content:encoded><![CDATA[<h1 style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></h1>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered users can now select their Key Performance Indicators (KPIs) from<strong> over 1600 Performance Measures documented and published</strong> in the online repository. The team focused in the last few days on publishing examples of KPIs across a wide range of industries.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (333)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/production-quality-management/" target="_blank">Production and Quality Management (133)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (133)</a></li>
	<li><a title="Marketing &amp; Communications" href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing  &amp; Communications (98)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply Chain, Procurement, Distribution (94)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Sports" href="http://www.smartkpis.com/kpi/industries/sports/" target="_blank">Sports (132)</a></li>
	<li><a title="Resources" href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (51)</a></li>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (43)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government/" target="_blank">Government (40)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/sport-management/" target="_blank">Sport Management (36)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/club-membership-growth-1220.html" target="_blank">% Club membership growth</a>.
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>1163</wp:post_id>
<wp:post_date>2010-01-22 03:04:45</wp:post_date>
<wp:post_date_gmt>2010-01-22 01:04:45</wp:post_date_gmt>
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<title>Performance Management IQ Test or a hermeneutic dialectic process</title>
<link>http://www.smartkpis.com/blog/performance-management-iq-test-or-a-hermeneutic-dialectic-process/</link>
<pubDate>Sat, 23 Jan 2010 01:07:06 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Hermeneutic Dialectic Process]]></category>

		<category domain="tag" nicename="hermeneutic-dialectic-process"><![CDATA[Hermeneutic Dialectic Process]]></category>

		<category domain="tag"><![CDATA[Management IQ test]]></category>

		<category domain="tag" nicename="iq-test"><![CDATA[Management IQ test]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag"><![CDATA[SMART Objective]]></category>

		<category domain="tag" nicename="smart-objective"><![CDATA[SMART Objective]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1168</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 3/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
A new feature available on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a> starting with this month is the <a href="http://www.smartkpis.com/dashboard/" target="_blank">smartKPIs Performance Management IQ test</a>.

It consists of a set of 24 statements that appear on the screen one at the time. The task on hand is to decide what each of these statements represents from a set of 12 options:
<ol>
	<li><strong>Mission Statement</strong></li>
	<li><strong>Vision Statement</strong></li>
	<li><strong>Goal</strong></li>
	<li><strong>Objective</strong></li>
	<li><strong>Target</strong></li>
	<li><strong>SMART Objective</strong></li>
	<li><strong>Critical Success Factor (CSF) / Value Driver</strong></li>
	<li><strong>smartKPI / Key Result Indicator (KRI)</strong></li>
	<li><strong>Metric / Performance Measure / Performance Indicator</strong></li>
	<li><strong>Key Performance Indicator (KPI)</strong></li>
	<li><strong>Initiative</strong></li>
	<li><strong>Milestone</strong></li>
</ol>
<!--more-->Only one option can be selected as there should be only one option closest to the way the statement is understood and perceived.

The term “IQ test” is pretentious and used to illustrate that being smart in performance management transcends the mechanistic approach of being right or wrong. Having this in mind, the test should be used more as a guide to discover the rich diversity of views on how key terms are or should be used in performance management. Overall the test should be a fun way to rediscover the basics of a performance management glossary. Ideally it should also raise questions about what actually happens in practice, away from the prescribing nature of management books, academic articles and management consultant’s opinions.

To me there are three key learning points illustrated by the test:

1.<strong> Performance Management as a discipline contains elements that closely link it to a multitude of other disciplines and organizational capabilities</strong>: Strategy Management, Project Management, Human Resources Management, Accounting and Psychology, to name a few. Understanding such linkages and the origins of key terms are an important step in building a robust basis for architecting organizational performance.

2. The popular understanding and perception of certain terms in practice may be very different compared to academic and consultant’s viewpoints.<strong> What matters in the end is how such concepts are used in practice to generate value</strong> and not necessarily which is the “perfect” definition of what a KPI is.

As Stringer (2007) put it: <em>“Constructions are created realities that exist as integrated, systematic, sense-making representations and are the stuff of which people’s social lives are built. The aim of inquiry is not to establish the truth or to describe what really is happening but to reveal the different truths and realities – construction – held by different individuals and groups. Even people who have the same facts or information will interpret them differently according to their experiences, worldviews and cultural backgrounds.”</em>

3. <strong>Have an open mind in terms of rediscovering performance management through the lens of various viewpoints and be prepared to change perspectives or shift entire paradigms. </strong>According to one view, by completing the smartKPIs Performance Management IQ test you have completed a test and reviewed different opinions on specific topics. From another viewpoint (Guba and Lincoln, 1989), you have just completed a hermeneutic dialectic process, as new meanings emerge as divergent views are compared and contrasted.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan
<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>
<h4>References</h4>
Stringer, E. T. (2007) "<em>Action Research, 3rd Edition</em>", Thousand Oaks, CA, Sage Publications.
Guba, E. G. and Lincoln, Y.S. (1989), "<em>Fourth generation evaluation</em>", Newbury Park, CA, Sage Publications.]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>1168</wp:post_id>
<wp:post_date>2010-01-23 03:07:06</wp:post_date>
<wp:post_date_gmt>2010-01-23 01:07:06</wp:post_date_gmt>
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<title>1700 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/1700-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Sun, 24 Jan 2010 01:09:07 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1171</guid>
<description></description>
<content:encoded><![CDATA[<h1 style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></h1>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered users can now select their Key Performance Indicators (KPIs) from<strong> over 1700 Performance Measures documented and published</strong> in the online repository. The team focused in the last few days on publishing examples of Information Technology, Knowledge and Innovation.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (365)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (134)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/production-quality-management/" target="_blank">Production and Quality Management (133)</a></li>
	<li><a title="Knowledge and Innovation" href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/" target="_blank">Knowledge and Innovation (130)</a></li>
	<li><a title="Marketing &amp; Communications" href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing  &amp; Communications (98)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Sports" href="http://www.smartkpis.com/kpi/industries/sports/" target="_blank">Sports (132)</a></li>
	<li><a title="Resources" href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (51)</a></li>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (43)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government/" target="_blank">Government (40)</a></li>
	<li><a title="Sport Management" href="http://www.smartkpis.com/kpi/industries/sport-management/" target="_blank">Sport Management (36)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/soa-requirement-fulfillment-1201.html" target="_blank">% SOA requirement fulfillment</a>.
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>1171</wp:post_id>
<wp:post_date>2010-01-24 03:09:07</wp:post_date>
<wp:post_date_gmt>2010-01-24 01:09:07</wp:post_date_gmt>
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<title>2010 Australian Open Grand Slam in Melbourne: Tennis Metrics and beyond</title>
<link>http://www.smartkpis.com/blog/australian-open-%e2%80%93-melbourne-2010-tennis-metrics-and-beyond/</link>
<pubDate>Mon, 25 Jan 2010 13:56:26 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Australian Open]]></category>

		<category domain="tag" nicename="australian-open"><![CDATA[Australian Open]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

		<category domain="tag"><![CDATA[Technology]]></category>

		<category domain="tag" nicename="technology"><![CDATA[Technology]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1186</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">In two previous posts we have presented how information technology solutions can shape the world of sport. By gathering and analyzing the most important bits of data, the Castrol Index and Ranking system presents both specialists and fans of <a href="http://www.smartkpis.com/blog/2009/11/13/performance-in-sport-a-new-era-has-began/" target="_blank">football</a> and <a href="http://www.smartkpis.com/blog/2009/12/29/a-new-approach-to-measuring-performance-in-cricket-%E2%80%93-the-castrol-index/" target="_blank">cricket</a> with a unique dataset and user experience. Hundreds of statistics and rankings about players and teams performance during games or even entire competitions are now available at a “touch of a button”.<img class="alignright" style="text-align: justify;" alt="" src="http://www.australianopenshop.com/images/xlimage/713.051.jpg" width="251" height="276" /></p>
Today’s post comes to add a new example of performance management and technology going hand in hand to build better performance in sport. Through its innovative technologies and solutions IBM is able to capture, analyze and distribute data on almost all the aspects of the Australian Open Grand Slam Tournament, enhancing and facilitating the experience of fans, media and officials in real time.<strong> </strong>

<strong>Performance and technology during the game</strong>
<ul>
	<li>IBM technologies can capture players’ performance on the court through metrics such as winners, breakpoints, serve percentage, net approaches or unforced errors and then transmit them in real time to the IBM scoring system. To view more example of tennis metrics visit the <a href="http://www.smartkpis.com/kpi/industries/sports/tennis/" target="_blank">list available on smartKPIs.com</a>.</li>
	<li>The Speed Serve System consisting of two electronic displays, a custom build radar and corresponding support software application can capture and transmit to the scoring system speeds of the first and second service, two important performance metrics in tennis.</li>
	<li>Finally, Chair Umpire System, use Chump PDAs technology that allows umpires to record every bit of data during a match such as double faults, aces, forced errors, etc which is transmitted subsequently to the main scoring system.</li>
	<li>All these information are available to fans, media and officials due to IBM innovative technologies and solutions in real time, thus increasing the game experience.</li>
</ul>
&nbsp;

<strong><!--more-->Performance and technology beyond the game</strong>
<ul>
	<li>All information on Australian Open action such as players’ performance during the game, latest news, schedule of play can be followed on the official competition site.</li>
	<li>Fans can customize and personalize their experience by being allowed to fallow their favorite players’ performance using an interactive draw.</li>
	<li>New developed  iPhone application allows fans to watch players’ performance live and fallow all the information available on the Australian Open Grand Slam in real time.</li>
	<li>To view more details about how IBM brings its contribution to enhance the tennis game experience at Australian Open but also at the other three Grand Slams that take place throughout a year: Roland Garros, US Open and Wimbledon please watch the highlights below.</li>
</ul>
&nbsp;

Thus, if we are to summarize the effect of IBM technologies on the perceived tennis game experience in general and Australian Open Grand Slam Tournament in particular  the best quotation comes from the IBM experts themselves:
<p style="padding-left: 60px;">“<em>Two people hit the ball over a net. At this stage is not even a game. To call it a game you need at list one piece of information, a score. That piece of information gives the game meaning. Ad some more information and you’ve got a competition and even more and you have a tournament. Add serve speed, line calls and players statistics, incorporate weather forecast, crowd reports and transport timetables, distribute real time web feeds, match analysis and social media platforms, deliver scalability for pattern bytes of internet, traffic and create the infrastructure for a two week tournament, then pack it up and take it to the other grand slams. By adding more layers of information to the Australian Open we help shape the fan experience and turn a simple game in one of the greatest tournaments in the world."</em></p>
For more details of the IBM technologies applied to enhance the tennis game experience please visit:
<ul>
	<li>The Australian Open official site at <span lang="EN-US"><a href="http://www.australianopen.com/en_AU/index.html" target="_blank"><span style="mso-fareast-font-family: 'Times New Roman'; mso-bidi-font-family: Arial;">http://www.australianopen.com</span></a>
</span></li>
	<li><span lang="EN-US">IBM Australian Open support center at <span lang="EN-US"><a href="http://www-07.ibm.com/innovation/au/ausopen/index.html" target="_blank"><span style="mso-fareast-font-family: 'Times New Roman'; mso-bidi-font-family: Arial;">http://www-07.ibm.com/innovation/au/ausopen/</span></a>
</span></span></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>1186</wp:post_id>
<wp:post_date>2010-01-25 15:56:26</wp:post_date>
<wp:post_date_gmt>2010-01-25 13:56:26</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>1800 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/1800-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Tue, 26 Jan 2010 15:36:02 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1175</guid>
<description></description>
<content:encoded><![CDATA[<h1 style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></h1>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered users can now select their Key Performance Indicators (KPIs) from<strong> over 1800 Performance Measures documented and published</strong> in the online repository. The team focused in the last few days on publishing examples of Production / Quality Management and Human Resources KPIs .

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (365)</a></li>
	<li><a title="Knowledge and Innovation" href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/" target="_blank">Knowledge and Innovation (155)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/production-quality-management/" target="_blank">Production and Quality Management (151)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (134)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply Chain, Procurement, Distribution (122)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Sports" href="http://www.smartkpis.com/kpi/industries/sports/" target="_blank">Sports (132)</a></li>
	<li><a title="Resources" href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (52)</a></li>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (43)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government/" target="_blank">Government (41)</a></li>
	<li><a title="Telecommunications / Call Centre" href="http://www.smartkpis.com/kpi/industries/telecommunications-call-centre/"></a><a title="Sport Management" href="http://www.smartkpis.com/kpi/industries/sport-management/" target="_blank">Sport Management (36)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/patented-inventions-2455.html" target="_blank">% Patented inventions</a>.
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>1175</wp:post_id>
<wp:post_date>2010-01-26 17:36:02</wp:post_date>
<wp:post_date_gmt>2010-01-26 15:36:02</wp:post_date_gmt>
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<title>Green metrics and Key Performance Indicator examples for reducing paper consumption</title>
<link>http://www.smartkpis.com/blog/paper-reduction/</link>
<pubDate>Wed, 27 Jan 2010 16:00:10 +0000</pubDate>
<dc:creator><![CDATA[Ophenia]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Environment]]></category>

		<category domain="tag" nicename="environement"><![CDATA[Environment]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Sustainability]]></category>

		<category domain="tag" nicename="sustainability"><![CDATA[Sustainability]]></category>

		<category domain="tag"><![CDATA[World Resources Institute]]></category>

		<category domain="tag" nicename="world-resources-institute"><![CDATA[World Resources Institute]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1091</guid>
<description></description>
<content:encoded><![CDATA[<h4><a href="http://www.smartkpis.com/blog/wp-content/uploads/Paper-ball1.jpg"><img class="alignright size-full wp-image-1214" title="Paper ball" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Paper-ball1.jpg" width="140" height="150" /></a>Efficient Paper Use: Where the Environment and Business Intersect</h4>
Paper is an omnipresent element in any office, both indispensable for current activities and seen as a great burden when it starts to create piles of documents which need to be looked after.

According to the World Resources Institute the global paper and paperboard consumption per capita per year in 2005 in countries like Australia, Austria, Belgium, Canada, Denmark, Finland, Luxembourg, the Netherlands, and United States of America exceeded 220 kilograms, and some even 300 kilograms.

Companies spend huge amounts of money on purchasing paper, but also with paper storing, labor in handling paper, postage, lost or obsolete documents and with printing and copying. In their efforts to improve their internal operations and reduce costs, many companies managed to save thousands or even millions of dollars through their paper reduction efforts, and also improve efficiency. Additionally, they also earned a reputation for being environmentally responsible.

<!--more-->In order to <strong> achieve efficient paper use</strong>, a company should follow the next steps:
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Paper-reduction-steps3.jpg"><img class="aligncenter size-full wp-image-1221" title="Paper reduction steps" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Paper-reduction-steps3.jpg" width="539" height="250" /></a>

<a title="smartKPIs.com" href="http://www.smartkpis.com" target="_blank">smartKPIs.com</a> contains a variety of measures and<strong> KPI examples</strong> which support campaigns of paper reduction and efficient paper use:
<ul>
	<li><a title="% Reduced paper consumption due to duplexing" href="http://www.smartkpis.com/kpi-key-performance-indicator/reduced-paper-consumption-due-to-duplexing-757.html" target="_blank">% Reduced paper consumption due to duplexing</a></li>
	<li><a title="# Recycled paper" href="http://www.smartkpis.com/kpi-key-performance-indicator/recycled-paper-574.html" target="_blank"># Recycled paper</a></li>
	<li><a title="% Recycled paper packaging" href="http://www.smartkpis.com/kpi-key-performance-indicator/recycled-paper-packaging-1547.html" target="_blank">% Recycled paper packaging</a></li>
	<li><a title="% Consumption of recycled paper" href="http://www.smartkpis.com/kpi-key-performance-indicator/consumption-of-recycled-paper-587.html" target="_blank">% Consumption of recycled paper</a></li>
	<li><a title="% Overall paper reduction" href="http://www.smartkpis.com/kpi-key-performance-indicator/overall-paper-reduction-756.html" target="_blank">% Overall paper reduction</a></li>
</ul>
Using KPIs in projects of paper reduction and efficient paper use not only that are vital, but can make the difference between an initiative and a great success.
<ul>
	<li>General Electric, through their Make Side initiative, managed to identify approximately $1.5 billion in potential cost-savings by 2001, and estimates an up to $10 billion cost reduction in the coming years through digitizing many of its processes.</li>
	<li>Legacy Health Systems saved $279,000 in reduced paper consumption by centralizing files, reducing distribution lists, and consolidating forms.</li>
	<li>Lockheed Martin estimates savings of eight million sheets of paper and $250,000 by putting a 100-page manual on the Internet.</li>
</ul>
<h4><strong>More details:</strong></h4>
<a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a> list of KPI examples:<a title="CSR / Sustainability / Environmental Care" href="http://www.smartkpis.com/kpi/functional-areas/csr-sustainability-environmental-care/" target="_blank"> CSR / Sustainability / Environmental Care</a>
Forest Ethics, <a title="Forest Ethics Business Paper" href="http://www.forestethics.org/business-guide-to-paper-reduction--1" target="_blank">Business paper</a>
<a title="World Resources Institute, Earth Trends" href="http://earthtrends.wri.org/searchable_db/index.php?theme=9&amp;variable_ID=573&amp;action=select_countries" target="_blank">World Resources Institute, Earth trends</a>
US Environmental Protection Agency, <a title="WasteWise Success Stories" href="http://www.epa.gov/waste/partnerships/wastewise/success.htm" target="_blank">WasteWise Success Stories</a>
Krames, J. (2002), The Jack Welch lexicon of leadership]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>1091</wp:post_id>
<wp:post_date>2010-01-27 18:00:10</wp:post_date>
<wp:post_date_gmt>2010-01-27 16:00:10</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>1900 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/1900-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Thu, 28 Jan 2010 03:23:24 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1364</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered users can now select their Key Performance Indicators (KPIs) from<strong> over 1900 Performance Measures documented and published</strong> in the online repository. The team focused in the last few days on publishing examples of Information Technology, Environmental Care, Corporate Social Responsibility and Resources - Sustainability metrics.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (399)</a></li>
	<li><a title="Knowledge and Innovation" href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/" target="_blank">Knowledge and Innovation (162)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/production-quality-management/" target="_blank">Production and Quality Management (152)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (136)</a></li>
	<li><a title="CSR / Sustainability / Environmental Care" href="http://www.smartkpis.com/kpi/functional-areas/csr-sustainability-environmental-care/" target="_blank">CSR / Sustainability /  Environmental Care (130)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Sports" href="http://www.smartkpis.com/kpi/industries/sports/" target="_blank">Sports (132)</a></li>
	<li><a title="Resources" href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (66)</a></li>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (43)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government/" target="_blank">Government (42)</a></li>
	<li><a title="Telecommunications / Call Centre" href="http://www.smartkpis.com/kpi/industries/telecommunications-call-centre/"></a><a title="Sport Management" href="http://www.smartkpis.com/kpi/industries/sport-management/" target="_blank">Sport Management (36)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/hours-volunteered-by-employees-588.html" target="_blank">#  Hours volunteered by employees</a>
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>1364</wp:post_id>
<wp:post_date>2010-01-28 05:23:24</wp:post_date>
<wp:post_date_gmt>2010-01-28 03:23:24</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
<wp:ping_status>open</wp:ping_status>
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<title>The case for using a Performance Management Glossary</title>
<link>http://www.smartkpis.com/blog/the-case-for-using-a-performance-management-glossary/</link>
<pubDate>Fri, 29 Jan 2010 12:06:04 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Key Results Indicators]]></category>

		<category domain="tag" nicename="key-results-indicators"><![CDATA[Key Results Indicators]]></category>

		<category domain="tag"><![CDATA[Key Success Factors]]></category>

		<category domain="tag" nicename="key-success-factors"><![CDATA[Key Success Factors]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag"><![CDATA[SMART Objective]]></category>

		<category domain="tag" nicename="smart-objective"><![CDATA[SMART Objective]]></category>

		<category domain="tag"><![CDATA[The Open Group]]></category>

		<category domain="tag" nicename="the-open-group"><![CDATA[The Open Group]]></category>

		<category domain="tag"><![CDATA[TOGAF]]></category>

		<category domain="tag" nicename="togaf"><![CDATA[TOGAF]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1381</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 4/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
Some of the most asked questions in performance management discussions, either online or during conversations are:
<ul>
	<li>What is the difference between a mission and a vision?</li>
	<li>What is a KPI? How is it different from a measure?</li>
	<li>What is the difference between Key Success Factors and Key Results Indicators?</li>
</ul>
They are generally centered on clarifying terms such: Mission Statement, Vision Statement, Goal, Objective, SMART Objective, Critical Success Factor (CSF), Value Driver, Key Result Indicator (KRI), Metric, Performance Measure, Performance Indicator, Key Performance Indicator (KPI), Initiative and Milestone.

It is a positive thing to ask such questions and engage in discussions to clarify them. It is surprising how many different views are expressed on the similarities or differences between these terms.

What is interesting is that generally such discussions take place outside organizational boundaries. It is as if within organizations it is expected that staff have an understanding of them. Or as if such discussions are intentionally avoided within organizations.

<!--more-->The logical deduction is that if such discussions take place outside organizational boundaries, staff still have a need to clarify such concepts that is not fulfilled internally.

While this cross-polenization of opinions helps in building an informed view at individual level, in an organizational context things are different. While diversity of views is welcomed, a united common understanding of key terms used across the organization enables good internal communication. It also helps in understanding strategy and the contents of performance management reports.

However, glossaries of terms are rather the exception than the norm in the use of performance management systems. This is rather surprising considering that the expected benefits to effort ratio is one of the highest of all the components of a system.

The possible <strong>benefits</strong> of using them are:
<ol>
	<li><strong>Conceptual clarity</strong> – Facilitate a clear understanding of the nuances of the cluster of performance management concepts</li>
	<li><strong>Alignment of corporate vocabulary</strong> – Provide a single point of reference to clarify terminology used across the organization</li>
	<li><strong>Building perspective</strong> - Paints a rich picture of available elements to be used as part of the performance management system and raise questions about the relationship between them.</li>
</ol>
The<strong> effort</strong> should be minimal as generally such glossaries average 50-80 terms, with 1-2 paragraphs of explanation each.

One of my favorite examples illustrating the importance of clarifying concepts through a glossary is the TOGAF 9 manual, containing The Open Group Architecture Framework (The Open Group, 2009). In version 8.1.1 of the manual, the glossary was a component of the Resource Base (additional to the manual itself). In the latest edition (9), the glossary is incorporated in Part 1: Introduction. It represents the third chapter of this part, following the Executive Overview (Chapter 1) and the clarification of core concepts (Chapter 2). The glossary is not considered an appendix anymore, but an important component of the manual, included in the introduction part, to facilitate the understanding of the rest of the manual.

Perhaps performance management implementations should have a similar approach, by considering the glossary not a nice to have, but a key initial step.

Ultimately, not what is written matters, but what and how is understood and used. However, every little bit of help in building clarity and alignment helps. While strategy management is compared to a safari in a savanna (Mintzberg et al, 2005), finding one’s way in performance management is more like an expedition in a jungle. The abundance of theories, frameworks, concepts and terms is much denser and requires a wider skill set to navigate. Performance Management glossaries have the potential to act as attenuators in reducing complexity. Ultimately it is all about getting smarter as the level of complexity increases.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan
<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>
<h4>References</h4>
Mintzberg H., Lampel J., Ahlstrand B., (2005), <em>“<a href="http://astore.amazon.com/smartkpis-20?_encoding=UTF8&amp;node=27" target="_blank">Strategy Safari: A Guided Tour Through The Wilds of Strategic Management</a>”</em>, London, UK, Financial Times-Prentice Hall
The Open Group (2009), "<em>TOGAF version 9</em>", Van Haren Publishing, Zaltbommel]]></content:encoded>
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<wp:post_id>1381</wp:post_id>
<wp:post_date>2010-01-29 14:06:04</wp:post_date>
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<title>Over 2000 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-2000-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Sat, 30 Jan 2010 07:29:04 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

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		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1397</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered users can now select their Key Performance Indicators (KPIs) from<strong> over 2000 Performance Measures documented and published</strong> in the online repository. The team focused in the last few days on publishing examples of Information Technology, Human Resources, Supply Chain, Procurement and Distribution metrics.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (434)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (174)</a></li>
	<li><a title="Knowledge and Innovation" href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/" target="_blank">Knowledge and Innovation (164)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/production-quality-management/" target="_blank">Production and Quality Management (152)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply Chain,  Procurement, Distribution (149)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Sports" href="http://www.smartkpis.com/kpi/industries/sports/" target="_blank">Sports (132)</a></li>
	<li><a title="Resources" href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (67)</a></li>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (43)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government/" target="_blank">Government (42)</a></li>
	<li><a title="Telecommunications / Call Centre" href="http://www.smartkpis.com/kpi/industries/telecommunications-call-centre/"></a><a title="Sport Management" href="http://www.smartkpis.com/kpi/industries/sport-management/" target="_blank">Sport Management (36)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/rising-stars-with-mentors-1891.html" target="_blank">% Rising stars with mentors</a>
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>1397</wp:post_id>
<wp:post_date>2010-01-30 09:29:04</wp:post_date>
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<title>Over 2100 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-2100-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Sun, 31 Jan 2010 22:51:05 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1433</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered users can now select their Key Performance Indicators (KPIs) from<strong> over 2100 Performance Measures documented and published</strong> in the online repository. The team focused in the last few days on publishing examples of Project and Portfolio Management, Human Resources, Sales and Customer Service metrics.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (435)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (189)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply  Chain,  Procurement, Distribution (170)</a></li>
	<li><a title="Knowledge and Innovation" href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/" target="_blank">Knowledge and Innovation (164)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/production-quality-management/" target="_blank">Production and Quality Management (152)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Sports" href="http://www.smartkpis.com/kpi/industries/sports/" target="_blank">Sports (132)</a></li>
	<li><a title="Resources" href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (67)</a></li>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (43)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government/" target="_blank">Government (42)</a></li>
	<li><a title="Sport Management" href="http://www.smartkpis.com/kpi/industries/sport-management/" target="_blank">Sport Management (36)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/purchase-spend-2742.html" target="_blank">% Purchase spend
</a>
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>1433</wp:post_id>
<wp:post_date>2010-02-01 00:51:05</wp:post_date>
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<title>Marketing program performance appraisal: from baseline to incremental sales</title>
<link>http://www.smartkpis.com/blog/marketing-program-performance-appraisal-from-baseline-to-incremental-sales/</link>
<pubDate>Mon, 01 Feb 2010 23:16:59 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Baseline Sales]]></category>

		<category domain="tag" nicename="baseline-sales"><![CDATA[Baseline Sales]]></category>

		<category domain="tag"><![CDATA[Incremental Sales]]></category>

		<category domain="tag" nicename="incremental-sales"><![CDATA[Incremental Sales]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Sales and Customer Service]]></category>

		<category domain="tag" nicename="sales-and-customer-service"><![CDATA[Sales and Customer Service]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1147</guid>
<description></description>
<content:encoded><![CDATA[When assessing the outcomes of various marketing promotional initiatives, careful attention should be paid to the very “law” of sales, that is: total sales equals baseline sales plus incremental sales from marketing.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/image_0001.png"><img class="aligncenter size-medium wp-image-1251" title="image_0001" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/image_0001-300x71.png" width="386" height="101" /></a></p>
<strong>Baseline sales</strong> define the expected level of sales that would be achieved without the marketing program, whereas <strong>incremental sales</strong> refer to sales that, on the contrary, are attributed totally to the marketing program.

<!--more-->Below are some cautions regarding these two concepts:
<ul>
	<li>Estimating baseline sales is hard to perform, marketers usually resorting to historical data on sales, integrating possible influence of various factors (other than marketing programs) that might influence future sales.</li>
	<li>Incremental sales from marketing can arise from advertising programs, promotions or other marketing activities. Calculating incremental sales from marketing involves adding up sales generated by all of these directions.</li>
	<li>It is argued that the desire to generate incremental sales is in strong correlation to targeting consumers that are <strong>only</strong> likely to buy if they are included in the campaign, and not consumers that would buy either way, this impacting on the efficiency of the marketing program resources allocation. Thus, measuring incremental sales is not enough; focus should be given to means of maximizing incremental sales.</li>
</ul>
In addition to tracking baseline and incremental sales, marketers pay attention to other related metrics, as it follows:
<p style="text-align: left;"><span style="color: #008000;"><span style="text-decoration: underline;"><a href="http://www.smartkpis.com/kpi-key-performance-indicator/lift-from-promotion-2333.html" target="_blank"><strong>% Lift of sales</strong></a> </span></span>= ($ Incremental sales / $ Baseline sales)*100</p>
<p style="text-align: left;"><span style="color: #008000;"><span style="text-decoration: underline;"><strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/cost-of-incremental-sales-2332.html" target="_blank">$ Cost of incremental sales</a> </strong></span></span>= $ Marketing spending / $ Incremental sales</p>
<p style="text-align: left;"><span style="color: #008000;"><strong>$ Profitability of marketing program</strong></span> = $ Profits achieved with marketing program / $ Estimated profits without marketing program</p>

<h3><strong>Further reading:</strong></h3>
<ol>
	<li>Additional Sales KPI examples: <a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/sales/" target="_blank">http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/sales/</a></li>
	<li>Additional Marketing KPI examples: <a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/marketing/" target="_blank">http://www.smartkpis.com/kpi/functional-areas/marketing-communications/marketing/</a></li>
	<li>For further reading on baseline sales, we suggest the paper <a href="http://s-space.snu.ac.kr/bitstream/10371/1761/1/sjbv02n1_001.pdf" target="_blank"><em>Defining Baseline Sales in a Competitive Environment.</em></a></li>
	<li>Additional information on incremental sales can be found in the following <a href="http://www.atg.com/repositories/ContentCatalogRepository_en/white_papers/idc_whitepaper.pdf" target="_blank"><em>IDC White Paper. </em></a></li>
	<li>To investigate how cross-selling, up-selling and deep-selling impact the maximization of incremental sales, we recommend the reading of <a href="http://www.stochasticsolutions.com/pdf/CrossSell.pdf" target="_blank">Generating Incremental Sales</a> paper.</li>
</ol>]]></content:encoded>
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<wp:post_id>1147</wp:post_id>
<wp:post_date>2010-02-02 01:16:59</wp:post_date>
<wp:post_date_gmt>2010-02-01 23:16:59</wp:post_date_gmt>
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<title>Avatar vs. Gone With the Wind - the right Key Performance Indicators for the movie industry</title>
<link>http://www.smartkpis.com/blog/choosing-the-right-combination-of-key-performance-indicators-in-the-film-industry/</link>
<pubDate>Wed, 03 Feb 2010 13:01:08 +0000</pubDate>
<dc:creator><![CDATA[Ophenia]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Avatar]]></category>

		<category domain="tag" nicename="avatar"><![CDATA[Avatar]]></category>

		<category domain="tag"><![CDATA[Box office]]></category>

		<category domain="tag" nicename="box-office"><![CDATA[Box office]]></category>

		<category domain="tag"><![CDATA[Gone with the wind]]></category>

		<category domain="tag" nicename="gone-with-the-wind"><![CDATA[Gone with the wind]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Movie]]></category>

		<category domain="tag" nicename="movie"><![CDATA[Movie]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Retail]]></category>

		<category domain="tag" nicename="retail"><![CDATA[Retail]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1373</guid>
<description></description>
<content:encoded><![CDATA[Over the past few weeks the majority of media outlets in the world have been writing about how <em><strong>Avatar</strong></em> surpassed the world’s highest grossing film of all time - <em><strong>Titanic</strong></em>. Cinema and motion pictures are acknowledge today as a major art form, also called the seventh art. At the same time they constitute a major business. Blockbusters can generate millions and more recently billions of dollars. One important source of revenue represents the money collected as admission to film, also called the <a title="Worldwide movie box office" href="http://www.smartkpis.com/kpi-key-performance-indicator/worldwide-movie-box-office-1715.html" target="_blank"><strong>Box Office</strong></a>.

Besides the critical reviews and awards a movie receives, the pragmatic element (but not the least as importance) of <strong>the movie’s triad of success</strong> is its financial performance. Rankings and Top ten lists are developed in order to compare the sales performance of movies and related products.

This is how the All Time Box Office (without adjustment for ticket price inflation) looks like at the end of January 2010:

<a href="http://www.smartkpis.com/blog/wp-content/uploads/All-time-box-office1.jpg"><img class="aligncenter size-full wp-image-1427" title="All time box office" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/All-time-box-office1.jpg" width="650" height="340" /></a>

<!--more-->If we take into account different indicators, like <strong><a title="Movie domestic grosses adjusted for ticket price inflation" href="http://www.smartkpis.com/kpi-key-performance-indicator/movie-domestic-grosses-adjusted-for-ticket-price-inflation-2133.html" target="_blank">Movie domestic grosses adjusted for ticket price inflation</a></strong> or the <a title="Movie attendance" href="http://www.smartkpis.com/kpi-key-performance-indicator/movie-attendance-1709.html" target="_blank"><strong>Movie attendance</strong></a>, we can immediately notice a change in the rankings.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Adjusted-grossing-movie-attendance.png"><img class="aligncenter size-full wp-image-1410" title="Adjusted grossing / Movie attendance" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Adjusted-grossing-movie-attendance.png" width="650" height="300" /></a>

As you can see, different indicators display information that can be confusing for someone who is searching for the most successful movie ever. It is interesting to observe how people are influenced by the Movie box office, which indicates the amount a producer received as admission to the film, and not how many people went to see it, nor how many enjoyed it. The <strong>most popular indicator</strong> may not always provide the most relevant information in terms of overall success. From this point of view one might say the most successful movie of all times is still <strong><em>Gone With the Wind</em></strong> as it was both a financial success and a masterpiece as an art form.

Sometimes indicators are chosen to provide the desired result for a certain party. In this case, the Box office is used to attract more people to watch a movie: the higher the income, the more positive promotion the movie will receive and the more people will go to attend it. It is important not to rely only on one indicator, but to find <strong>the right combination</strong> that will provide the best information, and will lead to the best decisions.

Some of the most important metrics for the <a title="Media" href="http://www.smartkpis.com/kpi/industries/media" target="_blank">Media industry</a> – <a title="Film and Music" href="http://www.smartkpis.com/kpi/industries/media/film-and-music/" target="_blank">Film and Music</a> have been included in the <strong>database of KPI examples</strong> provided by <a title="smartKPIs.com" href="http://www.smartkpis.com" target="_blank">smartKPIs.com</a>:
<ul>
	<li><a title="Movie box office" href="http://www.smartkpis.com/kpi-key-performance-indicator/worldwide-movie-box-office-1715.html" target="_blank">$ Worldwide movie box office</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/film-budget-1713.html">$ Film budget</a></li>
	<li><a title="Frequency of movie going" href="http://www.smartkpis.com/kpi-key-performance-indicator/frequency-of-movie-going-1711.html" target="_blank">% Frequency of movie-going</a></li>
	<li><a title="Movie attendance" href="http://www.smartkpis.com/kpi-key-performance-indicator/movie-attendance-1709.html" target="_blank"># Movie attendance</a></li>
</ul>
<h3><strong>More details</strong></h3>
<a title="smartKPIs.com" href="http://www.smartkpis.com/" target="_blank">smartKPIs.com</a> database of KPIs - <a title="Film and Music" href="http://www.smartkpis.com/kpi/industries/media/film-and-music/" target="_blank">Film and Music</a>
The Motion Picture Association of America (MPAA) – <a title="Motion Picture Association of America" href="http://www.mpaa.org/policy/industry" target="_blank">Research &amp; Statistics</a>
Boxofficemojo.com – <a title="Worldwide grosses" href="http://boxofficemojo.com/alltime/world/" target="_blank">Worldwide grosses</a>; <a title="Domestic grosses Adjusted for Ticket Price Inflation" href="http://boxofficemojo.com/alltime/adjusted.htm" target="_blank">Domestic grosses Adjusted for Ticket Price Inflation</a>]]></content:encoded>
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<wp:post_id>1373</wp:post_id>
<wp:post_date>2010-02-04 00:01:08</wp:post_date>
<wp:post_date_gmt>2010-02-03 13:01:08</wp:post_date_gmt>
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<wp:post_name>choosing-the-right-combination-of-key-performance-indicators-in-the-film-industry</wp:post_name>
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<title>2200 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/2200-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Wed, 03 Feb 2010 14:54:52 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

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		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

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		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1475</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered users can now select their Key Performance Indicators (KPIs) from<strong> over 2200 Performance Measures documented and published</strong> in the online repository. The team focused in the last few days on publishing examples of Project and Portfolio Management, Human Resources and Online Presence - eCommerce metrics.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (435)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (208)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply  Chain,  Procurement, Distribution (183)</a></li>
	<li><a title="Knowledge and Innovation" href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/" target="_blank">Knowledge and Innovation (164)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/production-quality-management/" target="_blank">Production and Quality Management (152)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Sports" href="http://www.smartkpis.com/kpi/industries/sports/" target="_blank">Sports (132)</a></li>
	<li><a title="Resources" href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (67)</a></li>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (43)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government/" target="_blank">Government (42)</a></li>
	<li><a title="Sport Management" href="http://www.smartkpis.com/kpi/industries/sport-management/" target="_blank">Sport Management (36)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/average-number-of-page-views-per-visitor-2588.html" target="_blank"># Average number of page views per visitor
</a>
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>1475</wp:post_id>
<wp:post_date>2010-02-03 16:54:52</wp:post_date>
<wp:post_date_gmt>2010-02-03 14:54:52</wp:post_date_gmt>
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<title>Over 2300 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-2300-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Thu, 04 Feb 2010 14:15:35 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1493</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered users can now select their Key Performance Indicators (KPIs) from<strong> over 2300 Performance Measures documented and published</strong> in the online repository. The team focused in the last few days on publishing examples of Contract Management, Human Resources and Online Presence - eCommerce metrics.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (438)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (227)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply  Chain,  Procurement, Distribution (209)</a></li>
	<li><a title="Knowledge and Innovation" href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/" target="_blank">Knowledge and Innovation (164)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/production-quality-management/" target="_blank">Production and Quality Management (152)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Sports" href="http://www.smartkpis.com/kpi/industries/sports/" target="_blank">Sports (132)</a></li>
	<li><a title="Resources" href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (67)</a></li>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (43)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government/" target="_blank">Government (43)</a></li>
	<li><a title="Sport Management" href="http://www.smartkpis.com/kpi/industries/sport-management/" target="_blank">Sport Management (36)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/cost-per-thousand-impressions-1429.html" target="_blank">$ Cost per thousand impressions
</a>
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>1493</wp:post_id>
<wp:post_date>2010-02-05 01:15:35</wp:post_date>
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<title>On the importance of theory in Performance Management</title>
<link>http://www.smartkpis.com/blog/on-the-importance-of-theory-in-performance-management/</link>
<pubDate>Fri, 05 Feb 2010 13:09:08 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag"><![CDATA[Theory]]></category>

		<category domain="tag" nicename="theory"><![CDATA[Theory]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1540</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 5/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
Performance management is one of those disciplines that seem to be intuitively easy. It is closely related to everyone's life. We all hear about setting goals here, achieving targets there, implementing strategies, writing vision statements, living values and so on.

It is not the same for disciplines such as risk management and enterprise architecture – ask someone on the street a question in these fields and there is a good chance the person will be much quieter than expected. Ask the same person a question about performance management and the chances of obtaining a response are much higher.

All of us have been exposed to performance management in some form through our lives, starting with childhood. Performance management is about doing well in sports, doing well in school, playing an instrument, doing well at work and contributing to the organization we are a part of.

So intuitively we know what it is about, why it is needed and how it works. But how many times did we<em><strong> stop to think about these aspects? Or think about the way we think about performance management? Why does it work? What happens?</strong></em>

<!--more-->Such questions have been asked mainly by researchers (as oftentimes consultants are too busy consulting and experts too busy giving advice to ponder on such esoteric questions). As a result, responses to such questions remained mostly in the realm of the academia. And one of the all time favorite terms in academic literature, almost unknown (in the academic sense) to business practitioners is: theory.

The Merriam-Webster online dictionary states the following about theory:
<ul>
	<li>Etymology: Latin (theoria) and Greek (theoria, from theorein)</li>
	<li>Date: 1592. (Note: There must have been some other term used before that time, as theories are as old as Greek philosophy.)</li>
</ul>
Of all the uses of the term mentioned by this dictionary, the ones that I prefer are:
<ul>
	<li>1 : the analysis of a set of facts in their relation to one another</li>
	<li>3 : the general or abstract principles of a body of fact, a science, or an art &lt;music theory&gt;</li>
	<li>4 a : a belief, policy, or procedure proposed or followed as the basis of action &lt;her method is based on the theory that all children want to learn&gt;</li>
	<li>5 : <strong>a plausible or scientifically acceptable general principle or body of principles offered to explain phenomena</strong> &lt;the wave theory of light&gt; (Merriam-Webster, 2010)</li>
</ul>
So why is theory important in performance management? I propose three reasons why learning and thinking about the theory behind practice is important:
<ol>
	<li>As performance management is such an embedded discipline in our life, it impacts us more than many others. It would be beneficial to <strong>know the logic behind </strong>many of the processes and tools used for performance management initiatives. A driver with a few skills in mechanics is a better driver than the one that doesn’t have a clue that there is an engine behind the bonnet and it requires fuel.</li>
	<li>Understanding the theory behind practice puts us in a better position<strong> to make informed decisions and question solutions proposed to us</strong>. Too many performance management products and ideas are promoted and taken for granted. A more informed buyer is a smarter buyer and a happier customer.</li>
	<li>Critically reviewing the theory behind practice enables us to <strong>question its validity and try improving it</strong>. How can we improve and advance performance management if we keep focusing on solutions without thinking why and how these solutions work?</li>
</ol>
Perhaps theory is another item on the already heavy list of elements the Balanced Scorecard should balance. Or perhaps we’ll forget give the Balanced Scorecard a break and start balancing things ourselves... Smartly…

Either way, next time you are offered a solution don't forget to ask the question: <em><strong>So, what is the theory behind this? </strong></em>You might get lucky and the response will put a smile on your face for the rest of the day.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan
<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>
<h4>References</h4>
Merriam-Webster Online dictionary (2010) Retrieved online on 6 February 2010 at: <a href="http://www.merriam-webster.com/netdict/theory" target="_blank">http://www.merriam-webster.com/netdict/theory</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>1540</wp:post_id>
<wp:post_date>2010-02-06 00:09:08</wp:post_date>
<wp:post_date_gmt>2010-02-05 13:09:08</wp:post_date_gmt>
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<title>Over 2400 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-2400-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Sat, 06 Feb 2010 15:18:41 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Indicator]]></category>

		<category domain="tag" nicename="performance-indicator"><![CDATA[Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1534</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered users can now select their Key Performance Indicators (KPIs) from<strong> over 2400 Performance Measures documented and published</strong> in the online repository. The team focused in the last few days on publishing examples of Accounting, Human Resources and Marketing metrics.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (438)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (274)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply  Chain,  Procurement, Distribution (209)</a></li>
	<li><a title="Knowledge and Innovation" href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/" target="_blank">Knowledge and Innovation (164)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/production-quality-management/" target="_blank">Production and Quality Management (152)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Sports" href="http://www.smartkpis.com/kpi/industries/sports/" target="_blank">Sports (132)</a></li>
	<li><a title="Resources" href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (67)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government/" target="_blank">Government (45)</a></li>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (43)</a></li>
	<li><a title="Sport Management" href="http://www.smartkpis.com/kpi/industries/sport-management/" target="_blank">Sport Management (36)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/community-satisfaction-index-1379.html" target="_blank"># Community satisfaction index.
</a>
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>1534</wp:post_id>
<wp:post_date>2010-02-07 02:18:41</wp:post_date>
<wp:post_date_gmt>2010-02-06 15:18:41</wp:post_date_gmt>
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<title>The 2010 Magic Quadrant for Business Intelligence Platforms</title>
<link>http://www.smartkpis.com/blog/the-2010-magic-quadrant-for-business-intelligence-platforms/</link>
<pubDate>Mon, 08 Feb 2010 02:39:38 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Business Intelligence]]></category>

		<category domain="tag" nicename="business-intelligence"><![CDATA[Business Intelligence]]></category>

		<category domain="tag"><![CDATA[Gartner]]></category>

		<category domain="tag" nicename="gartner"><![CDATA[Gartner]]></category>

		<category domain="tag"><![CDATA[Magic Quadrant]]></category>

		<category domain="tag" nicename="magic-quadrant"><![CDATA[Magic Quadrant]]></category>

		<category domain="tag"><![CDATA[Oracle]]></category>

		<category domain="tag" nicename="oracle"><![CDATA[Oracle]]></category>

		<category domain="tag"><![CDATA[Software Solutions]]></category>

		<category domain="tag" nicename="software-solutions"><![CDATA[Software Solutions]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1524</guid>
<description></description>
<content:encoded><![CDATA[A useful resource for assessing the market of Business Intelligence (BI) Platforms is <strong> <a href="http://www.microstrategy.nl/Company/Gartnerquadrant.asp" target="_blank">The 2010 Magic Quadrant for Business Intelligence Platforms</a></strong>, released on 29 January 2010, by <strong>Gartner</strong>. The report provides a comprehensive<strong> evaluation of the main software vendors for the BI platforms</strong>, as well as defining the BI market and its trends. An eagerly expected publication in BI circles, this year's report was authored by four Gartner analysts: <a href="http://www.gartner.com/AnalystBiography?authorId=34319" target="_blank">Rita L. Sallam</a> (ex Oracle),  <a href="http://www.gartner.com/AnalystBiography?authorId=20565" target="_blank">Bill Hostmann</a> (ex IBM - Informix),  <a href="http://www.gartner.com/AnalystBiography?authorId=30123" target="_blank">James Richardson</a> (ex Hyperion, now Oracle) and <a href="http://www.gartner.com/AnalystBiography?authorId=26022">Andreas Bitterer</a> (ex IBM).

<em>"In 2009, megavendors held almost two-thirds of business intelligence platform market share. But impatient business users increasingly turned to pure-play BI platforms, particularly those of small innovative vendors, to fill usability and time-to-value needs unmet by the larger vendors."</em> the report states.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Gartner-Magic-Quadrant-20101.bmp"><img class="aligncenter size-full wp-image-1528" title="Gartner Magic Quadrant 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Gartner-Magic-Quadrant-20101.bmp" /></a><strong><!--more-->The Business Intelligence Market </strong>

According to Gartner's 2010 BI Magic Quadrant report, the market for BI platforms will remain one of the fastest growing software markets despite the economic downturn. Organizations will continue to turn to BI as a vital tool for smarter, more agile and efficient business. Gartner's annual survey of CIO technology priorities reflects that BI remained among the top five priorities in 2009, while being No. 1 in each of the previous four years.

<strong>Evaluation Criteria for the BI Vendors
</strong>

Gartner used 8 criteria for evaluating each BI vendor present in the Magic Quadrant for Business Intelligence Platforms. The criteria are presented in the table bellow:

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Gartner-Evaluation-Criteria.jpg"><img class="aligncenter size-full wp-image-1526" title="Gartner Evaluation Criteria" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Gartner-Evaluation-Criteria.jpg" width="527" height="300" /></a>

<strong>For further reading:</strong>

Gartner Publication, 29 January 2010, <a href="http://www.gartner.com/DisplayDocument?id=1291223&amp;ref=g_sitelink&amp;ref=g_SiteLink" target="_blank">The Magic Quadrant for Business Intelligence Platforms</a>
<ul>
	<li>PDF format courtesy of Microstrategy: <a href="http://www.microstrategy.nl/Company/Gartnerquadrant.asp" target="_blank">The Magic Quadrant for Business Intelligence Platforms</a></li>
	<li>Webpage format courtesy of Oracle: <a href="http://www.gartner.com/technology/media-products/reprints/oracle/article121/article121.html" target="_blank">The Magic Quadrant for Business Intelligence Platforms</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>1524</wp:post_id>
<wp:post_date>2010-02-08 13:39:38</wp:post_date>
<wp:post_date_gmt>2010-02-08 02:39:38</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>Over 2500 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-2500-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Tue, 09 Feb 2010 00:25:23 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Indicator]]></category>

		<category domain="tag" nicename="performance-indicator"><![CDATA[Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1584</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered users can now select their Key Performance Indicators (KPIs) from<strong> over 2500 Performance Measures documented and published</strong> in the online repository. The team focused in the last few days on publishing examples of Transportation - Airlines / Marine Transport / Shipping, Infrastructure Operators - Airports / Ports, as well as  Human Resources and Finance and Accounting metrics.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (438)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (274)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply  Chain,  Procurement, Distribution (215)</a></li>
	<li><a title="Knowledge and Innovation" href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/" target="_blank">Knowledge and Innovation (164)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/production-quality-management/" target="_blank">Production and Quality Management (152)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Sports" href="http://www.smartkpis.com/kpi/industries/sports/" target="_blank">Sports (132)</a></li>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (117)</a></li>
	<li><a title="Resources" href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (67)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government/" target="_blank">Government (45)</a></li>
	<li><a title="Sport Management" href="http://www.smartkpis.com/kpi/industries/sport-management/" target="_blank">Sport Management (36)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/aircraft-fleet-utilization-3552.html" target="_blank">% Aircraft fleet utilization.
</a>
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>1584</wp:post_id>
<wp:post_date>2010-02-09 11:25:23</wp:post_date>
<wp:post_date_gmt>2010-02-09 00:25:23</wp:post_date_gmt>
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<title>Measuring Knowledge Management success</title>
<link>http://www.smartkpis.com/blog/measuring-knowledge-management-success/</link>
<pubDate>Wed, 10 Feb 2010 00:44:22 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Knowledge Management]]></category>

		<category domain="tag" nicename="knowledge-management"><![CDATA[Knowledge Management]]></category>

		<category domain="tag"><![CDATA[MARTINE R. HAAS]]></category>

		<category domain="tag" nicename="martine-r-haas"><![CDATA[MARTINE R. HAAS]]></category>

		<category domain="tag"><![CDATA[MORTEN T. HANSEN]]></category>

		<category domain="tag" nicename="morten-t-hansen"><![CDATA[MORTEN T. HANSEN]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1456</guid>
<description></description>
<content:encoded><![CDATA[Organizations from different domains make significant investments, in terms of time and money, in Knowledge Management (KM) initiatives. The purpose of these initiatives is most of the times<strong> to facilitate and enable</strong> <strong>the</strong> <strong>capture, transfer and management of the knowledge </strong>available in the organizations.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Knowledge1.jpg"><img class="aligncenter size-medium wp-image-1465" title="Knowledge" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Knowledge1-300x201.jpg" width="300" height="201" /></a>

In their paper <em>"Different Knowledge, Different Benefits: Toward a Productivity Perspective on Knowledge Sharing in Organizations"</em>, Haas and Hansen (2000)   identify two distinct ways in which<strong> knowledge sharing</strong> usually occurs in organizations:
<ol>
	<li><strong>Direct contact between individuals</strong> (the provider and receivers) - allows also for tacit knowledge to be transmitted.</li>
	<li><strong>Written documents available in knowledge databases</strong> - allows knowledge to be structured and easily accessible.</li>
</ol>
<!--more-->Not all <strong>Knowledge Management initiatives</strong> are successfully implemented. For example, in 2005, Morten Hansen (professor of entrepreneurship at INSEAD) and Martine Haas (Wharton management professor) conducted a research project in an important accountancy firm, regarding the use of internal knowledge systems by teams of consultants  trying to win sales bids.

The research was presented in the paper<em> "When Using Knowledge Can Hurt Performance: The Value of Organizational Capabilities in a Management Consulting Company"</em> and it  showed that:
<ul>
	<li><strong>Knowledge sharing efforts do not necessarily result in improved task outcomes</strong> inside organizations.</li>
	<li>Implementing knowledge management has <strong>more chances of success when the initiative is carefully planned and supported throughout the process</strong>.</li>
	<li><strong>Sharing personal advice improved the quality of work, but consumed time, whereas electronic documents saved time during the task, but did not improve work quality or signal competence to clients.</strong></li>
</ul>
There is no formula in order to successfully  implement Knowledge Management in organizations. However, there are some KPI examples that show if  the organization is heading in the right direction.

<strong><a title="smartKPIs.com" href="../../" target="_blank">http://www.smartKPIs.com</a></strong><strong> </strong>contains a<a href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/knowledge-management/" target="_blank"> <strong>library of Knowledge Management</strong><strong> indicators</strong></a>, that supports building the strategy, model and culture for knowledge management within the organization.  This variety of measures include:
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/internal-knowledge-sharing-platforms-2465.html" target="_blank"># Internal knowledge sharing platforms
</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/employees-that-contribute-to-the-knowledge-base-2466.html" target="_blank">%  Employees that contribute to the knowledge base
</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/procedures-reviewed-and-updated-2194.html" target="_blank">% Procedures reviewed and updated
</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/publications-on-the-corporate-intranet-2467.html" target="_blank"># Publications on the corporate intranet</a></li>
</ul>
<h4><strong>References</strong></h4>
Haas, M.R. and Hansen, M.T., (2000), <a href="http://knowledge.wharton.upenn.edu/papers/1346.pdf" target="_blank">Different Knowledge, Different Benefits: Toward a Productivity Perspective on Knowledge Sharing in Organizations</a>

Haas, M.R. and Hansen, M.T., (2005) <a href="http://digitalcommons.ilr.cornell.edu/articles/40/" target="_blank">When Using Knowledge Can Hurt Performance: The Value of Organizational Capabilities in a Management Consulting Company</a>

Harvard Business Review Blogs, <a href="http://blogs.hbr.org/vermeulen/2009/03/when-knowledge-management-hurt.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%253A+harvardbusiness+(HarvardBusiness.org)" target="_blank">When Knowledge Management Hurts</a>, Vermeulen, F.

<a href="../../" target="_blank">www.smartKPIs.com</a> list of KPI examples: <a href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/knowledge-management/" target="_blank">Knowledge Management</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>1456</wp:post_id>
<wp:post_date>2010-02-10 11:44:22</wp:post_date>
<wp:post_date_gmt>2010-02-10 00:44:22</wp:post_date_gmt>
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<wp:post_name>measuring-knowledge-management-success</wp:post_name>
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<title>Over 2600 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-2600-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Thu, 11 Feb 2010 12:45:40 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

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		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Indicator]]></category>

		<category domain="tag" nicename="performance-indicator"><![CDATA[Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1590</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered users can now select their Key Performance Indicators (KPIs) from<strong> over 2600 Performance Measures documented and published</strong> in the online repository. The team focused in the last few days on publishing examples of Transportation - Airlines / Marine Transport / Shipping, Infrastructure Operators - Airports / Ports, as well as  Human Resources, Sales and Supply Chain Management metrics.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (438)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (300)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply  Chain,  Procurement, Distribution (240)</a></li>
	<li><a title="Knowledge and Innovation" href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/" target="_blank">Knowledge and Innovation (165)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/production-quality-management/" target="_blank">Production and Quality Management (153)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Sports" href="http://www.smartkpis.com/kpi/industries/sports/" target="_blank">Sports (132)</a></li>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (123)</a></li>
	<li><a title="Resources" href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (68)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government/" target="_blank">Government (48)</a></li>
	<li><a title="Infrastructure Operations" href="http://www.smartkpis.com/kpi/industries/infrastructure-operations/" target="_blank">Infrastructure  Operations (40)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/perfect-order-delivery-rate-2947.html" target="_blank">%  Perfect order delivery rate</a><a href="http://www.smartkpis.com/kpi-key-performance-indicator/aircraft-fleet-utilization-3552.html" target="_blank">.
</a>
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>1590</wp:post_id>
<wp:post_date>2010-02-11 23:45:40</wp:post_date>
<wp:post_date_gmt>2010-02-11 12:45:40</wp:post_date_gmt>
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<title>An introduction to theory in Performance Management: Goal Setting Theory</title>
<link>http://www.smartkpis.com/blog/an-introduction-to-theory-in-performance-management-goal-setting-theory/</link>
<pubDate>Fri, 12 Feb 2010 12:49:20 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Goal Setting Theory]]></category>

		<category domain="tag" nicename="goal-setting-theory"><![CDATA[Goal Setting Theory]]></category>

		<category domain="tag"><![CDATA[Latham]]></category>

		<category domain="tag" nicename="latham"><![CDATA[Latham]]></category>

		<category domain="tag"><![CDATA[Locke]]></category>

		<category domain="tag" nicename="locke"><![CDATA[Locke]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1574</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 6/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
In my previous update I highlighted the benefits of increasing theory awareness in performance management practice. It has the potential to positively impact the process of selecting, developing and using performance management solutions. Over the next few months, I will gradually introduce some of these theories, in no particular order.

A very important theory informing performance management is the <strong>Goal Setting Theory</strong>, which is considered to be one of the most effective motivational theories. It was formulated inductively based on empirical research conducted over nearly four decades by Locke and Latham. Its roots are based on the premise that <strong>conscious goals affect action </strong>(Locke &amp; Latham, 2002).

An important note to make is that the use of the term "goals" in this theory. Goals are considered here to be<strong> the object or aim of an action</strong>. As the terminology used in performance management as a discipline is loosely structured, the goal setting theory itself applies to objectives, Key Performance Indicators and targets as well.
<h4><!--more-->Principles</h4>
There are four general principles that are linked to an increase in motivation, thus generating optimal performance:
<ul>
	<li><strong>Goals should be challenging, but attainable.</strong> Locke and Latham (2004) found a positive, linear function in that the most difficult goals produced the highest levels of effort and performance. They also found that performance decreased once the limits of ability were reached or when commitment to a highly difficult goal lapsed.</li>
</ul>
<ul>
	<li><strong>Goals should be specific rather than vague. </strong>Research by Locke and Latham (1990) showed that specific, difficult goals consistently led to higher performance than urging people to do their best. As specific goals vary in difficulty, goal specificity in itself does not necessarily lead to high performance, but reduces variation in performance by reducing the ambiguity about what has to be achieved. (Locke, Chah, Harrison, &amp; Lustgarten, 1989).</li>
</ul>
<ul>
	<li><strong>Employees should be involved in the process of setting their own goals.</strong> When goals are self set, people with high self-efficacy set higher goals than do people with lower self-efficacy. They also are more committed to assigned goals, find and use better task strategies to attain the goals, and respond more positively to negative feedback than do people with low self-efficacy (Locke &amp; Latham, 2002, Locke &amp; Latham, 1990). The goal–performance relationship is strongest when people are committed to their goals.</li>
</ul>
<ul>
	<li><strong>Goals should be measurable in terms of being clearly understood by employees: quantity, quality, time, and cost.</strong> For goals to be effective, people need summary feedback that reveals progress in relation to their goals. If they do not know how they are doing, it is difficult for them to adjust the level or direction of their effort or to adjust their performance strategies to adjust their performance strategies to match what the goal requires. Summary feedback is a moderator of goal effects in that the combination of goals plus feedback is more effective than goals alone (Locke &amp; Latham, 2002).</li>
</ul>
<h4>Mechanisms</h4>
Locke &amp; Latham (2002) propose four mechanisms through which goals affect performance:
<ol>
	<li><strong>Directive function.</strong> They direct attention and effort toward goal-relevant activities and away from goal irrelevant activities.</li>
	<li><strong>Energizing function.</strong> High goals lead to greater effort than low goals.</li>
	<li><strong>Impact on persistence. </strong>When participants are allowed to control the time they spend on a task, hard goals prolong effort (LaPorte &amp; Nath, 1976). There is often, however, a trade-off in work between time and intensity of effort. Faced with a difficult goal, it is possible to work faster and more intensely for a short period or to work slower and less intensely for a long period.</li>
	<li><strong>Affect action indirectly by leading to the arousal, discovery, and/or use of task-relevant knowledge and strategies </strong>(Wood &amp; Locke, 1990).</li>
</ol>
While Goal Setting Theory is generally analyzed at individual level, its principles are considered relevant at organizational level, too. Locke (2004) argues that goal-setting is effective for any task where people have control over their performance. Research in this field currently explores goal setting theory at both individual and organizational level. Elements of the Goal Setting Theory are present in various degrees in all aspects that relate to performance management practice. Linking theory to practice is up to all of us.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan
<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>
<h4>References</h4>
LaPorte, R.E., &amp; Nath, R. (1976). Role of performance goals in prose learning. Journal of Educational Psychology, 68(3), 260-264.

Locke, E. A., Chah, D., Harrison, S., &amp; Lustgarten, N. (1989). Separating the effects of goal specificity from goal level. Organizational Behavior and Human Performance, 43, 270–287.

Locke, E. A., &amp; Latham, G. P. (1990). A theory of goal setting and task performance. Englewood Cliffs, NJ: Prentice Hall.

Locke, E. A. and Latham, G. P., (2002), “Building a Practically Useful Theory of Goal Setting and Task Motivation”, American Psychologist, Vol. 57, No. 9, pp. 705–717.

Locke, E. A. (2004), “Goal setting theory and its applications to the world of business”, Academy of Management Executive, Vol. 18, No. 4, pp. 124-125.

Wood, R., &amp; Locke, E. (1990). Goal setting and strategy effects on complex tasks. In B. Staw &amp; L. Cummings (Eds.), Research in organizational behavior (Vol. 12, pp. 73–109). Greenwich, CT: JAI Press.]]></content:encoded>
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<title>Over 2700 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-2700-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Sat, 13 Feb 2010 06:28:54 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

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		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Indicator]]></category>

		<category domain="tag" nicename="performance-indicator"><![CDATA[Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

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		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1607</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered users can now select their Key Performance Indicators (KPIs) from<strong> over 2700 Performance Measures documented and published</strong> in the online repository. The team focused in the last few days on publishing examples of Accounting,  Human Resources, Sales and Supply Chain Management metrics.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (438)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (315)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply  Chain,  Procurement, Distribution (251)</a></li>
	<li><a title="Knowledge and Innovation" href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/" target="_blank">Knowledge and Innovation (165)</a></li>
	<li><a title="Sales and Customer Service" href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales and Customer Service (157)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Sports" href="http://www.smartkpis.com/kpi/industries/sports/" target="_blank">Sports (132)</a></li>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (130)</a></li>
	<li><a title="Resources" href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (68)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government/" target="_blank">Government (48)</a></li>
	<li><a title="Infrastructure Operations" href="http://www.smartkpis.com/kpi/industries/infrastructure-operations/" target="_blank">Infrastructure  Operations (47)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/vehicle-fill-2888.html" target="_blank">% Vehicle fill</a><a href="http://www.smartkpis.com/kpi-key-performance-indicator/aircraft-fleet-utilization-3552.html" target="_blank">.
</a>
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>1607</wp:post_id>
<wp:post_date>2010-02-13 17:28:54</wp:post_date>
<wp:post_date_gmt>2010-02-13 06:28:54</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>When marketing meets finance: Return on Marketing Investment </title>
<link>http://www.smartkpis.com/blog/when-marketing-meets-finance-return-on-marketing-investment/</link>
<pubDate>Sun, 14 Feb 2010 06:58:17 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[return on marketing investment]]></category>

		<category domain="tag" nicename="return-on-marketing-investment"><![CDATA[return on marketing investment]]></category>

		<category domain="tag"><![CDATA[ROI]]></category>

		<category domain="tag" nicename="roi"><![CDATA[ROI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1498</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">One of the greatest challenges for marketing professionals is to “probate” the results of their activity in terms of financial numbers. To do so, a simplistic approach that might still be in use in organizations which lack an accurate performance measurement system is looking into the value of sales. Fair enough, marketing efforts should, in the end, lead to selling as much as possible. Brand building, image construction, client relationship optimization and all other marketing directions aim, in the end, at generating sales.</p>
<p style="text-align: justify;">However, sales can be due to other reasons than marketing actions, on one hand, and on the other hand, measuring only the result is of no relevance, if not compared to the effort. The metric that integrates this comparison is the <span style="color: #888888;"><strong>Return on Marketing Investment</strong></span>, or briefly, the <strong><span style="color: #888888;">ROMI</span></strong>.</p>
<p style="text-align: justify;">Return on Marketing Investment is constructed on the same logic as ROI, in general, the difference being that marketing spent is more “easily gone”. If you invest in buying a plant for production, its value depreciates over time, but you can always resell it whereas marketing spent can hardly be recuperated, thus being more risky. From this point of view, it is argued even that marketing is not an investment, but simply an expense. However, as long as the marketing expense is done to generate future cash-flows, it is an investment, although not materialized in a tangible asset.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/mktg-roi.jpg"><img class="aligncenter size-medium wp-image-1501" title="mktg roi" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/mktg-roi-300x210.jpg" width="634" height="400" /></a></p>
<p style="text-align: justify;"><!--more-->Although a subject of many opinions, there is a widely accepted <strong>calculation formula</strong> for ROMI:</p>

<h4 style="text-align: center;"><span style="color: #888888;">% Return on Marketing Investment =</span></h4>
<h4 style="text-align: center;"><span style="color: #888888;">[($ Revenue attributable to marketing * % Contribution) - $ Marketing cost] /</span></h4>
<h4 style="text-align: center;"><span style="color: #888888;">$ Marketing cost</span></h4>
<p style="text-align: justify;">The <strong>purpose</strong> of measuring the return of the marketing effort is not just that of validating an expense in terms of returns generated, but also that of making comparisons between various marketing projects to outline their effects. And, not least, to impose a “discipline” in marketing actions that are somehow more difficult to quantify, both in terms of expenses (they might not require so much money spent on well defined marketing elements, but lots of time and less common expenses) and in terms of revenue. It can be the case of the below-mentioned social marketing.</p>
<p style="text-align: justify;">However, using this metric requires careful <strong>attention</strong> as many implications can arise when dealing with the subordinate measures used for calculation. For example, as we have outlined in a previous blog post on <a href="http://www.smartkpis.com/blog/2010/02/02/marketing-program-performance-appraisal-from-baseline-to-incremental-sales/" target="_blank">Marketing program performance appraisal</a>, $ Revenue attributable to marketing, or $ Incremental sales has to be estimated accurately, which can be a difficult task. In what concerns the marketing cost, inaccuracies can arise also, as organizations have different ways of allocation the marketing budget (by marketing function, by objective etc.), thus being difficult to isolate the part of marketing expense we are interested in.</p>
<p style="text-align: justify;">In order to overpass these cautions, marketers measure marketing ROI for a particular campaign (that has a well defined budget and envisages one product).</p>
<p style="text-align: justify;">Marketing ROI faces <strong>criticism </strong>in several respects, one of the most popular being that it does not take into account the carryover effect, which defines long term effects of marketing spending on revenue, generated mostly by brand-related aspects. It is considered that marketing spending contributes to brand consolidation, which can have effect on sales for long future periods, that are out of the marketing ROI measurement horizon.</p>
<strong>Trend and statistics on marketing ROI:</strong>
<ul>
	<li>There is an increasing need for marketing ROI and other measurements due mainly to the economic pressures (2009 Lenskold Group / MarketSphere Marketing ROI and Measurements Study)</li>
	<li>The greatest ROI  is gained in email marketing - $43.52 for every dollar spent (Direct Marketing Association, 2009)<strong> </strong></li>
	<li>However, 42% percent of email marketers do not know their return on investment from email marketing (Econsultancy &amp; Adestra, Email Census 2009)</li>
</ul>
<strong>Further data on marketing ROI</strong> can be found on various sources. You can follow:
<ul>
	<li>The Mckinsey <strong>podcast</strong> on <a href="http://www.mckinsey.com/clientservice/hightech/Improving_Return_Marketing_Investment/Improving_Return_on_Marketing_Investment.html" target="_blank"><em>Improving Return on Marketing Investment in High Tech</em></a></li>
	<li><a href="http://chiefmarketer.com/marketing-roi/marketing_roi_dead/" target="_blank"><em>Marketing ROI Dead</em></a> <strong>article</strong> from Michele Eggers, Customer Intelligence marketing strategist at SAS Institute</li>
	<li><a href="http://astore.amazon.com/smartkpis-20?_encoding=UTF8&amp;node=35" target="_blank"><em>Return on Marketing Investment</em></a> <strong>book</strong> from Guy R. Powell</li>
</ul>
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<h3 style="text-align: center;"><strong><strong><span style="color: #888888;">$</span></strong></strong></h3>
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<wp:post_id>1498</wp:post_id>
<wp:post_date>2010-02-14 17:58:17</wp:post_date>
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<title>Over 2800 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-2800-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Sun, 14 Feb 2010 13:46:14 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1658</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered users can now select their Key Performance Indicators (KPIs) from<strong> over 2800 Performance Measures documented and published</strong> in the online repository. The team focused in the last few days on publishing examples of Accounting, Human Resources, Sales and Supply Chain Management metrics.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (438)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (315)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply  Chain,  Procurement, Distribution (286)</a></li>
	<li><a title="Knowledge and Innovation" href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/" target="_blank">Knowledge and Innovation (165)</a></li>
	<li><a title="Sales and Customer Service" href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales and Customer Service (158)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation  (163)</a></li>
	<li><a title="Sports" href="http://www.smartkpis.com/kpi/industries/sports/" target="_blank">Sports (132)</a></li>
	<li><a title="Resources" href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (68)</a></li>
	<li><a title="Infrastructure Operations" href="http://www.smartkpis.com/kpi/industries/infrastructure-operations/" target="_blank">Infrastructure  Operations (55)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/sport-management/" target="_blank">Sport Management (50)</a></li>
</ul>
Example of a documented performance measure:<a href="http://www.smartkpis.com/kpi-key-performance-indicator/aircraft-fleet-utilization-3552.html" target="_blank"></a><a href="http://www.smartkpis.com/kpi-key-performance-indicator/aircraft-fleet-utilization-3552.html" target="_blank"> % Aircraft fleet utilization.</a>
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
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<wp:post_id>1658</wp:post_id>
<wp:post_date>2010-02-15 00:46:14</wp:post_date>
<wp:post_date_gmt>2010-02-14 13:46:14</wp:post_date_gmt>
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<title>When marketing meets finance: the break-even level of sales</title>
<link>http://www.smartkpis.com/blog/when-marketing-meets-finance-the-break-even-level-of-sales/</link>
<pubDate>Mon, 15 Feb 2010 13:58:25 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Finance]]></category>

		<category domain="tag" nicename="finance"><![CDATA[Finance]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Sales]]></category>

		<category domain="tag" nicename="sales"><![CDATA[Sales]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1642</guid>
<description></description>
<content:encoded><![CDATA[In a previous blog post we investigated the <a href="http://www.smartkpis.com/blog/2010/02/14/when-marketing-meets-finance-return-on-marketing-investment/" target="_blank">Return on Marketing Investment</a>, a metric that analyzes the marketing activity from a financial point of view that is more complex than the revenue from sales generated by marketing. The current blog post aims at exploring another area where finance meets marketing: <strong>the break-even analysis</strong>. In this area, we consider that finance actually needs marketing: the break-even analysis aims at determining from which point on (i.e. volume of sales), a business begins to generate profits. <strong><!--more-->Calculating the break-even level of sales</strong> is done by following the steps below:
<ul>
	<li><strong>Calculate your fixed production costs.</strong> These include the costs to produce that do not vary upon the volume of production and generally include the administrative costs (rent, secretary etc.)</li>
	<li><strong>Calculate the variable unit costs.</strong> These are costs that depend on the production volume (such as: salaries for the operational employees, utilities in the plant, raw materials etc.), that are divided to the volume of production to obtain the cost per unit.</li>
	<li><strong>Estimate the price that will be charged for each unit of the product or service. </strong>There are various price-setting strategies, such as adding a margin to the production costs, considering competition prices and even the break-even analysis itself can be used at setting the right price.</li>
</ul>
The break-even level of sales is then calculated as:
<h4 style="text-align: center;"><strong><span style="color: #888888;"># Break-even level of sales = $ Fixed costs / ($ Price per unit - $ Unit variable cost)</span></strong></h4>
The calculation formula is derived by the equation that reflects the zero profits:
<h4 style="text-align: center;"><strong><span style="color: #888888;">$ Total revenue = $ Total costs</span></strong></h4>
The result indicates the sales volume that needs to be achieved in order to attain the <strong>break-even – at which the revenues cover the costs, but no profits are obtained.</strong> From this sales level on, the business begins to generate profits. <a href="http://www.smartkpis.com/blog/wp-content/uploads/break-even31.png"><img class="aligncenter size-medium wp-image-1646" title="break-even3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/break-even31-300x212.png" width="372" height="188" /></a> After having calculated the break-even level of sales based on mostly financial inputs, the marketing department can estimate when and whether these levels of sales can be achieved and in which conditions. Thus, the contribution of the break-even level of sales is considerable in what regards several <strong>financial decisions:</strong>
<ul>
	<li>Finding the optimal fixed to variable costs combination</li>
	<li>Comparing the estimated profitability of various options for investment</li>
	<li>Setting optimum price levels</li>
</ul>
To take the analysis a step further, finance managers can even set targets for the profits they intend to achieve and calculate the expected level of sales that would generate these profits. This is done by adjusting the break-even calculation to include the profit targets, meaning we will now calculate the level of sales that will generate an expected amount of profits, not zero profits (as in the case of the break-even level of sales):
<h4 style="text-align: center;"><strong><span style="color: #888888;"># Target volume = ($ Fixed costs + $ Profit) / ($ Price per unit - $ Unit variable cost)</span></strong></h4>
For <strong>further reading</strong> and <strong>examples of calculating the break-even level of sales</strong>, you can follow: <a href="http://weatherhead.case.edu/" target="_blank"><em>Break-Even Analysis</em></a>, Weatherhead School of Management David Kinard (2009), <a href="http://davidkinard.blogspot.com/2009/02/metric-monday-how-much-is-that.html" target="_blank"><em>Metric Monday – How Much is that Marketing Effort Worth?</em></a>]]></content:encoded>
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<wp:post_id>1642</wp:post_id>
<wp:post_date>2010-02-16 00:58:25</wp:post_date>
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<title>Over 2900 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-2900-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Tue, 16 Feb 2010 23:42:59 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

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		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

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		<category domain="tag"><![CDATA[Library of KPIs]]></category>

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		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1676</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered users can now select their Key Performance Indicators (KPIs) from<strong> over 2900 Performance Measures documented and published</strong> in the online repository. The team focused in the last few days on publishing examples of Accounting, Marketing &amp; Communications and Supply Chain Management metrics. KPI examples specific to the Transportation, Postal and Courier Services industries were also added to the database.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (438)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (315)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply  Chain,  Procurement, Distribution (315)</a></li>
	<li><a title="Knowledge and Innovation" href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/" target="_blank">Knowledge and Innovation (165)</a></li>
	<li><a title="Sales and Customer Service" href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales and Customer Service (158)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation  (160)</a></li>
	<li><a title="Sports" href="http://www.smartkpis.com/kpi/industries/sports/" target="_blank">Sports (132)</a></li>
	<li><a title="Resources" href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (69)</a></li>
	<li><a title="Infrastructure Operations" href="http://www.smartkpis.com/kpi/industries/infrastructure-operations/" target="_blank">Infrastructure  Operations (55)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/postal-and-courier-services/" target="_blank">Postal and Courier Services (52)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/forecast-to-actual-inventory-consumption-2812.html" target="_blank">% Forecast to actual inventory consumption</a>
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>1676</wp:post_id>
<wp:post_date>2010-02-17 10:42:59</wp:post_date>
<wp:post_date_gmt>2010-02-16 23:42:59</wp:post_date_gmt>
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<title>2009 Best and worst airport on time performance</title>
<link>http://www.smartkpis.com/blog/2009-best-and-worst-airport-on-time-performance/</link>
<pubDate>Thu, 18 Feb 2010 01:46:54 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Airlines]]></category>

		<category domain="tag" nicename="airline"><![CDATA[Airlines]]></category>

		<category domain="tag"><![CDATA[Airports]]></category>

		<category domain="tag" nicename="airports"><![CDATA[Airports]]></category>

		<category domain="tag"><![CDATA[EUROCONTROL]]></category>

		<category domain="tag" nicename="eurocontrol"><![CDATA[EUROCONTROL]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1671</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartkpis.airport.performance_brussels_airport.jpg"><img class="alignright size-full wp-image-1705" title="smartkpis.airport.performance_brussels_airport" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartkpis.airport.performance_brussels_airport.jpg" width="300" height="199" /></a>Nothing is worst than having to wait in a crowded airport for hours and hours or miss your connection flight because of a delayed aircraft. Such situations can create a lot of frustration and tension among passengers and usually lead to a lot of headaches for the airline representatives.

According with an EUROCONTROL (The European Organization for the Safety of Air Navigation) research from 2007, the major factors responsible for aircraft delays in Europe were airlines which accounted for 55% of the total fallowed by airports’ ground personnel (12%), air traffic control (10%) and weather (10%).

The situation is even worse if we consider that an airline delay is very hard to redress and in most of the cases leads to reactionary delays throughout the airline network system.

Thus, faced with these situations, airline operators have to cope with an avalanche of complaints, find alternative traveling solutions, make reimbursements or pay damage compensations, which in the end can seriously affect the bottom line of the companies.

<!--more-->Therefore delivering the best in class on time performance becomes a major challenge and in the same time responsibility for both airport authorities who administer these congested points as well as for the airline operators who are directly involved in passenger transfers.

More than ever, on time performance is considered today one of the most important key factors to success for the airline industry. It is usually expressed by two important key performance indicators:

• <a href="http://www.smartkpis.com/kpi-key-performance-indicator/on-time-arrivals-3548.html" target="_blank">% On time arrivals</a>

• <a href="http://www.smartkpis.com/kpi-key-performance-indicator/on-time-departures-3547.html" target="_blank">% On time departures</a>

While some operators prefer to adjust the tolerance intervals, in general a flight is considered "on time" if it arrives or departs less than 15 minutes after its scheduled take-off or landing time. What is beyond this time landmark counts for the negative side of airline companies “on time performance”. Knowing the "hotspots" in the industry, the airports with the worst on time record, is important for both airlines and passengers, that can use this information as part of their risk management plans. In January 2010, the Forbes Magazine compiled a report presenting the ten most delayed airports in term of “on time performance” for both arrivals and departures (Forbes, 2010). A summary of the results is outlined below:
<h4><strong>Worst departure ranking</strong></h4>
<strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/on-time-departures-pdf1.jpg"><img class="aligncenter size-full wp-image-1674" title="on time departures pdf" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/on-time-departures-pdf1.jpg" width="579" height="311" /></a></strong>
<h4><strong>Worst arrival ranking</strong></h4>
<strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/on-time-arrivals-pdf.jpg"><img class="aligncenter size-full wp-image-1675" title="on time arrivals pdf" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/on-time-arrivals-pdf.jpg" width="580" height="342" /></a></strong>

For more details about the major factors that can influence airline industry performance, <a href="http://www.smartkpis.com/kpi/industries/transportation/airlines/" target="_blank">smartkpis.com</a> (eab group, 2010) provides its users with a comprehensive library of performance measures such as:

• <a href="http://www.smartkpis.com/kpi-key-performance-indicator/airport-activity-3466.html" target="_blank">% Airport activity</a>

•<a href="http://www.smartkpis.com/kpi-key-performance-indicator/average-minutes-delayed-for-all-flights-3542.html" target="_blank"> # Average minutes delayed for all flights</a>

• <a href="http://www.smartkpis.com/kpi-key-performance-indicator/average-arrival-processing-time-3549.html" target="_blank"># Average arrival processing time</a>

• <a href="http://www.smartkpis.com/kpi-key-performance-indicator/lost-baggage-on-connecting-flights-3469.html" target="_blank">% Lost baggage on connection flights</a>

• <a href="http://www.smartkpis.com/kpi-key-performance-indicator/flights-delayed-due-to-technical-issues-3493.html" target="_blank">% Flights delayed due to technical issues</a>

• <a href="http://www.smartkpis.com/kpi-key-performance-indicator/flights-delayed-due-to-weather-conditions-3494.html" target="_blank">% Flights delayed due to weather conditions</a>
<h4>Additional resources</h4>
<ul>
	<li>Eurocontrol: <a href="http://www.eurocontrol.int/corporate/public/standard_page/cb_traffic_delays.html" target="_blank"> http://www.eurocontrol.int/corporate/public/standard_page/cb_traffic_delays.html</a></li>
	<li>Airports Council International’s 2009 World Traffic Report: <a href="http://www.airports.org/cda/aci_common/display/main/aci_content07_c.jsp?zn=aci&amp;cp=1-5-54_666_2__">http://www.airports.org/cda/aci_common/display/main/aci_content07_c.jsp?zn=aci&amp;cp=1-5-54_666_2__</a></li>
	<li>FlightStats: <a href="http://www.flightstats.com/go/Home/home.do" target="_blank">http://www.flightstats.com/go/Home/home.do</a></li>
</ul>
<h4><strong>References</strong></h4>
Forbes (2010), "The World's Most Delayed Airports", available at: <a href="http://www.forbes.com/2010/01/22/most-delayed-airports-business-logistics-airports_slide_2.html" target="_blank">http://www.forbes.com/2010/01/22/most-delayed-airports-business-logistics-airports_slide_2.html</a> (accessed 17 January 2010)

<a href="http://www.eabgroup.com.au/" target="_blank">eab group</a> (2010), "KPI examples for the Airport and Airlines industries", <a href="http://www.smartkpis.com/kpi/industries/transportation/airlines/pag3.html" target="_blank">http://www.smartkpis.com/kpi/industries/transportation/airlines/pag3.htm</a> and <a href="http://www.smartkpis.com/kpi/industries/infrastructure-operations/airports/" target="_blank">http://www.smartkpis.com/kpi/industries/infrastructure-operations/airports</a> (accessed 17 January 2010)
<div id="_mcePaste" style="overflow: hidden; position: absolute; left: -10000px; top: 350px; width: 1px; height: 1px;">To compile our list, we use information from FightStats, an aviation data company which compiles flight information from airports, airlines, flight reservation systems and other sources around the world. We considered flights at the world’s 200 busiest airports by passenger volume, according to Airports Council International’s 2009 World Traffic Report. We included only airports about which FlightStats has the most detailed information. That means that some airports, particularly large hubs in South America, weren’t considered for our list.</div>]]></content:encoded>
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<wp:post_id>1671</wp:post_id>
<wp:post_date>2010-02-18 12:46:54</wp:post_date>
<wp:post_date_gmt>2010-02-18 01:46:54</wp:post_date_gmt>
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<title>Over 3000 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-3000-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Fri, 19 Feb 2010 02:38:11 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1743</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered users can now select their Key Performance Indicators (KPIs) from<strong> over 3000 Performance Measures documented and published</strong> in the online repository. The team focused in the last few days on publishing examples of Human Resources, Finance, Accounting, Marketing &amp; Communications and Supply Chain Management metrics. KPI examples specific to the Transportation and Infrastructure Operations industries were also added to the database.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (438)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (329)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply  Chain,  Procurement, Distribution (327)</a></li>
	<li><a title="Knowledge and Innovation" href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/" target="_blank">Knowledge and Innovation (165)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (158)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation  (183)</a></li>
	<li><a title="Sports" href="http://www.smartkpis.com/kpi/industries/sports/" target="_blank">Sports (132)</a></li>
	<li><a title="Resources" href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (69)</a></li>
	<li><a title="Infrastructure Operations" href="http://www.smartkpis.com/kpi/industries/infrastructure-operations/" target="_blank">Infrastructure  Operations (65)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/postal-and-courier-services/" target="_blank">Postal and Courier Services (52)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/forecast-to-actual-inventory-consumption-2812.html" target="_blank"></a><a href="http://www.smartkpis.com/kpi-key-performance-indicator/compliments-to-complains-1371.html" target="_blank"># Compliments to complaints</a>
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
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<wp:post_id>1743</wp:post_id>
<wp:post_date>2010-02-19 13:38:11</wp:post_date>
<wp:post_date_gmt>2010-02-19 02:38:11</wp:post_date_gmt>
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<title>Setting targets, cooking steak and using thermometers</title>
<link>http://www.smartkpis.com/blog/setting-targets-cooking-steak-and-using-thermometers/</link>
<pubDate>Sat, 20 Feb 2010 12:25:46 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Food and Beverage]]></category>

		<category domain="tag" nicename="food"><![CDATA[Food and Beverage]]></category>

		<category domain="tag"><![CDATA[Goal Setting Theory]]></category>

		<category domain="tag" nicename="goal-setting-theory"><![CDATA[Goal Setting Theory]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1797</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 7/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
Setting targets is relatively easy if you want to make it easy - just pluck a number from the air, make it your target and strive to achieve it. However, there is more to target setting than a simple number selection.

One of the first things to be clarified when using target is why they are used. The answer might seem intuitively simple: to facilitate their achievement. Still, there are more reasons to using targets.

One of my favorite metaphors regarding using targets is the thermometer. Thermometers are used in multiple ways:
<ul>
	<li><strong>To check if the temperature is within certain limits</strong>. In medicine 37° Celsius / 98.6° Fahrenheit is considered the average healthy temperature of a healthy human body. In a way it can be considered a target, however a flexible one, based on a variance interval around it.</li>
	<li><strong>To ensure the temperature meets a specific value. </strong>For example, in cooking some dishes require a specific temperature to be reached as per the recipe. In this case, meeting the target temperature is required for the successful preparation of the dish.</li>
</ul>
<!--more-->Similarly, in other aspects of human administration, such as business, targets can be set for multiple reasons:
<ul>
	<li><strong>To learn </strong>– targets provide a good reference point for evaluating achievement and comparing results.</li>
	<li><strong>To motivate their achievement</strong> – as per the principles outlined by the Goal Setting Theory</li>
	<li><strong>To control / ensure compliance</strong> – to verify the achievement of a specific limit required as part of the successful delivery of a business plan.</li>
</ul>
In time, the latter two reasons worked hand in hand to overshadow the learning aspect of target setting. They work fairly well in the short term and bonuses based on meeting short term targets have become the norm in business. However, their long term impact is in many instances less positive. The Global Financial Crisis is only an example of the manifestation in practice of this thinking.

Coming back at the thermometer metaphor is as we would use thermometers only to check the temperature of the steak we are cooking (satisfying our short term hunger), having forgotten to also using them to monitor the temperature of our body, for long term health benefits. In practice (medicine and manufacturing) this is not the case – thermometers used in equal measure for learning and ensuring compliance. In business administration it is as if we have forgotten about the learning aspects of target setting... Reward and recognition driven target setting is the norm.

The implications at cultural level are important. Targets for control in many instances result in a dangerous combination of human greed and mechanistic behavior. This combination, coupled with ineffective risk management is one of the factors that contributed to the demise of many organizations in recent history. Having a good steak is generally easier and more appealing than monitoring health and learning about ourselves.

Fortunately, the body has the ability to self regulate temperature. Organizations, on the other hand don't have a mature self-regulation system, again mainly due to the relatively low level of sophistication of organizational culture today.  As a result rewards and recognition target setting seems to be a relic of 19th century management prehistory, a reflection of our inability to find the right balance in human organizations. After all, it took hundreds of years to evolve the thermometer to its current form. Scientific management has been around for less than 100. Maybe it is just a question of time.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan
<strong>Performance Architect,</strong>
<strong><a href="http://www.smartkpis.com" target="_blank">www.smartKPIs.com</a></strong>]]></content:encoded>
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<wp:post_id>1797</wp:post_id>
<wp:post_date>2010-02-20 23:25:46</wp:post_date>
<wp:post_date_gmt>2010-02-20 12:25:46</wp:post_date_gmt>
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<title>Trade Logistics in the Global Economy - World Bank Group 2010 report</title>
<link>http://www.smartkpis.com/blog/trade-logistics-in-the-global-economy-world-bank-group-2010-report/</link>
<pubDate>Sun, 21 Feb 2010 12:30:21 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Distribution]]></category>

		<category domain="tag" nicename="distribution"><![CDATA[Distribution]]></category>

		<category domain="tag"><![CDATA[Logistics]]></category>

		<category domain="tag" nicename="logistics"><![CDATA[Logistics]]></category>

		<category domain="tag"><![CDATA[Multimedia]]></category>

		<category domain="tag" nicename="multimedia"><![CDATA[Multimedia]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Procurement]]></category>

		<category domain="tag" nicename="procurement"><![CDATA[Procurement]]></category>

		<category domain="tag"><![CDATA[Robert B. Zoellick]]></category>

		<category domain="tag" nicename="robert-b-zoellick"><![CDATA[Robert B. Zoellick]]></category>

		<category domain="tag"><![CDATA[Supply Chain]]></category>

		<category domain="tag" nicename="supply-chain"><![CDATA[Supply Chain]]></category>

		<category domain="tag"><![CDATA[World Bank Group]]></category>

		<category domain="tag" nicename="world-bank-group"><![CDATA[World Bank Group]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1714</guid>
<description></description>
<content:encoded><![CDATA[Improving logistics performance has become an important development policy objective in recent years because logistics have a major impact on economic activity.

<strong><a href="http://siteresources.worldbank.org/INTTLF/Resources/LPI2010_for_web.pdf" target="_blank">Connecting to Compete 2010: Trade Logistics in the Global Economy</a> </strong>is a global report launched in 2010, by the World Bank Group, providing a comprehensive look at the<strong> trade logistics performance worldwide</strong>. This is the second edition of the report  and it is based on a global survey of important international freight forwarders and express carriers.

“Economic competitiveness is relentlessly driving countries to strengthen performance, and improving trade logistics is a smart way to deliver more efficiencies, lower costs and added economic growth,” said World Bank Group President Robert B. Zoellick.

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<!--more-->Accordingly to the survey realized on trade logistics by the World Bank Group, "the capacity of countries to efficiently move goods and connect manufacturers and consumers with international markets is improving around the world, but much more progress is needed to spur faster economic growth and help firms benefit from trade recovery".

The <strong>Logistics Performance Indicators (LPI)</strong> is a comprehensive index created to help countries identify the challenges and opportunities they face in trade logistics performance. According to the LPI ranking, <strong>Germany is the top performer among 155 countries </strong>analyzed<strong>.</strong> The report indicates that the high income economies dominate the top logistics rankings, with most of them occupying important places in global and regional supply chains. By contrast, the lowest performing countries are almost all from the low and lower income groups.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/LPI-ranking1.png"><img class="aligncenter size-full wp-image-1737" title="LPI ranking" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/LPI-ranking1.png" width="350" height="528" /></a>
The report ranks <strong>developing countries</strong> <strong>per region </strong>as it follows:
<ul>
	<li>South Africa (28) is the top performer from Africa</li>
	<li>China (27) from East Asia</li>
	<li>Poland (30) from Central and Eastern Europe</li>
	<li>Brazil (41) from Latin America</li>
	<li>Lebanon (33) from the Middle East</li>
	<li>India (47) from South Asia.</li>
</ul>
<strong>Further reading:</strong>

Viveros, A. (2010), <a href="http://web.worldbank.org/WBSITE/EXTERNAL/NEWS/0,,contentMDK:22442591~pagePK:64257043~piPK:437376~theSitePK:4607,00.html" target="_blank">"Global Trade Logistics Improving, But More Needed to Boost Recovery"</a>

World Bank Group, <a href="http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTTRANSPORT/EXTTLF/0,,contentMDK:21514122~menuPK:3875957~pagePK:210058~piPK:210062~theSitePK:515434,00.html" target="_blank">Logistics Performance Index (LPI)</a>]]></content:encoded>
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<title>Measuring advertising performance: a recommended set of 8 media metrics </title>
<link>http://www.smartkpis.com/blog/measuring-advertising-performance-a-recommended-set-of-8-media-metrics/</link>
<pubDate>Mon, 22 Feb 2010 12:32:54 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Advertising]]></category>

		<category domain="tag" nicename="advertising"><![CDATA[Advertising]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1761</guid>
<description></description>
<content:encoded><![CDATA[As part of the promotion mix in marketing, advertising is one of the <strong>most dynamic and costly promotional activity. </strong>Although declined with about 2,6 % by comparison to the previous year, the U.S. advertising expenditure  has still been above $ 130 billion dollars in 2008 (according to a <em>The Nielsen Company</em> report).

Performance management in advertising focuses on various levels, from research and planning the advertising campaign, to implementation and results assessment. Herein, when choosing the appropriate media for message deployment, several <strong>media metrics</strong> ought to be tracked in order to have an accurate view of the <em>expected coverage and impact of the media program.</em>

<!--more-->For a complete assessment of the media chosen, the <strong>most popular media metrics used in advertising</strong> are the following:
<ol>
	<li>Begin with the estimation of the <span style="color: #339966;"><strong># Advertising reach</strong></span>. Reach is the volume of the audience to whom the communication is directed. However, reach does not indicate the number of individuals or household the ad will actually be exposed to, it only reflects the potential actual exposure considering the number of households that have access to that media.</li>
	<li>For the individuals or the households that form the # Reach, calculate the average number of times they are exposed to the advertisement. You will then obtain the <span style="color: #339966;"><strong># Frequency </strong><span style="color: #000000;">metric</span></span>.</li>
	<li>Having estimated # Reach and # Frequency, you can now calculate the <span style="color: #339966;"><a href="http://www.smartkpis.com/kpi-key-performance-indicator/opportunities-to-see-ots-1422.html" target="_blank"><strong># Opportunities-to-see</strong></a></span>, as the result of # Reach multiplied to # Frequency. # OTS is also called # Impressions and it reflects the total number of ad exposures as a function of unique individuals exposed and the number of times each individual has the chance to see the ad. In audio media, the # OTS is equivalent to # Opportunities-to-hear, reflecting the total number of ad exposures as a result of individuals exposed multiplied to average chances to hear.</li>
	<li>Further on, extracting from the total available impressions the percentage that is actually delivered by the media vehicle generates the <span style="color: #339966;"><strong># Rating points</strong></span>. One rating point means that one percent of the audience actually sees the ad.</li>
	<li>Adding up all rating points during campaign will result in the <span style="color: #339966;"><strong># Gross rating points</strong></span>, this measuring the total exposure the ad receives. However, if the ad is broadcast in a show with 10 rating points and also in one with 15 rating points, it does not mean that 25 % of the audience sees it because some viewers may see it both times.</li>
	<li>If the ad targets a particular group in the audience for that media (i.e women under 35 years), you will then use <span style="color: #339966;"><a href="http://www.smartkpis.com/kpi-key-performance-indicator/target-rating-points-trps-408.html" target="_blank"><strong># Target rating points</strong></a></span>, which is the rating points considered for that particular group in the audience.</li>
	<li>Finally, after having quantified the audience, you will have to calculate your costs in order to make a decision of what media and show to choose for ad deployment.   The metrics most commonly used is the <span style="color: #339966;"><a href="http://www.smartkpis.com/kpi-key-performance-indicator/cost-per-mille-cpm-409.html" target="_blank"><strong>$ Cost per mille (CPM)</strong></a></span>, also called $ Cost per thousand, which is the cost to reach 1000 impressions. For calculation, you will have to divide the ad campaign cost to the number of impressions generated.</li>
	<li>In relation to $ Cost per mille, advertisers can also use the <span style="color: #339966;"><strong>$ Cost per point (CPP)</strong></span>, that equals the advertising cost divided to the number of rating points achieved.</li>
</ol>
To sum up, we have the following <strong>ad metrics:</strong>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/media-metrics-3.jpg"><img class="aligncenter size-large wp-image-1772" title="media metrics 3" src="http://www.smartkpis.com/blog/wp-content/uploads/media-metrics-3-1024x433.jpg" alt="" width="819" height="346" /></a></p>
For further Key Performance Indicator examples used in advertising practice, you can visit the <a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/advertising/" target="_blank"><strong>smartKPIs.com KPIs in Advertising </strong></a>page.<strong> </strong>

A particular set of ad metrics refer to social media performance management, an area with an outstanding dynamic. Stay tuned on <a href="http://www.smartkpis.com/blog/" target="_blank">smartKPIs.com blog</a> for a <strong>future post on social media metrics.</strong>

<strong>References:</strong>

Faris et al. (2006), <em>Marketing Metrics: 50+ Metrics Every Executive Should Master</em>, Wharton School Publishing, Upper Sadle River New Jersey.

„U.S. Ad Spending Fell 2.6% in 2008, Nielsen Reports”, available at: http://en-us.nielsen.com/main/news/news_releases/2009/march/u_s__ad_spending_fell (accessed 20 February 2010).

<strong>Further recommendations:</strong>

<a href="http://store.warc.com/DisplaySection.aspx?Section=8&amp;ProductID=3350" target="_blank"><em>Measuring Advertising Performance 2010 Conference</em></a> in London, UK.

<a href="http://advertising.microsoft.com/europe/campaign-performance" target="_blank"><em>Atlas Advertiser Suite</em></a> of advertising measurement technologies from Microsoft.]]></content:encoded>
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<title>Measuring Supply Chain Management Performance</title>
<link>http://www.smartkpis.com/blog/measuring-supply-chain-management-performance/</link>
<pubDate>Mon, 22 Feb 2010 21:36:24 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Supply Chain Management]]></category>

		<category domain="tag" nicename="supply-chain-management"><![CDATA[Supply Chain Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1807</guid>
<description></description>
<content:encoded><![CDATA[<strong>Supply Chain Management (SCM) </strong>is the systemic, strategic coordination of the traditional business functions and the tactics across these business functions within a particular company and across businesses within the supply chain, for the purposes of improving the long-term performance of the individual companies and the supply chain as a whole (Mentzer et al, 2001).
<p style="text-align: left;">There are more aspects to consider when having a business line in Supply Chain Management, such as distribution strategy and network configuration, logistical and warehousing activities, inventory management and reverse logistics.<a href="http://www.smartkpis.com/blog/wp-content/uploads/Logistics.jpg"><img class="aligncenter size-full wp-image-1814" title="Supply Chain Management" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Logistics.jpg" width="480" height="360" /></a></p>
<!--more-->When considering specific Supply Chain Management activities and specific performance measures, these can be grouped in different subcategories. <a href="http://www.smartkpis.com/" target="_blank"> <strong></strong><strong>www.smartKPIs.com </strong></a>suggests the following subcategories and specific performance indicators for Supply Chain Management:

<strong>Logistics / Distribution:</strong>
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/total-warehouse-storage-space-2734.html" target="_blank"># Total warehouse storage space</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/loading-time-per-vehicle-2799.html" target="_blank"># Loading time per vehicle</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/reverse-logistics-cost-to-delivered-sales-value-2876.html" target="_blank">% Reverse logistics cost to delivered sales value</a></li>
</ul>
<strong>Inventory Management:</strong>
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/inventory-carrying-rate-2737.html" target="_blank">% Inventory carrying rate</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/surplus-inventory-to-total-inventory-value-2808.html" target="_blank">% Surplus inventory to total inventory value </a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/obsolete-stock-value-2815.html" target="_blank">% Obsolete stock value
</a></li>
</ul>
<strong>Procurement / Purchasing:</strong>
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/perfect-purchase-order-rate-2960.html" target="_blank">% Perfect purchase order rate</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/purchase-spend-2742.html " target="_blank">% Purchase spend</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/purchase-orders-2748.html" target="_blank"># Purchase orders</a></li>
</ul>
<strong>Contract Management:</strong>
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/contract-expired-value-2918.html" target="_blank">$ Contract expired value</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/contract-renewals-value-uplift-2922.html" target="_blank">$ Contract renewals value uplift</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/annualized-contract-value-2929.html" target="_blank">$ Annualized contract value </a></li>
</ul>
<strong>Supply Chain Management:</strong>
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/fill-rate-for-ship-from-stock-2729.html" target="_blank">% Fill rate for ship-from-stock</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/software-used-to-support-supply-chain-2741.html" target="_blank"># Software used to support supply chain</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/supply-chain-related-order-management-cost-2443.html" target="_blank">% Supply chain related order management cost</a></li>
</ul>
To access over 300 Supply Chain, Procurement, Distribution KPI examples visit <a href="http://www.smartkpis.com/">www.smartKPIs.com</a>
<h3>References</h3>
Mentzer, T.J. , (2001), Supply Chain Management,  Sage Publications Inc., London

<a href="http://www.eabgroup.com.au/" target="_blank">eab group</a> (2010), “KPI examples for the Supply Chain Management”, <a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution" target="_blank">http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution</a> (accessed 10 February 2010)]]></content:encoded>
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<title>Measuring company profitability with the Berry ratio</title>
<link>http://www.smartkpis.com/blog/the-berry-ratio/</link>
<pubDate>Wed, 24 Feb 2010 12:46:51 +0000</pubDate>
<dc:creator><![CDATA[Ophenia]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Berry ratio]]></category>

		<category domain="tag" nicename="berry-ratio"><![CDATA[Berry ratio]]></category>

		<category domain="tag"><![CDATA[Finance]]></category>

		<category domain="tag" nicename="finance"><![CDATA[Finance]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Retail]]></category>

		<category domain="tag" nicename="retail"><![CDATA[Retail]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1741</guid>
<description></description>
<content:encoded><![CDATA[Companies use profitability ratios in order to measures their ability to generate returns through effective allocation and use of available resources. KPIs in this area have often as main component profit or return. One of the most popular profitability ratios is the <a title="Berry ratio" href="http://www.smartkpis.com/kpi-key-performance-indicator/berry-ratio-517.html" target="_blank"><strong>Berry ratio</strong></a>.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Charles-Berry.jpg"><img class="alignleft size-full wp-image-1828" style="margin-left: 10px; margin-right: 10px;" title="Charles Berry" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Charles-Berry.jpg" width="137" height="180" /></a>It was developed by Dr. Charles Berry (1930-2007), a specialist in industrial organization and applied microeconomics and professor at the Princeton University, in conjunction with a tax court case involving transfer pricing between a U.S. parent company and a foreign subsidiary. He consulted with dozens of government agencies, corporations and law firms on antitrust and regulatory matters, transfer pricing and corporate taxation before launching the ratio that carries his name.

The Berry ratio measures the<strong> ratio of a company's gross profits to operating expenses</strong> and is <strong>used mostly by tax and transfer pricing analysts</strong>.

It is calculated by dividing <strong>$ Gross margin (</strong>which is basically<strong> the difference between $ Sales and $ Cost of goods sold)</strong> to the <strong>$ Operating expenses</strong>.

A ratio coefficient of 1 or more indicates that the company is earning a profit over and above its variable expenses; a coefficient below 1 indicates that the firm is losing money.

Although the <a title="Berry ratio" href="http://www.smartkpis.com/kpi-key-performance-indicator/berry-ratio-517.html" target="_blank"><strong>Berry ratio</strong></a> is a simple profitability measure, it is probably one of the most misused ratios in analysis of transfer pricing. Due to failure in <strong>understanding its limitations</strong>, errors in interpreting it may appear. The Berry ratio cannot be applied to distributors that also perform manufacturing functions as it cannot capture the additional return earned by the manufacturing function.

<!--more-->Empirical studies have shown that distributors with low operating expense intensity (less than 10%-15% relative to sales ratios) show very high values of the Berry ratio when compared with distributors with higher operating expenses. Thus, an <strong>extra caution</strong> should be taken <strong>when comparing</strong> two distributors with a large gap between their operating expense intensities.

Using the <a title="Berry ratio" href="http://www.smartkpis.com/kpi-key-performance-indicator/berry-ratio-517.html" target="_blank"><strong>Berry ratio</strong></a> together with other profit level indicators will provide a higher level of validity of the information.

<strong>Additional resources</strong>

<a title="smartKPIs.com" href="http://www.smartkpis.com/" target="_blank">smartKPIs.com</a> library of KPIs: <a title="Finance" href="http://www.smartkpis.com/kpi/functional-areas/finance/profitability/" target="_blank">Finance</a> &gt; <a title="Profitability" href="http://www.smartkpis.com/kpi/functional-areas/finance/profitability/" target="_blank">Profitability</a> &gt; <a title="Berry ratio" href="http://www.smartkpis.com/kpi-key-performance-indicator/berry-ratio-517.html" target="_blank"># Berry ratio</a>

Przysuski, M.,Lalapet, S. (2005), “A comprehensive look at the Berry Ratio in transfer pricing”, Tax analyst, Volume 40, Number 8, Reprinted from Tax Notes Int’l, November 21, 2005, p. 759, available at: <a href="http://www.bridging.uwaterloo.ca/mtax/documents/PrzysuskiM_BerryRatioPaper.pdf">http://www.bridging.uwaterloo.ca/mtax/documents/PrzysuskiM_BerryRatioPaper.pdf</a> (accessed 24 February 2010)

Stevens, R. (2007), “Charles Berry, economist and ‘dedicated University citizen,’ dies”, Princeton Weekly Bulletin   September 16, 2007, Vol. 97, No. 1, available at: <a href="http://www.princeton.edu/pr/pwb/07/0916/berry/">http://www.princeton.edu/pr/pwb/07/0916/berry/</a> (accessed 24 February 2010)]]></content:encoded>
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<title>Applying Goal Setting Theory in practice: An action research exercise</title>
<link>http://www.smartkpis.com/blog/applying-goal-setting-theory-in-practice-an-action-research-exercise/</link>
<pubDate>Thu, 25 Feb 2010 09:34:17 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Goal Setting Theory]]></category>

		<category domain="tag" nicename="goal-setting-theory"><![CDATA[Goal Setting Theory]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1866</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 8/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
In my previous updates I highlighted the importance of theory in performance management and introduced the goal setting theory as one of the most important informing the discipline. I also outlined the importance of understanding the complexities of setting targets.

At smartKPIs.com, we not only enjoy thinking and talking about performance management, but we also apply performance management concepts in our own work. Today’s update illustrates how goal setting theory was used in practice by the smartKPIs.com team through an action research exercise.

<span style="color: #000000;"><strong>Situation:</strong> </span>At the beginning of November 2009, the database of performance measures on <a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a> had 600 published KPI examples. The growth rate of the database was constant in November and December, however limited and not optimized..

<strong>Challenge: </strong>To make the website content more relevant to the diverse profile of visitors, we needed to accelerate the rate at which new KPI examples were published.

<strong><!--more-->Methodology: </strong>apply the Look, Think and Act routine of Action Research (Stringer, 2007)
<ul>
	<li><strong>Look</strong> – we gathered relevant information and developed a rich picture of the various functional areas and industries part of the smartKPIs.com taxonomy.</li>
	<li><strong>Think</strong> – we analyzed the documentation process and clarified the issues to be addressed</li>
	<li><strong>Act</strong> – we established a plan, implemented it and evaluated results</li>
</ul>
<strong>Theory:</strong> use Goals Setting Theory principles (Locke &amp; Latham, 1990)

<strong>Application of Goal Setting Theory principles:</strong>
<ul>
	<li><strong>Challenging but attainable.</strong> We established an overall target for the entire documentation team: Double the number of published KPIs in one month. From 1000 at the end of December 2009 to 2000 published KPI examples by the end of January 2010.</li>
	<li><strong>Specific rather than vague. </strong>We were aware that such a challenging target might lead to a decrease in the quality of the content. This risk was addressed by clarifying that the target had to be achieved while respecting the high quality standards characterizing the KPI examples documented on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a>. This was reinforced by the establishment of work package with clear quality and quantity specifications.</li>
	<li><strong>Involvement of team members in the process of setting their own targets. </strong>We decided to split this target by working days and established the daily target number of KPIs for the team. This was divided by team member, taking into account the proportion of working hours allocated to this task each day. These targets were discussed and some of the team members adjusted them upwards, based on the level of difficulty of their allocated work package.</li>
	<li><strong>Ensure targets are measurable in terms of being clearly understood by employees: quantity, quality, time and cost.</strong> A spreadsheet was established to clarify daily targets and keep track of the progress. Weekly meetings were used to discuss progress, share learnings and adjust work packages.</li>
</ul>
<strong>Results: </strong>
<ul>
	<li><strong> </strong>January 2010 – The target was met on the last day of the month: 1000 KPI examples were published in a 4 weeks period, as planned.</li>
	<li>February 2010 – The target was met one week before the deadline, confirming that the previous month result was due to an improved process, easily replicated from one period to another.</li>
</ul>
<strong>Outcomes: </strong>Performance management is more than just ensuring outputs are delivered as planned. It is also about using such outputs to deliver outcomes that generate added value. Here is how the output of 2000 KPIs published as planned during the last two months is generating value for smartKPIs.com:
<ol>
	<li>The traffic to <a href="../../" target="_blank">http://www.smartKPIs.com</a> increased considerably. In February 2010, smartKPIs.com established a<strong> new site record in terms of daily visitors</strong>.</li>
	<li>The traffic to the website remained constant even after stopping the advertising campaign we rolled out last year. After a brief decrease, the volume of visitors started to gain momentum. While other factors contributed to this, certainly the quality content published over the last two months, had its share in attracting new visitors. Thus the financial value generated by the added content can be estimated as the <strong>equivalent of a large share of our advertising budget for two months</strong>.</li>
	<li>The continuous improvement of the quality and quantity of the content consolidated the recognition smartKPIs.com has started to have the international performance management community as a <strong>global platform for performance management knowledge integration.</strong></li>
	<li>Internally, the learning experience team members shared during this exercise contributed to the generation of <strong>new ideas and innovation, such as the launch of the Performance Management IQ test</strong>.</li>
	<li>The experience itself and the achievement of targets confirmed the talent, dedication and work ethic of the smartKPIs.com team. It gave a sense of pride and satisfaction of getting the job done. Having the opportunity to plan, deliver and excel is in itself a powerful motivator and enabler of self efficacy. It is a story worth telling others:<em> “…In December 2009, while working with the smartKPIs.com team on growing the website, we were faced with this challenge…We were a great team...And we did exceptional things...”</em></li>
</ol>
After all, as Albert Einstein said: <strong>“The value of achievement lies in the achieving.”</strong>

<strong>Notes:</strong>
<ul>
	<li>No bonuses were paid for achieving the targets set as part of this exercise.</li>
	<li>No paper was printed as part of the measure documentation process.</li>
</ul>
Stay smart! Enjoy smartKPIs.com!

Aurel Brudan
<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>
<h4>References</h4>
Locke, E. A., &amp; Latham, G. P. (1990). A theory of goal setting and task performance. Englewood Cliffs, NJ: Prentice Hall.

Stringer, E. T. (2007) “<em>Action Research, 3rd Edition</em>“, Thousand Oaks, CA, Sage Publications.]]></content:encoded>
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<wp:post_date>2010-02-25 20:34:17</wp:post_date>
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<title>Sport Management and the Winter Olympic Games: Vancouver 2010</title>
<link>http://www.smartkpis.com/blog/sport-management-and-the-winter-olympic-games-vancouver-2010/</link>
<pubDate>Thu, 25 Feb 2010 22:40:00 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Olympic Games]]></category>

		<category domain="tag" nicename="olympic-games"><![CDATA[Olympic Games]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1750</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/caaasa.jpg"><img class="alignright size-full wp-image-1752" title="caaasa" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/caaasa.jpg" width="233" height="339" /></a>What can we associate Olympic Games with, and what is the importance and place of the Olympic Games among other sport competitions?

If asked these questions to the large public some would say that Olympic Games is the oldest and most important sport competition taking place every four year. Others would say that is a celebration of sport, joy and peace between nations. While some would acknowledge the huge economical benefits and recognition, such a competition can bring for the organizing nation of the Games.

Without no doubt all of these remarks are right. But what can we add more is that Olympic Games above all  is a celebration of olympism and performance.

Starting from this last remark let’s have a look at the most important drivers of a successful Olympic Games edition and how can be performance in regards with such an event be best pictured?

Just a few days ago a new edition of the Winter Olympic Games, has witnessed its 21st opening with a grandiose ceremony in Vancouver, Canada. It was for the first time in the history of Olympic Games when an opening ceremony was held in an enclosed stadium. And it was for the first time in the history of Winter Olympic Games when more than 60.000 thousand spectators were present in the stadium premises for the opening ceremony and other 3 billion watched it from behind the TV screens.

<!--more-->If looking only at these figures and we couple them with athletes performance during olympic competitions we could say that the Winter Olympic Games, Vancouver 2010 should be considered a big success. But is that right?

Beyond the unprecedentedly media coverage of the event, beyond the athletes’ performance there are a lot of other factors that play an important role in the success of an Olympic Game edition. All of them are enabled by Sport Management as a business discipline. When applied well, it secures the success of a competition from both a sportive and administrative point of view. Listed below are some performance measures and their related figures which portrait Vancouver Winter Olympic Games 2010 edition from a performance management perspective:

• <strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/viewers-per-televised-match-1769.html" target="_blank"># Viewers per televised sport event</a></strong>: 34,5 million Americans viewed the opening ceremony in prime time, 2 out of 3 Canadians watched the event and overall it was projected that more than 3 billion people witnessed the opening event from behind the TV screens around the world.

• <strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/event-tickets-available-2640.html" target="_blank"># Event tickets available</a></strong>: 1, 6 million tickets

• <a href="http://www.smartkpis.com/kpi-key-performance-indicator/volunteers-supporting-the-sport-448.html" target="_blank"># <strong>Volunteers supporting the sport</strong></a>: 25,000 volunteers are supporting the Vancouver 2010 Olympic event (approximated figure)

• <strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/athletes-and-officials-attending-competition-2686.html" target="_blank"># Athletes and officials attending competition</a></strong>: More than 5,500 Olympic athletes and officials (approximated figure)

• <strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/countries-participating-in-the-sport-event-2625.html" target="_blank"># Countries participating in the sport event</a></strong>:  82 countries have qualified athletes and are attending the event.

• <strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/accredited-media-representatives-2635.html" target="_blank"># Accredited media representatives</a></strong>:  10,000 media representatives have been accredited for different events during the Olympic Games (approximated figure)

• <strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/medal-events-during-the-competition-3540.html" target="_blank"># Medal events during the competition</a></strong>: 86 medal awarding events held during the 16th days of competition.

• <strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/sport-event-operating-costs-1975.html" target="_blank">$ Sport event operating cost</a></strong>: $ 1, 76 billion estimated costs

• <strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/sport-event-security-cost-3546.html" target="_blank">$ Sport event security costs</a></strong>:  $ 900 million estimated costs

• <strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/distance-traveled-by-olympic-torch-2670.html" target="_blank">$ Athletes accomodation facilities development cost</a></strong>:  $ 167 million estimated cost of the Vancouver Olympic Village

• <strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/venues-renovation-cost-2528.html" target="_blank">$ Venues renovation costs</a></strong>:  $ 365 million estimated renovation cost of the Olympic venue

• <strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/distance-traveled-by-olympic-torch-2670.html" target="_blank"># Distance travelled by the Olympic torch</a></strong>:  45,000 kilometers across Canada

• <strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/olympic-torch-bearers-2630.html" target="_blank"># Olympic torch bearers</a></strong>: 12,000 Canadians were given the occasion to bear the Olympic torch

• <strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/olympic-torch-relay-duration-2676.html" target="_blank"># Olympic torch  relay duration</a></strong>:  106 days.

As we can acknowledge from the figures listed above the organization of an Olympic Games edition implies a great effort and resource allocation. However its success can be determined with precision only at its end, and what we have presented above is just a fraction of the performance indicators that can portrait a sport event. For more performance measures from sport management industry visit the<a href="http://www.smartkpis.com/kpi/industries/sport-management/" target="_blank"> smartkpis.com database</a>.

<strong>Additional resources:</strong>
<ul>
	<li>Times Colonist: <a href="http://www.timescolonist.com/sports/2010wintergames/index.html" target="_blank">http://www.timescolonist.com/sports/2010wintergames/index.html</a></li>
	<li>Winter Olympic Games official website: <a href="http://www.vancouver2010.com/" target="_blank">http://www.vancouver2010.com/</a></li>
	<li>Olympic movement official website: <a href="http://www.olympic.org/" target="_blank">http://www.olympic.org/</a></li>
</ul>
<strong>References:</strong>
<ul>
	<li>eab group (2010) "KPIs examples for the Sport Management industry" <a href="http://www.smartkpis.com/kpi/industries/sport-management/" target="_blank">http://www.smartkpis.com/kpi/industries/sport-management/</a></li>
	<li>Vancouver 2010 Medical Services presentation, May 2008: <a href="http://2008.emscc.gov.bc.ca/downloads/taunton.pdf" target="_blank">http://2008.emscc.gov.bc.ca/downloads/taunton.pdf</a></li>
</ul>]]></content:encoded>
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<title>The 100 Top Hospitals Performance Matrix</title>
<link>http://www.smartkpis.com/blog/the-100-top-hospitals-performance-matrix/</link>
<pubDate>Mon, 01 Mar 2010 00:56:17 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Thomson Reuters]]></category>

		<category domain="tag" nicename="thomson-reuters"><![CDATA[Thomson Reuters]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1922</guid>
<description></description>
<content:encoded><![CDATA[<strong>Hospital Management</strong> is an important part of healthcare administration, that represents the sum of all administration and management activities of hospitals, hospital networks or medical centers. As a discipline, it has developed empirically, due to hospitals being established as private charitable community resources, for religious missions, by physicians to have a place to practice, or as governmental driven entities. Hospitals have traditionally been operated and managed through a variety of means, each of them developing a different management philosophy and style.

Throughout the years, different tools have been developed not only for supporting the management of hospitals, but also for assessing their performance. An example used in the United States for assessing and ranking the hospitals is the <strong><a href="http://www.100tophospitals.com/assets/100%20Top%20Hospitals%20National%202011%20Abstract.pdf" target="_blank">100 Top Hospitals Performance Matrix</a>, </strong>by Thomson Reuters.<a href="http://www.smartkpis.com/blog/wp-content/uploads/matrix_Page_07.gif"><img class="aligncenter size-full wp-image-1924" title="100 Top Hospitals Performance Matrix" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/matrix_Page_07.gif" width="600" height="388" /></a>

<!--more-->This tool provides an executive-level scorecard that aims to measure the<strong> leadership effectiveness, the success of organizational improvement strategies, and impact of executive decisions.</strong> The analysis of the hospitals is based on short-term achievement and long-term rate of improvement compared to peers across the nation.

The ranking is based on long term of improvement,  current performance and specific metrics, such as:
<ul>
	<li><strong>Patient safety</strong></li>
	<li><strong>Average length of stay</strong></li>
	<li><strong> Mortality</strong></li>
	<li><strong>Complications</strong></li>
</ul>
This is an example of how performance indicators are used in practice. For more examples of healthcare and hospital management performance reprots, visit the<strong> </strong><strong><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/healthcare/" target="_blank">Healthcare Industry</a> section of the</strong><strong> </strong><a href="http://www.smartkpis.com" target="_blank">smartkpis.com</a><strong> </strong><strong><a href="http://www.smartkpis.com/kpi_examples_in_practice/dashboard/" target="_blank">KPIs in practice catalogue.</a></strong>

For specific performance indicators from Healthcare industry, visit the <a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">smartkpis.com Healthcare library of KPIs.</a>

<strong>References:</strong>
<ul>
	<li>eab group (2010) “KPIs examples for the Healthcare industry” <a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">http://www.smartkpis.com/kpi/industries/healthcare/ </a>(accessed 28 February 2010)</li>
</ul>
<ul>
	<li>eab group (2010) “KPIs in practice examples for the Healthcare industry” <a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/healthcare/" target="_blank">http://www.smartkpis.com/kpi_examples_in_practice/industries/healthcare/ </a>(accessed 28 February 2010)</li>
</ul>
<ul>
	<li>Image credits, Thomson Reuters 2010 Top Hospitals, 2008: http://www.100tophospitals.com/about100top/matrix.aspx (accessed 20 February 2010)</li>
</ul>]]></content:encoded>
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<title>Several considerations on performance measurement and metrics in current marketing reality</title>
<link>http://www.smartkpis.com/blog/several-considerations-on-performance-measurement-and-metrics-in-current-marketing-reality/</link>
<pubDate>Tue, 02 Mar 2010 01:07:40 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Association of National Advertisers]]></category>

		<category domain="tag" nicename="association-of-national-advertisers"><![CDATA[Association of National Advertisers]]></category>

		<category domain="tag"><![CDATA[Australian Marketing Institute]]></category>

		<category domain="tag" nicename="australian-marketing-institute"><![CDATA[Australian Marketing Institute]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1897</guid>
<description></description>
<content:encoded><![CDATA[Although argued that marketing, as functional area, generates rather intangible outcomes, thus assessment being quite problematic, <a href="http://www.smartkpis.com/blog/tag/marketing-kpis/" target="_blank">our series of blog posts on marketing </a>put under attention metrics that capture performance in various marketing dimensions.

<a href="http://www.smartkpis.com/" target="_blank">smartKPIs.com</a> contains a comprehensive online repository of more than 100 <a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/marketing/" target="_blank">KPIs in marketing functional area</a>, measures that focus on the market (share, concentration etc.), on customer (loyalty, profitability etc.), on marketing activity and processes (relationship marketing initiatives) and many other aspects.

In today’s blog post, we intend to present some considerations on the most recent research and developments in applying performance appraisal in marketing practice.

<!--more-->In their 2009 joint-venture study on marketing performance,  <a href="http://www.cmgpartners.com/" target="_blank">CMG Partners</a> and <a href="http://www.cmbinfo.com/" target="_blank">Chandwick Martin Bailey</a> suggest that Marketing Performance Management is <strong>"the practice of measuring, learning from and improving upon marketing strategies and tactics over time"</strong>.  Based on their research conducted on more than 400 people involved in marketing activities, they suggest several best practices to be used when employing marketing appraisal:
<ul>
	<li>Engage senior level buy in</li>
	<li>Ensure the strategic alignment with all corporate goals and objectives</li>
	<li>Develop and employ strong processes to ensure that the cycle measure-learn-improve is complete</li>
	<li>Leverage marketing performance organization-wide for improved cross-functional decision-making</li>
</ul>
Indeed, in today’s business paradigm, we believe that there is no such thing as “one discipline” or ”one department” any more. Everything within the organization is interconnected and the word of order is <strong>multidisciplinarity.</strong> The marketer’s role is gaining increased influence within organizations, which requests further reflections on accountability and assessment.

A study conducted by <a href="http://www.prophet.com/" target="_blank">The Prophet</a> in collaboration with the <a href="http://www.ana.net/" target="_blank">Association of National Advertisers </a>(2009) analyzes what they call<strong> "the shift in marketing study".</strong> After surveying about 150 marketers at different levels of the hierarchy and from various types of organizations, they conclude that a change is on its way, positioning the marketer on the visionary edge of the organization, driving and not just supporting business growth.

The marketer’s role shifts from the tactician that creates and deploys marketing strategies, sometimes in his own closed “silo” within the organization, to the visionary that manages valuable customer insights and business analytics, thus diving business impact. In this context, marketing itself evolves from a functional area, to a cross-functional, customer-centered collaborative way of working.

Nevertheless, all these mutations lead to a shift in the way appraisal and accountability is made: focus from incremental improvements is shifted to “pervasive innovation” (innovation that comes from anywhere and has impact everywhere) and the traditional marketing measures are replaced with sophisticated measurement tools.

The <a href="http://www.ami.org.au/index.asp" target="_blank">Australian Marketing Institute</a> has argued even since 2004 the need to go beyond the marketing department and create widespread validity and value of marketing metrics within organizations. Secondly, they argued that standardization of metrics is a must in order to create a common framework and understanding of the marketer’s role and the marketing’s department realizations. It is admitted the fact that a one-fit-all approach is not possible, nor desired, but a general framework must be followed. They suggest a two-directions framework, with focus towards the customer (measuring processes and outcomes), on one hand and towards the shareholders (measuring current and future cash-flows), on the other hand.

Considering these recent developments, our <strong>recommendations</strong> for those involved in marketing performance appraisals would be the following:
<ul>
	<li><strong>Use traditional marketing metrics, but capture data also on more sophisticated and refined marketing implications</strong></li>
</ul>
Do not give up on the constant monitoring of the market share or the average number of customer purchases per week and do not lack to track the efficiency of a well-defined advertising campaign in terms of reach or costs. However, do monitor for instance the marketer’s role and impact as a strategist and visionary within the organization. You can follow the number of executive meetings he participates in or the cross-functional initiatives he engages in.
<ul>
	<li><strong>Measure results externally, but do not miss internal impact of marketing</strong></li>
</ul>
An increased internal role of marketing is requested, as employer branding generates valuable competitive advantage both on labor force markets and consumers markets (consumers tending to analyze the companies they buy products from in the shed of responsible and carrying employers). Thus, marketing should enforce and even direct HR department initiatives and make sure that employees embrace the value proposition and that the company caters for them.
<ul>
	<li><strong>Try to use wide-known, standardized metrics</strong></li>
</ul>
For a fair and accurate appraisal and to make possible the use of benchmarking, use preponderantly metrics employed by other companies, too. It is important to have a framework that allows comparison to other similar organizations, as if you do poor at something that the others on the market do well and you don’t know why things are wrong, it might because you are not measuring the right things.
<ul>
	<li><strong>Document and learn from others and stay up to date to the developments in the field of marketing performance measurement</strong></li>
</ul>
Marketing practice and also performance measurement in this area are of significant dynamic, keeping up to date with developments being essential for success. The Internet provides valuable resources in this respect and membership to a professional association in marketing could be of use. For those with little time and the desire to do much in a condensed time, participating at events and conferences on this topic might be a solution more at hand.

<strong>References:</strong>

CMG Partners, Chadwick Martin Bailey (2009), "The Marketing Performance Advantage. Improving Effectiveness and Accountability", available for download at: http://www.marketingperformanceadvantage.com/.

The Prophet, Association of National Advertisers (2009), "The State of Marketing Study", available at: http://www.ami.org.au/librarymanager/libs/31/2009_State_of_Marketing_Study.pdf (accessed 28 February 2009).

Styles, C., Withford, M. (2004), "What value marketing? A position paper on marketing metrics in Australia", Australian Marketing Institute.]]></content:encoded>
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<title>Employee Engagement Index</title>
<link>http://www.smartkpis.com/blog/employee-engagement-index/</link>
<pubDate>Wed, 03 Mar 2010 01:11:19 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Employee Engagement Index]]></category>

		<category domain="tag" nicename="employee-engagement-index"><![CDATA[Employee Engagement Index]]></category>

		<category domain="tag"><![CDATA[Gallup]]></category>

		<category domain="tag" nicename="gallup"><![CDATA[Gallup]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1935</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled.jpg"><img class="alignright size-full wp-image-1937" title="Untitled" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled.jpg" width="312" height="301" /></a>In the last decade <strong>Employee Engagement</strong> has become a hot topic both in academic literature and in practice. The debate goes mostly around the implications that employee engagement can have on the success and bottom line of a company (Sacks, 2006).

It is widely known that organizations have traditionally relied on financial measures to determine their organizational value, success and financial performance through measures such as profitability, revenue or return on investment. It is also known that many soft measures or human oriented measures of traits, attitudes and behavior became in the last two decades more and more important determinants of employees and organizational performance (Peterson et al, 2001).

Many studies have shown the relationship that forms between employee cognitive attitudes, personality traits and job performance. However it was not clear until recently what is precisely the connection between all these components and how they can drive and determine organizational performance outcomes.

After 25 years of interviewing and surveying employees and managers the Gallup Organization has coined <strong>Employee Engagement Index</strong> as a driving force of the organization success and performance. (Little et al, 2006). The studies show that <strong>Employee Engagement Index</strong> has a significant implications for customer satisfaction, sustainable growth, real profit increase, stock increase, productivity and employee retention among the most important influenced factors (Gallup Consulting, 2008).

<strong><!--more-->What is Employee Engagement?</strong>

Many academics and consultants tried to come with a definition of how employee engagement can be actually defined. Debates and research are still underway, but a common framework seems to emerge from the research work.

Many practitioners consider employee engagement a measure that reflects the extent to which employees contribute through their effort and enthusiasm to the success and performance of their organization.

In the same line of thought Crim et al (2006) consider that an engaged employee is a person inspired, fascinated, fully involved, and committed for its work and willing to see the organization succeeding in its mission. Accordingly, Sacks (2006) associates employee engagement with a sustainable workload, feelings of choice and control, recognition, fairness and justice, a supportive work community and meaningful and valued work.

<strong>How is Employee Engagement Index measured?</strong>

<strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/employee-engagement-index-1836.html" target="_blank">Employee Engaged Index</a></strong> is based on a survey questionnaire that assess the employees effort and enthusiasm at work and can vary from organization to organization. According with the researchers and consultants from<strong> Burke</strong>, a leading international research and consulting firm, there are 6 important engagement components that determine a substantive <strong>Employee Engagement Index</strong>:
<p style="padding-left: 60px;">•<strong> Company</strong>: satisfaction with the working environment and likeliness to withstand other job offers on the market</p>
<p style="padding-left: 60px;">• <strong>Manager</strong>: satisfaction with the mangers</p>
<p style="padding-left: 60px;">• <strong>Work group</strong>: satisfaction with the current working group: colleagues and managers</p>
<p style="padding-left: 60px;">• <strong>The job</strong>: satisfaction with the job</p>
<p style="padding-left: 60px;">• <strong>Career/ Profession</strong> : satisfaction with the choice of career and career perspectives</p>
<p style="padding-left: 60px;">• <strong>Customer</strong>: Satisfaction with the working relationship had with customers/clients</p>
<strong>Employee Engagement Index: Analysis and outcomes</strong>

According with the research studies underpinned by the <a href="http://www.gallup.com/consulting/52/employee-engagement.aspx" target="_blank"><strong>Gallup Organization</strong></a> it appears that engaged employees are more productive, more customer focused and more likely to withstand temptations to leave the organization.

The same studies frame employees in three categories:
<p style="padding-left: 60px;">• <strong>engaged </strong>– work with passion and are profoundly connected to the organization values</p>
<p style="padding-left: 60px;">• <strong>not engaged</strong> - put time but not passion in their work and they are not connected to the organizational values</p>
<p style="padding-left: 60px;">• <strong>actively disengaged</strong> – employee busy to act out their unhappiness and undermine what their engaged colleagues try to accomplish ( Crim et al, 2006)</p>
Based on these categories Gallup built the<strong> Engagement ratio</strong> which according with them is a macro level indicator that allows organizations to track the ratio of engaged to actively disengaged employees.

The results show that:
<p style="padding-left: 60px;">• In average the ratio of engaged to actively disengaged employees is<strong> 1,5 to 1</strong></p>
<p style="padding-left: 60px;">• In world class organization (successful organizations) the ratio of engaged to actively disengaged employees is<strong> 8 to 1</strong></p>
This difference between the engagement ratio for average and world class organizations is translated in the way a suite of  performance indicators are affected by employee engagement and how in the end they affect consequently the bottom line of the organization. (see graph below, Gallup – Employee Engagement)

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Gallup-graph.jpg"><img class="aligncenter size-full wp-image-1939" title="Gallup graph" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Gallup-graph.jpg" width="850" height="320" /></a>

As we have seen above employee engagement has a direct influence on a series of other performance measures which in the end consequently determine and drive the performance outcome of an organization. In this context, as the Gallup researchers acknowledge, for successful organizations the <strong>Employee Engagement Index</strong> transcends from a human resource initiative, “into a strategic approach supported by tactics for driving improvement and organizational change”

For more resources and information on human resource management please visit our performance measures and KPIs database on <a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">smartkpis.com</a>.

<strong>References</strong>:
<ul>
	<li>Sacks, M. Allen (2006): <em>Antecedents and consequence of employee engagement</em>, Journal of Managerial Psychology, Vol 21, No 7, pp 606-619</li>
</ul>
<ul>
	<li>Peterson, J. Suzanne and Luthans, Fred (2002):<em> Implications for managerial effectiveness and development</em>, Journal of Management Development, Vol 21, No 5, pp 376-387</li>
</ul>
<ul>
	<li>Crim, Dan and Seijts, H. Gerrard (2006): <em>What engages employees the most or, The ten C’s of employee engagement</em>, Ivey Business Journal, March/April</li>
</ul>
<ul>
	<li>Little, Beverly and Little, Philip (2006): <em>Employee engagement: Conceptual issues</em>, Journal of Organizational Culture, Communication and Conflict, Vol 10, No 1, pp 111-120</li>
</ul>
<ul>
	<li>Burke Consulting, <em>Employee Engagement and Retention Management</em>, available at <a href="http://www.burke.com/services/" target="_blank">www.burke.com </a>(accessed 7 March 2010)</li>
</ul>
<ul>
	<li>Gallup Consulting (2008),<em> Employee Engagement: What's your engagement ratio?</em>, available at <a href="http://www.gallup.com/consulting/52/employee-engagement.aspx" target="_blank">www.gallup.com</a> (accessed 7 March 2010)</li>
</ul>]]></content:encoded>
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<title>Performance in Social Media marketing: Tweet, but don&#039;t forget to measure!</title>
<link>http://www.smartkpis.com/blog/performance-in-social-media-marketing-tweet-but-don%e2%80%99t-forget-to-measure/</link>
<pubDate>Thu, 04 Mar 2010 01:18:25 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1954</guid>
<description></description>
<content:encoded><![CDATA[A recent <a href="http://www.mzinga.com/communities/resources.asp?pagen=1" target="_blank">Mzinga and Babson Executive Education survey</a> on the topic of social software in business, comprising over 900 executives, managers and individual contributors identified what they call <strong>Social Media Customer Leaders </strong>(SMC Leaders). According to them, SMC Leaders are companies where employees <em>"strongly agree"</em> with the following statement within the survey: <em>"our organization has embraced social media (like Twitter, blogs and Facebook) to improve its responsiveness to customer needs"</em>. In these companies, it’s common for the employees to „tweet” a great deal in order to better know and understand their customers and better satisfy their needs. Further on, the researchers outline the fact that these companies have proved to attain better results in terms of sales or efficiency in meeting customer needs, unlike their “non-tweeting” peers – which they call SMC Laggards.

Without any doubt, social media is one of the hottest topics in marketing practice and businesses, both large and small, use it to leverage their marketing efforts. Benefits are obvious and they rely mainly on the <strong>“viral”</strong> characteristic that social media platforms enhance.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/social-media-roi1.jpg"><img class="aligncenter size-full wp-image-1959" title="social media roi" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/social-media-roi1.jpg" width="500" height="275" /></a><!--more-->

But what many of the companies engaged in social media marketing lack to do is measure and track the results of their efforts. According to the same study mentioned above, only 16 % of the companies in the survey said they currently measured the ROI of their social media programs.

Performance appraisal in the context of social media marketing should, in our opinion, envisage <strong>three levels of metrics covered:</strong>
<ul>
	<li><strong> </strong><strong>On-site behavior/action metrics</strong>, that would track the efficiency of social media programs in terms of immediate actions performed online. There are an enormous amount of metrics that could be used in this context; we mention some of them below:</li>
</ul>
<p style="padding-left: 120px;"># Total contributors and % Active contributors
# Comments, # Bookmarks, # Downloads, # Uploads
# Email subscriptions, # Followers
# Average time spent on key page, # Time spent on site</p>

<ul>
	<li><strong> </strong><strong>Off-site action metrics</strong> that would monitor the impact the social media program has on customer behavior in the market. These would track customer aspects such as # New customers, # Frequency of purchase, $ Average purchase value, all of these attributable to the social media program.</li>
	<li>Finally, it all ends up with the assessment of the returns from the social media investment. It’s not enough to measure the benefits, if not compared to the costs. The <strong>social media ROI</strong> can be calculated like in the case of any kind of investment, as the result of the value generated by the investment minus cost of investment, divided by the cost of the investment.</li>
</ul>
To sum up, in a social media program appraisal, you should measure not only the immediate impact of social media marketing, but also the financial impact that comes afterward. You’ll have to analyze the whole picture from clicks, subscriptions, comments, testimonials and so on, up to the frequency and volume of purchases and finally, the added-value and the return from the social media investment. The measurement process should have a framework that would consist not only in the metrics chosen, but also in the baseline chosen to reflect the improvement attributable to the social media program or the time horizon considered to reflect the social media impact.

<strong>Further recommendations:</strong>

For further documentation, we suggest a presentation by Olivier Blanchard on the basics of social media ROI, available at:

<a href="http://www.mzinga.com/communities/resources.asp?pagen=1" target="_blank">http://www.slideshare.net/thebrandbuilder/olivier-blanchard-basics-of-social-media-roi</a>

<strong>References:</strong>

Wilson, H., G. (2010) “Social Media Customer Leaders: Some Early Performance Data”, available at: http://blogs.hbr.org/research/2010/02/social-media-customer-leaders.html (accessed 6 March 2010).

Lake, C. (2009) “35 social media KPIs to help measure engagement”, available at: http://econsultancy.com/blog/4887-35-social-media-kpis-to-help-measure-engagement (accessed 6 March 2010).]]></content:encoded>
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<title>The Cinderella tool of Performance Management and Business Intelligence</title>
<link>http://www.smartkpis.com/blog/the-cinderella-tool-of-performance-management-and-business-intelligence/</link>
<pubDate>Fri, 05 Mar 2010 07:58:11 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag"><![CDATA[Whiteboard]]></category>

		<category domain="tag" nicename="whiteboard"><![CDATA[Whiteboard]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2001</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 9/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
One of the skills we have as humans is the ability to find, create and select the appropriate tools to assist us in our activity. One way of grouping tools is by their form: physical or conceptual.

Performance Management as a human activity concerned with the achievement of desired outcomes makes no exception. It uses both types of tools. Physical tools can be considered the plans, reports and software system used as a business intelligence tool. Conceptual tools are performance measures, grouping of measures in scorecards and dashboard and the structure of performance management systems. More often than not, these tools are used in combination, as they complement each other: you need reports to make performance measures relevant same as you need performance measures and scorecards to populate a business intelligence system otherwise empty of content.

Some of the more talked about tools in Performance Management are the business intelligence software tools. At a conceptual level, the most popular so far proved to be the Balanced Scorecard.

<!--more-->But there is a tool that doesn’t get the level of attention it deserves compared to its benefits and utility.

It doesn’t benefit from big advertising budgets of the software giants of the world. It doesn’t get much media coverage, the attention of research analysts or user conferences. It is not a recipient of worldwide executive management exposure through the publications of Harvard Business Publishing. It doesn’t support an industry of consultants. There are no training courses available for users and no user certification is available.

However, it is simple. It is cheap. It is easy to use. It has an impact. It works.

So who is this "Cinderella tool" of Performance Management and Business Intelligence?

Many years ago I worked as a recruiter for a small consulting company. One of the rituals we had each day was updating our scores on the whiteboard: number of active requisitions, preselected candidates, submitted candidates and placed candidates. A few months ago, while visiting an office I came across a similar table on a whiteboard: number of phone calls, number of meetings and number of sales completed. A few weeks ago, while taking to a friend, the whiteboard emerged again as a useful tool for keeping track of important performance measures.

What makes it so special?
<ul>
	<li>It is beautiful in its simplicity and effectiveness. It achieves its purpose. It facilitates communication of performance data and it makes the information actionable.</li>
	<li>It only has enough space for the most important data, so it filters through complexity.</li>
	<li>It is noticeable by the entire team. Being in sight all day and available instantly, without the need to turn on a computer or logging in, it delivers its message more directly and frequently than any other tool.</li>
	<li>It motivates. You see your targets and results every day, at least when you get to the office and when you leave the office. It makes performance real.</li>
	<li>It provides value for money and utility for effort ratios that are difficult to match. Yet, it is almost ignored in Performance Management and Business Intelligence circles.</li>
</ul>
It doesn’t have the bells and whistles of the latest generation analytical software tools. But it does plenty with less. And considering the number of small businesses, the level of usage and sales at international level, whiteboards might also be some of the most used Performance Management tools.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan
<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>]]></content:encoded>
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<title>The Internet in numbers – using metrics to measure online performance</title>
<link>http://www.smartkpis.com/blog/the-internet-in-numbers-%e2%80%93-using-performance-indicators-to-measure-online-performance/</link>
<pubDate>Mon, 08 Mar 2010 07:38:52 +0000</pubDate>
<dc:creator><![CDATA[Ophenia]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[eCommerce]]></category>

		<category domain="tag" nicename="ecommerce"><![CDATA[eCommerce]]></category>

		<category domain="tag"><![CDATA[Information Technology]]></category>

		<category domain="tag" nicename="information-technology"><![CDATA[Information Technology]]></category>

		<category domain="tag"><![CDATA[Internet]]></category>

		<category domain="tag" nicename="internet"><![CDATA[Internet]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1983</guid>
<description></description>
<content:encoded><![CDATA[Online businesses have an important role in today’s economy, many of them being best practices lasting for decades. eCommerce and online service delivery are considered some of the fastest growing trends on the Internet. As we are facing an <strong>exponential growth of Internet usage</strong>, performance indicators provide essential information about the online market and the performance of online businesses. Used wisely, the indicators can <strong>reveal market trends, spot potential problems or opportunities</strong> and guide<strong> target setting</strong><strong></strong>.

<!--more-->Some of the performance indicators used widely in the Online / eCommerce space are:
<ul>
	<li><a title="# Site reach" href="http://www.smartkpis.com/kpi-key-performance-indicator/site-reach-2602.html" target="_blank"># Site reach</a></li>
	<li><a title="# Visitor loyalty and recency" href="http://www.smartkpis.com/kpi-key-performance-indicator/visitor-loyalty-and-recency-2603.html" target="_blank"># Visitor loyalty and recency</a></li>
	<li><a title="# Unique visitors" href="http://www.smartkpis.com/kpi-key-performance-indicator/unique-visitors-2614.html" target="_blank"># Unique visitors</a></li>
	<li><a title="# Detected network attacks" href="http://www.smartkpis.com/kpi-key-performance-indicator/detected-network-attacks-94.html" target="_blank"># Detected network attacks</a></li>
</ul>
There are many online videos presenting data about the Internet and social media, by using measures and performance indicators. One of the latest is the one below, published in February 2010.

<object width="400" height="300" classid="clsid:d27cdb6e-ae6d-11cf-96b8-444553540000" codebase="http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0"><param name="allowfullscreen" value="true" /><param name="allowscriptaccess" value="always" /><param name="src" value="http://vimeo.com/moogaloop.swf?clip_id=9641036&amp;server=vimeo.com&amp;show_title=1&amp;show_byline=1&amp;show_portrait=1&amp;color=ffffff&amp;fullscreen=1" /><embed width="400" height="300" type="application/x-shockwave-flash" src="http://vimeo.com/moogaloop.swf?clip_id=9641036&amp;server=vimeo.com&amp;show_title=1&amp;show_byline=1&amp;show_portrait=1&amp;color=ffffff&amp;fullscreen=1" allowfullscreen="true" allowscriptaccess="always" /></object>
<a href="http://vimeo.com/9641036">JESS3 / The State of The Internet</a> from <a href="http://jess3.com/">JESS3</a>.

What is interesting about this kind of videos is that they quickly become outdated due to the speed <strong>these numbers and targets evolve</strong>. For example, if at the end of 2009 Facebook was reporting over 350 million active users (as shown in the video), in February 2010 Facebook reached over 400 million active users.

There is a wide range of performance indicators available and many more that can be developed to fit the need of specific projects or organizations. However, performance indicators are not KPIs until selected and applied as key to a specific project or business.

<strong>Additional resources</strong>

<a title="smartKPIs.com" href="http://www.smartkpis.com/" target="_blank">smartKPIs.com</a> library of KPIs: <a title="Online presence - eCommerce" href="http://www.smartkpis.com/kpi/functional-areas/online-presence-ecommerce/" target="_blank">Online presence - eCommerce</a>

<a title="smartKPIs.com" href="http://www.smartkpis.com/" target="_blank">smartKPIs.com</a> library of KPIs: <a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology</a>

Facebook company timeline, available at <a title="Facebook timeline" href="http://www.facebook.com/press/info.php?timeline" target="_blank">http://www.facebook.com/press/info.php?timeline</a> (accessed 5 March 2010)]]></content:encoded>
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<title>KPI examples in practice: Camelot Group - the operator of The UK National Lottery</title>
<link>http://www.smartkpis.com/blog/kpi-examples-in-practice-camelot-group-the-operator-of-the-uk-national-lottery/</link>
<pubDate>Tue, 09 Mar 2010 07:41:55 +0000</pubDate>
<dc:creator><![CDATA[Ophenia]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Camelot Group]]></category>

		<category domain="tag" nicename="camelot-group"><![CDATA[Camelot Group]]></category>

		<category domain="tag"><![CDATA[Isle of Man]]></category>

		<category domain="tag" nicename="isle-of-man"><![CDATA[Isle of Man]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Retail]]></category>

		<category domain="tag" nicename="retail"><![CDATA[Retail]]></category>

		<category domain="tag"><![CDATA[The UK National Lottery]]></category>

		<category domain="tag" nicename="the-uk-national-lottery"><![CDATA[The UK National Lottery]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=1863</guid>
<description></description>
<content:encoded><![CDATA[Camelot is the operator of The UK National Lottery. It operates solely in the UK and Isle of Man and its head office is situated in Watford. The primary purpose of the Camelot Group is to drive sales in order to maximize returns, having as principal activity the operation and promotion of The UK National Lottery in a socially-responsible manner. Its strategy is centered on four key elements:
<ul>
	<li>Strengthening the National Lottery brand and giving it universal appeal.</li>
	<li>Growing the core product range and diversifying into new products to better satisfy consumer needs.</li>
	<li>Giving consumers easy access to the brand.</li>
	<li>Building direct dialog with consumers alongside traditional mass communications, wherever possible.</li>
</ul>
The Camelot Group monitors and uses a set of Performance Standards (Key Performance Indicators) in order to <strong>achieve its purpose</strong>, <strong>follow the strategy</strong> and also <strong>remaining compliant</strong> with regulations so it will maintain its Operating License.

<!--more-->The financial KPIs cover sales levels, prizes and returns, as well as net profit levels. The performance standards cover areas like the availability of the computer systems, player service, prize payment, complaints investigation and resolution, and customer contact.

The table below presents some of the KPIs used by the Camelot Group, together with the targets set and achieved at the end of 2008.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Camelot-KPIs.png"><img class="aligncenter size-full wp-image-2056" title="Camelot KPIs" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Camelot-KPIs.png" width="700" height="354" /></a></p>
The table clearly depicts how performance indicators (both financial and non-financial) are aligned to the strategy the Camelot Group follows.

For example, to maximize the  returns the Camelot Group monitors indicators such as:
<ul>
	<li><strong>$ Profit before taxation</strong></li>
	<li><strong>$ Gross ticket sales</strong></li>
	<li><strong>$ Prizes</strong></li>
</ul>
To give consumers easy access to the brand the Group monitors indicators such as:
<ul>
	<li><strong>% Terminal sales availability</strong></li>
	<li><strong>% Access to NLL Voice Response System (VRS)</strong></li>
	<li><strong>% Complaint resolution (all channels)</strong></li>
</ul>
The Camelot Group managed to achieve its targets for 2008 and even surpass some of them, safeguarding its position as one of the most cost-efficient lottery operators in the world.

<strong>More details</strong>

<a title="smartKPIs.com" href="http://www.smartkpis.com" target="_blank">smartKPIs.com</a> library of <a title="KPIs in Practice" href="http://www.smartkpis.com/kpi_examples_in_practice/dashboard/" target="_blank">KPIs in Practice</a>: <a title="Camelot" href="http://www.smartkpis.com/kpi_examples_in_practice/camelot-performance-report-other-industry-469.html" target="_blank">Camelot</a>

Camelot company website: 2009 Annual Report and Financial Statements, available at the following link: <a href="http://www.camelotgroup.co.uk/">http://www.camelotgroup.co.uk/annualreport2009/performancestds.html</a> (accessed 7 March 2010)]]></content:encoded>
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<title>The Academic Ranking of World Universities (ARWU)</title>
<link>http://www.smartkpis.com/blog/the-academic-ranking-of-world-universities-arwu/</link>
<pubDate>Wed, 10 Mar 2010 07:47:57 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Academic Ranking of World Universities]]></category>

		<category domain="tag" nicename="academic-ranking-of-world-universities"><![CDATA[Academic Ranking of World Universities]]></category>

		<category domain="tag"><![CDATA[Center for World-Class Universities]]></category>

		<category domain="tag" nicename="center-for-world-class-universities"><![CDATA[Center for World-Class Universities]]></category>

		<category domain="tag"><![CDATA[China]]></category>

		<category domain="tag" nicename="china"><![CDATA[China]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Shanghai Jiao Tong University]]></category>

		<category domain="tag" nicename="shanghai-jiao-tong-university"><![CDATA[Shanghai Jiao Tong University]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2010</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: left;">The<a href="http://www.arwu.org/aboutARWU.jsp#" target="_blank"> Academic Ranking of World Universities (ARWU)</a> is an international ranking system applied to universities around the world, being published starting with 2003, and updated on an annual basis, by the <a href="http://gse.sjtu.edu.cn/EN/centers.htm" target="_blank">Center for World-Class Universities</a> and the <a href="http://gse.sjtu.edu.cn/EN/aboutus.htm" target="_blank">Institute of Higher Education of Shanghai Jiao Tong University, China</a>.</p>
<p style="text-align: left;">The last published academic ranking report was realized for the year 2009, and it contains the top 100, reaching up to  500 universities of the world. More than 1000 universities are actually ranked annually by ARWU and only the best 500 are published on the web.<a href="http://www.arwu.org/ARWU2009.jsp" target="_blank"><img class="aligncenter size-large wp-image-2030" title="ARWU - Top 15" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/ARWU-Top-15--1024x714.png" width="819" height="571" /></a></p>
<!--more-->In order to rank world universities, ARWU uses six indicators:
<ul>
	<li># Alumni winning Noble Prizes and Fields Medals</li>
	<li># Staff winning Noble Prizes and Fields Medals</li>
	<li># Highly cited researchers selected by Thomson Scientific</li>
	<li># Articles published in journals of Nature and Science</li>
	<li># Articles indexed in Science Citation Index - Expanded and Social Sciences Citation Index</li>
	<li># Per capita performance with respect to the size of the institution</li>
</ul>
Other international universities rankings are:
<ul>
	<li><a href="http://www.time.com/time/magazine/asia/" target="_blank">Asia's Best Universities</a> (Asia Week)</li>
	<li><a href="http://www.excellenceranking.org/eusid/EUSID" target="_blank">CHE-Excellence Ranking </a>(CHE)</li>
	<li><a href="http://www.rmit.edu.au/browse;ID=lc8c7ugp2fby" target="_blank">Global University City Index</a></li>
	<li><a href="http://ranking.heeact.edu.tw/en-us/2008/Page/Methodology" target="_blank">Performance Ranking of Scientific Papers for World Universities</a> (Higher Education Evaluation and Accreditation Council of Taiwan)</li>
	<li><a href="http://www.topuniversities.com/university-rankings" target="_blank">World University Rankings </a>(THES &amp; QS)</li>
</ul>
<a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/education-training/" target="_blank">smartkpis.com</a> (eab group, 2010) provides its users with a comprehensive<a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/education-training/" target="_blank"> library of Academic Education KPIs in practice</a>, how universities monitor their performance.

<strong>References:</strong>

Academic Ranking of World Universities, (2010), available at<a href="http://www.arwu.org/index.jsp" target="_blank"> http://www.arwu.org/index.jsp </a>(accessed 5 March 2010)

eab group (2010) “KPIs in practice examples for Academic Education”, available at <a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/education-training/" target="_blank">http://www.smartkpis.com/kpi_examples_in_practice/industries/education-training/</a> (accessed 28 February 2010)]]></content:encoded>
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<title>Gallup&#039;s Customer Engagement Index</title>
<link>http://www.smartkpis.com/blog/gallups-customer-engagement-index/</link>
<pubDate>Thu, 11 Mar 2010 09:42:02 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Customer Engagement Index]]></category>

		<category domain="tag" nicename="customer-engagement-index"><![CDATA[Customer Engagement Index]]></category>

		<category domain="tag"><![CDATA[Gallup]]></category>

		<category domain="tag" nicename="gallup"><![CDATA[Gallup]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2066</guid>
<description></description>
<content:encoded><![CDATA[In a previous blog post <a href="http://www.smartkpis.com/kpi-key-performance-indicator/employee-engagement-index-1836.html" target="_blank"><strong>Employee Engagement</strong></a> was presented as an important driving force of organizational success and financial performance. It has a significant influence on a large number of factors that drive organizational performance outcomes. In successful organizations<strong>, <a href="http://www.smartkpis.com/blog/2010/03/03/employee-engagement-index/" target="_blank">Employee Engagement Index</a></strong>often transcends from a human capital performance measure into a strategic approach supported by tactics that drive improvement and organizational change (Gallup, 2008).

Today's post explores human behavioral influence on organizational performance, by looking at <strong>Customer Engagement Index</strong>. This performance metric was developed by Gallup, in order to supplement<strong> Employee Engagement Index</strong> in the quest for building a strong platform for organizational performance optimization and bottom line improvement.

<!--more-->The need for an improved customer engagement measure was justified by the Gallup researchers based on previous Gallup research that<em> "has shown that many popular metrics - like Customer Satisfaction, Customer Loyalty, and Advocacy (including Net Promoter) - do not consistently demonstrate strong links to key business outcomes" </em>(Gallup, 2009).<em>
</em>

Gallup's <strong>Customer Engagement Index </strong>is informed by behavioral economics , whose leading proponents theorize that <em>"only 30% of human decisions and behaviors are actually driven by rational considerations - shich means that more thant two-thirds of consumer loyalty and spending decisions are based on emotional factors</em>" (Gallup, 2009).

Both academic studies and common sense practice have showen that emotionally connected customers or engaged customers are more profitable for the organization if compared with average or rational counterparts.  The 2009 Gallup research study "<em> Customer Engagement: What's your engagement ratio"</em> successfully demonstrates the impact of emotionally satisfied customers (fully engaged customers) on marketplace performance (see results below)

<a href="http://www.smartkpis.com/blog/wp-content/uploads/cust-engag-1.jpg"><img class="aligncenter size-full wp-image-2067" title="cust engag 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/cust-engag-1.jpg" width="650" height="300" /></a>

<strong>Customer Engagement Index</strong> as initially built by the Gallup researchers is based on a survey with 11 questions from which 8 are emotional attachment questions and 3 are rational loyalty questions. According to McEwen et al (2003) the metric provides with a far stronger connection to the business outcomes than other satisfaction measure can provide. By looking into important emotional factors such as confidence, integrity, pride and passion,<strong> Customer Engagement Index</strong> can provide the true state of company’s customer relationship and its influence to the final business outcome.

Using the input from the index survey, Gallup researchers categorize customers in 4 distinct groups:
<p style="padding-left: 60px;">•<strong> Fully engaged customers</strong> – are emotionally attached and rationally loyal</p>
<p style="padding-left: 60px;">• <strong>Engaged customers</strong> – are rationally loyal and start to become emotionally attached</p>
<p style="padding-left: 60px;">• <strong>Disengaged customers</strong> – are emotionally and rationally neutral</p>
<p style="padding-left: 60px;">• <strong>Actively disengaged customers</strong> – emotionally detached and actively adverse</p>
Based on these categories Gallup built the <a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-engagement-ratio-1373.html" target="_blank"><strong>Customer engagement ratio</strong></a> as a macro level indicator that allows organizations to track the ratio of engaged to actively disengaged customers. Gallup research reveal that:
<p style="padding-left: 60px;">• On average the ratio of engaged to actively disengaged customers is<strong> 0,8 to 1
</strong></p>
<p style="padding-left: 60px;">• In world class organizations the ratio of engaged to actively disengaged employees is <strong>8 to 1 </strong>(Gallup<em><em>, </em></em>2009)</p>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/cust-engag-2.jpg"><img class="aligncenter size-full wp-image-2068" title="cust engag 2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/cust-engag-2.jpg" width="550" height="300" /></a>

When looking at measuring <strong>Customer Engagement Index</strong> and its relation to business performance  and linking these insights to the <a href="http://www.smartkpis.com/blog/2010/03/03/employee-engagement-index/" target="_blank">Employee Engagement Index</a> presented in a previous blog post, two major conclusions emerge:
<p style="padding-left: 60px;">• To get a complete picture of the connection between customer relationship and business performance outcomes we must look at both customer satisfaction (<strong>rationally loyal customers</strong>) and customer engagement (<strong>emotionally satisfied customers</strong>).</p>
<p style="padding-left: 60px;">• Optimized performance results are obtained by companies who succeed in bringing together <strong>engaged customers</strong> and <strong>engaged employees</strong>.</p>
<strong>Additional resources:</strong>
<ul>
	<li>McEwen, J. William (2005): <em>What measuring customer engagement reveals,</em> Excerpted from "Married to the brand", Gallup Press, available at:<a href="http://gmj.gallup.com/content/18253/what-measuring-customer-engagement-reveals.aspx" target="_blank"> www.gmj.gallup.com</a> (accessed 11 March 2010)</li>
</ul>
<ul>
	<li>Tom Lambert: <em>"Customer satisfaction is not customer engagement: says Humpty Dumpty the Psychologist</em>: available at <a href="http://ezinearticles.com/?Customer-Satisfaction-is-Not-Customer-Engagement-Says-Humpty-Dumpty-the-Psychologist&amp;id=1483360" target="_blank">www.enzinearticles.com</a> (accessed 11 March 2010)</li>
	<li><a href="http://www.eabgroup.com.au/" target="_blank">eab group</a> (2010) - "KPI examples for Human Resources" -available at <a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">http://www.smartkpis.com/kpi/functional-areas/human-resources/</a> (accessed 11 March 2010)</li>
</ul>
<strong>References:</strong>
<ul>
	<li>McEwen, J. Williams &amp; Fleming, H. John (2003): <em>Customer's satisfaction doesn't count</em>, Gallup Management Journal, March 13, 2003</li>
</ul>
<ul>
	<li>Gallup Consulting (2009)<em>, Customer Engagement: What's your engagement ratio?</em> – Gallup: available at<a href="http://www.gallup.com/consulting/49/Customer-Engagement.aspx" target="_blank"> www.gallup.com </a>(accessed 11 March 2010)<a href="http://www.gallup.com/consulting/49/Customer-Engagement.aspx" target="_blank">
</a></li>
</ul>
<ul>
	<li>Gallup Consulting (2008), <em>Employee Engagement: What's your engagement ratio</em>? - Gallup: available at <a href="http://www.gallup.com/consulting/52/employee-engagement.aspx" target="_blank">www.gallup.com </a>(accessed 11 March 2010)</li>
</ul>]]></content:encoded>
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<title>Microsoft Excel - the most popular Performance Management and Business Intelligence tool</title>
<link>http://www.smartkpis.com/blog/microsoft-excel-%e2%80%93-the-most-popular-performance-management-and-business-intelligence-tool/</link>
<pubDate>Thu, 11 Mar 2010 14:39:56 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Business Intelligence]]></category>

		<category domain="tag" nicename="business-intelligence"><![CDATA[Business Intelligence]]></category>

		<category domain="tag"><![CDATA[Microsoft Excel]]></category>

		<category domain="tag" nicename="microsoft-excel"><![CDATA[Microsoft Excel]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2113</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 10/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
Since its launch on a Windows platform in 1987, Microsoft Excel has gradually become omnipresent on business desktop environments. It is widely used in businesses of all sizes for data management, analysis and reporting. In a way, it can be considered the first Business Intelligence (BI) software product mass marketed.

Almost since its launch, Excel’s position in the market has been challenged by various products with advanced data integration and analysis functionality. Together, they formed the basis of the today’s BI market, by going through several successive phases:
<ul>
	<li>1987-1996 Formation – initial product launches</li>
	<li>1996-2005 Growth – product maturity and market formation</li>
	<li>2005-2010 Consolidation – by various mergers and acquisitions involving the major software producers in the world.</li>
</ul>
<!--more-->In recent years, a trend that starts to get wide acceptance in the market is the move from desktop installed products to online service delivery. Software as a Service (SaaS) is largely facilitated by technology advancements such as cloud computing.

There are indeed products in the market with more features, more robust and integrated. However, considering the estimated number of 500 million users, Microsoft Excel can still be considered the most popular performance management and business intelligence tool in use today.

So what makes it so popular?
<ul>
	<li>It is not expensive, at under $350.</li>
	<li>Most users are already familiar with its basic functionality.</li>
	<li>It makes sharing of data easy due to its widespread use.</li>
</ul>
The main drawbacks of using Excel as a BI tool are:
<ul>
	<li>Data reliability – spreadsheets are error prone due to human error</li>
	<li>Lack of advanced collaboration features</li>
	<li>Limited advanced reporting functionality</li>
</ul>
This is the traditional way of assessing Excel, by looking at its reporting functionality, through the BI lens. Some of the additional benefits of using Excel form a Performance Management perspective are:
<ul>
	<li>Supports creativity, as it can be used as a canvas for developing visual constructs. While it doesn’t have advanced visualization options, it offers vast screen real-estate for structuring data.</li>
	<li>Useful communication tool, as it provides a structured approach to presenting information. Reports can be structured by hyperlinking tabs and combining text with graphs and pictures.</li>
	<li>It is easy to use, basic user functionality requiring no training. Configuration is straightforward and the visual interface relatively user-friendly.</li>
</ul>
Overall, due to its versatility, Microsoft Excel is here to stay. Its availability in an online format and the upcoming release of the 2010 version of the software are interesting new developments in this success story.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan
<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>]]></content:encoded>
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<title>All time high for New York City high school graduation rate</title>
<link>http://www.smartkpis.com/blog/academic-education-in-new-york-city/</link>
<pubDate>Sat, 13 Mar 2010 00:11:48 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Bloomberg]]></category>

		<category domain="tag" nicename="bloomberg"><![CDATA[Bloomberg]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[New York]]></category>

		<category domain="tag" nicename="new-york"><![CDATA[New York]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2064</guid>
<description></description>
<content:encoded><![CDATA[In a recent press release, the  Mayor Michael R. Bloomberg and Schools Chancellor Joel I. Klein announced that New York City's four year high school graduation rate rose to all time high of 63 % in 2009.

<em>“After a decade of stagnation, New York City’s graduation rate has increased for eight consecutive years”</em> said Mayor Bloomberg. <em>“And not only are more students graduating than ever before, but the number of students dropping out has been cut nearly in half in just the past four years alone. We won’t be satisfied until every student graduates from high school, but our City’s principals and teachers deserve enormous credit for the significant progress we’ve made.”</em>
<p style="text-align: center;"><a href="http://www.nyc.gov/portal/site/nycgov/menuitem.1cac08e0805942f4f7393cd401c789a0/index.jsp?eid=26276&amp;pc=1817"><img class="aligncenter" alt="" src="http://www.nyc.gov/portal/beans/photogallery/images/2010/03/09/26276/38144/237M0112b.jpg" width="420" height="280" /></a><span style="color: #888888;">Photo credit: Edward Reed, New York City Office of the Mayor</span></p>
<p style="text-align: center;"><span style="color: #888888;"><!--more--><a href="http://www.nyc.gov/portal/beans/photogallery/images/2010/03/09/26276/38146/237M0165b.jpg"><img class="alignnone" alt="" src="http://www.nyc.gov/portal/beans/photogallery/images/2010/03/09/26276/38146/237M0165b.jpg" width="420" height="280" /></a>
</span></p>
<p style="text-align: center;"><span style="color: #888888;">Photo credit: Edward Reed, New York City Office of the Mayor</span></p>
When evaluating the performance of the high school academic education, the New York city used he following<strong> key performance indicators:</strong>
<ul>
	<li><strong># Students earning Regent diplomas</strong></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/drop-out-rate-276.html" target="_blank"><strong>% Drop-out rate</strong></a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/graduation-rate-273.html" target="_blank"><strong>% Graduation rate</strong></a></li>
	<li><strong># Graduated students</strong></li>
</ul>
According to the press release, <em>"since 2005, when New York City began calculating graduation rates using its current methodology, the June <strong>graduation rate</strong> has risen by 12.5 points. The <strong>dropout rate</strong> has been cut nearly in half during the same period, falling to a new low of 11.8 percent-a decline of 10.2 points since 2005. In all, <strong>3,300 additional students in New York City graduated in June 2009 compared to June 2008,</strong></em> with that number rising to almost 6,200 additional students when August graduates are counted."

There are many academic institutions around the world that measure their performance on an annual basis, using different performance indicators. For more examples of performance analysis, reports or statistics in  educational systems local, national or international based, visit the <a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/education-training/academic-education/" target="_blank">Academic Education section of smartKPIs.com KPIs in practice.</a> Also,  visit the <a href="http://www.smartkpis.com/kpi/industries/education-training/pag2.html" target="_blank">KPI examples for the Education&amp; Training industry</a>, for more specific performance indicators.

<strong>Related links:</strong>
<ul>
	<li>New York Times: <a href="http://www.nytimes.com/2010/01/26/nyregion/26closings.html?pagewanted=1" target="_blank">Large High Schools in the City Are Taking Hard Falls</a>, Published: January 25, 2010</li>
	<li>New York Times: <a href="http://www.nytimes.com/2009/11/17/nyregion/17grades.html?_r=1&amp;scp=7&amp;sq=school%20report%20cards&amp;st=cse" target="_blank">More New York High Schools Get A’s</a>, Published: November 16, 2009</li>
	<li>New York Times: <a href="http://www.nytimes.com/2009/08/07/nyregion/07control.html?_r=1" target="_blank">N.Y. Senate Renews Mayor’s Power to Run Schools</a>, Published: August 6, 2009</li>
	<li>U.S. Department of Education: <a href="http://www2.ed.gov/programs/racetothetop/index.html" target="_blank">Race to the top Program</a></li>
</ul>
<strong>References:</strong>

New York City, Office of the Mayor, Press release (2010), available at<a href="http://www.nyc.gov/cgi-bin/misc/pfprinter.cgi?action=print&amp;sitename=OM&amp;p=1268301741000" target="_blank"> http://www.nyc.gov/cgi-bin/misc/pfprinter.cgi?action=print&amp;sitename=OM&amp;p=1268301741000</a>, (accessed 10 March 2010)

smartKPIs.com (2010) “KPIs in practice examples for the Academic Education industry”, available at <a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/education-training/academic-education/" target="_blank">http://www.smartkpis.com/kpi_examples_in_practice/industries/education-training/academic-education/ </a>(accessed 10 March 2010)

smartKPIs.com (2010) “KPI examples for the Education&amp; Training industry”, available at <a href="http://www.smartkpis.com/kpi/industries/education-training/pag2.html" target="_blank">http://www.smartkpis.com/kpi/industries/education-training/pag2.html</a> (accessed 10 March 2010)]]></content:encoded>
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<title>KPIs and Dashboards in practice: TrackDC an innovative District of Columbia Performance Management initiative</title>
<link>http://www.smartkpis.com/blog/kpis-and-dashboards-in-practice-trackdc-an-innovative-district-of-columbia-performance-management-initiative/</link>
<pubDate>Mon, 15 Mar 2010 00:47:34 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Dashboard]]></category>

		<category domain="tag" nicename="dashboard"><![CDATA[Dashboard]]></category>

		<category domain="tag"><![CDATA[District of Columbia]]></category>

		<category domain="tag" nicename="district-of-columbia"><![CDATA[District of Columbia]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[TrackDC]]></category>

		<category domain="tag" nicename="trackdc"><![CDATA[TrackDC]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2123</guid>
<description></description>
<content:encoded><![CDATA[Performance measurement and reporting for control is not the sole purpose of tracking results against targets. One of its very important dimensions is that of enhancing accountability towards stakeholders; in private-owned organizations, reporting is directed mostly to shareholders and managers, whereas in governmental institutions, communication is directed towards the entire community served.

Usually, government accountability and reporting comes in the shape of annual performance reports, made public on the various agencies’ or local cities’ websites. smartKPIs.com – <a href="http://www.smartkpis.com/kpi_examples_in_practice/dashboard/" target="_blank">KPIs in practice section</a> – includes various such annual reports, the ones below being only a part of the tens of governmental reports contained:
<ul>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/u-s-environmental-protection-agency-performance-report-state-public-administration-industry-495.html" target="_blank">U.S. Environmental Protection Agency</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/maryland-department-of-budget-and-management-performance-report-state-public-administration-industry-491.html" target="_blank">Maryland Department of Budget and Management</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/sheffield-city-council-performance-report-local-public-administration-industry-481.html" target="_blank">Sheffield City Council</a></li>
</ul>
However, more complex initiatives are on their way, governments seeking not only to release a descriptive report covering one year’s activity, but also put in place more user-friendly reporting tools, with increased usability, based on Performance Management Dashboards.

A pioneer in this area seems to be the District of Columbia, which developed an online application called <strong><a href="http://track.dc.gov/" target="_blank">TrackDC</a></strong>, where citizens can visualize Key Performance Indicator results in graphs, check Budget distribution and spending, have access to permanent news and learn more about agencies and their Performance Plans and Accountability Reports.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/track_dc.jpg"><img class="aligncenter size-full wp-image-2125" title="track_dc" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/track_dc.jpg" width="493" height="241" /></a><span style="color: #888888;">Source: District of Columbia, 2010<!--more-->
</span></p>
The website contains individual pages for all the 53 agencies, with agency profile section, the annual Performance Plans and Reports, Performance Indicators, Customer Service data and Budget &amp; Operational information.

For a complete picture, you can access for example the <a href="http://track.dc.gov/Agency/KA0" target="_blank">District Department of Transportation</a> page:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/DDOT2.png"><img class="aligncenter size-large wp-image-2134" title="DDOT" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/DDOT2-1024x512.png" width="567" height="314" /></a>S<span style="color: #888888;">ource: District of Columbia, District Department of Transportation, 2010</span></p>
The Department’s <strong>2010 Performance Plan</strong> includes <a href="http://capstat.oca.dc.gov/Pdf.aspx?pdf=http://capstat.oca.dc.gov/docs/fy10/DDOT.pdf#page=3" target="_blank">performance measures</a> in areas ranging from Finance, Contracts and Customer Service, to People, Properties and Risk. Several examples are the following:
<ul>
	<li>% Sole-source contracts</li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/project-budget-variance-479.html" target="_blank">% Variance between agency budget estimate and actual spending</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/employees-that-leave-the-organization-in-a-given-time-period-1.html" target="_blank">% Employee turnover rate</a></li>
	<li># Square feet of office space occupied per employee</li>
</ul>
You can see that the <strong>Agency Responsiveness Quality Assurance</strong> Result for Q4 was of 97,09 %, against a 87,47 % Citywide Average.

You can also check the daily <strong>Website Traffic Dashboard</strong>, covering website traffic numbers for the last month’s period.

The Key Performance Indicators vary from one agency to another, being broken down from the objectives and initiatives each individual agency identifies. However, reporting is the same for each agency, covering the sections mentioned above.

<strong>References</strong>

District of Columbia (2010), "Track.DC", available at: http://track.dc.gov/ (accessed 15 March 2010).]]></content:encoded>
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<title>Performance measurement in the Business Consulting industry - measures and more</title>
<link>http://www.smartkpis.com/blog/performance-measurement-in-the-business-consulting-industry-measures-and-more/</link>
<pubDate>Tue, 16 Mar 2010 02:13:36 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Consulting]]></category>

		<category domain="tag" nicename="consulting"><![CDATA[Consulting]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2231</guid>
<description></description>
<content:encoded><![CDATA[The Business Consulting industry is an economic sector characterized by one of the greatest levels of added-value produced. Unlike production, for example, Business Consulting is able to produce large amounts of income, with rather low consumption of resources.

The sector includes the provision of an impressive range of services to businesses, in areas from strategy planning and change management, to corporate finance, technology, human resources or marketing. The industry has known a very dynamic evolution, from the boom sector stage, to periods of downturn and also sustained growth.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/work-office-images-130.jpg"><img class="aligncenter size-medium wp-image-12705" title="United around the table" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/work-office-images-130-270x300.jpg" width="270" height="300" /></a>

<!--more-->In 2005, with the "Business Consulting" publication from <em>The Economist</em> it was argued that the industry was facing a “crossroads”, clients becoming extremely demanding. This did not come as a surprise, according to Bjorn-Erik Willoch from Capgemini, considering the fact that back in the 90s, consultants were earning a lot with little effort and were impressing the clients just „by reading the right magazines”. Moreover, a frequent reality mentioned by Michael Traem from AT Kearney was that the clients were beginning to create their own consulting teams internally. All in all, it was clear that clients were getting tired of strategic presentations and were asking for results. Thus, outstanding quality and innovation and high levels of performance were the things that could keep Business Consulting companies on the market.

In many countries today, the industry faces again great challenges due to the fact that budgets have been cut down in almost any area of activity, mainly when it comes to long-term focused consultancy projects. Often, companies focus mainly on short-term survival. As a consequence their investment in internal consolidation is often considered a secondary priority.

In this context, consulting firms have to be themselves very careful when it comes to their own performance. In order to remain competitive, not only the global leaders but also consulting firms of any type and size find beneficial to track performance of their consulting projects and consultants.

Consulting firms can choose from many indicators when it comes to measuring performance. Three of the most popular Key Performance Indicators in use are:
<p style="padding-left: 30px;"><strong>1. % Chargeable ratio</strong></p>
Also known as % Billability, the <a href="http://www.smartkpis.com/kpi-key-performance-indicator/chargeable-ratio-104.html" target="_blank">chargeable ratio</a> measures the percentage of time the consultants are used in revenue-generating activities, meaning the amount of time they spend working in consulting projects for clients. From the time the consultants spend on consulting projects for the customers, in some cases some may be spent doing non-chargeable work, and usually this is inherent as estimating the exact amount of time for a project can be difficult to do. Delays can also come up and they will not be charged to the customer in all situations.

Calculation:

<span style="color: #888888;">% Chargeable ratio = (# Time spent doing revenue-generating activities / # Total labor time)*100</span>
<p style="padding-left: 30px;"><strong>2. % Utilization rate</strong></p>
It is well known that consulting activities are not continuous and consultants are not involved in projects on a permanent basis. Also, they can perform a great deal of their labor time doing activities such as documenting, research, writing and so on.

Utilization rate measures the percentage of time that consultants are actually used from the total time they are available. It can be measured at individual level (<a href="http://www.smartkpis.com/kpi-key-performance-indicator/consultant-utilization-rate-320.html" target="_blank">% Consultant utilization rate</a>), at a group of consultants or to reflect the overall utilization of the company’s consultants.

Calculation:

<span style="color: #888888;">% Utilization rate = (# Time spent in consulting projects / # Time available for consulting projects)*100</span>
<p style="padding-left: 30px;"><strong>3. % Realization rate</strong></p>
Consulting firms usually have list prices containing the fees they charge, usually on a hourly basis, for the various services they provide. However, in most of the cases, the list prices remain “on the list”, as prices are negotiated by the clients and vary from one project to another. To see how much they have obtained from their list prices, consulting firms calculate their <a href="http://www.smartkpis.com/kpi-key-performance-indicator/realization-rate-321.html" target="_blank">realization rate</a>.

Calculation:

<span style="color: #888888;">% Realization rate = ($ Revenue earned / $ Potential revenue from the list prices)*100</span>

These are only three of the most popular KPIs in Business Consulting. Visit <a href="http://www.smartkpis.com/dashboard/" target="_blank">smartKPIs.com</a> for more KPI examples in consulting industry and stay tuned for more to come.

<strong>Recommendations:</strong>

To check the latest news in the consulting industry, we recommend: <a href="http://www.consultant-news.com/" target="_blank">Consultant-News.com</a>.

<strong><em>References:</em></strong>

Zacks Investment Research (2009), “Business Consulting: Industry Outlook”, available at: <a href="http://www.istockanalyst.com/article/viewarticle/articleid/3220694" target="_blank">http://www.istockanalyst.com/article/viewarticle/articleid/3220694</a> (accessed 21 March 2010).

Writer, S. (2005), “Business consulting at the crossroads”, available at: <a href="http://www.consultant-news.com/article_display.aspx?p=adp&amp;id=2201" target="_blank">http://www.consultant-news.com/article_display.aspx?p=adp&amp;id=2201</a> (accessed 21 March 2010).

smartKPIs.com (2010), KPIs in Management Consultancy, available at: <a href="http://www.smartkpis.com/kpi/industries/professional-services/management-consultancy/" target="_blank"> http://www.smartkpis.com/kpi/industries/professional-services/management-consultancy/</a> (accessed 21 March 2010).

<em>Image Source: </em><a href="http://gallery-office.com/work-office-images/">http://gallery-office.com/work-office-images/</a>]]></content:encoded>
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<title>Email use remains strong despite social media buzz</title>
<link>http://www.smartkpis.com/blog/email-use-remains-strong-despite-social-media-buzz/</link>
<pubDate>Tue, 16 Mar 2010 13:02:23 +0000</pubDate>
<dc:creator><![CDATA[Ophenia]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Merkle]]></category>

		<category domain="tag" nicename="merkle"><![CDATA[Merkle]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2160</guid>
<description></description>
<content:encoded><![CDATA[Merkle, a US based provider of fully integrated customer marketing solutions, released at the beginning of 2010 a ten page report with the title "<em>View from the Social Inbox 2010 - Actionable Information for Marketers</em>".

The report presents original findings about social media users’ attitudes and their behavior related to using social media versus email. Here are some of the highlights:
<ul>
	<li><em>"Time spent with personal, or social, email to friends and family is unchanged from last year, with 71% of respondents spending 20 minutes or more weekly. These numbers suggest <strong>social email use remains strong</strong>, contradicting earlier speculation that social networking would quickly replace traditional email use."</em></li>
</ul>
<ul>
	<li><em>"Active social networkers are more likely to be avid email users, as measured by <strong>time spent with social email</strong> as well as <strong>number of times checked daily</strong>. Nearly two-thirds (63%) of social networkers use the same email account for their social networking messages and the majority of their permission, or opt-in, email."</em></li>
</ul>
<ul style="text-align: left;">
<ul style="text-align: left;">
	<li><em>"Social networkers are twice as likely to <strong>use mobile email</strong> (28% vs. 14%) and be “<strong>hyper email checkers</strong>” compared to their non-networked online counterparts – 50% of mobile email users check their personal email four or more times daily versus 32% of non-mobile users."</em></li>
</ul>
</ul>
<em>
</em>The image below presents the difference in behavior between users of social media (in blue) and non-users of social media (in red).
<em></em>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Frequency-of-email-checking.png"><img class="aligncenter size-full wp-image-2161" title="Frequency of email checking" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Frequency-of-email-checking.png" width="650" height="403" /></a><span style="color: #888888;">Source: Merkle, 2010<!--more-->
</span></p>
This is a clear example on how indicators can <strong>provide relevant information</strong> about a certain area, informing decisions. Based on the information, email marketing continues to be a key communication tool for reaching potential and current customers. Measuring the email marketing performance is done through a variety of metrics, many of them listed in the library of KPI examples available on <a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a>:
<ul>
	<li><a title="% Newsletter click through rate" href="http://www.smartkpis.com/kpi-key-performance-indicator/newsletter-click-through-rate-2520.html" target="_blank">% Newsletter click through rate</a></li>
	<li><a title="% Bounce email rate" href="http://www.smartkpis.com/kpi-key-performance-indicator/bounce-email-rate-2507.html" target="_blank">% Bounce email rate</a></li>
	<li><a title="% Opt-out rate" href="http://www.smartkpis.com/kpi-key-performance-indicator/opt-out-rate-2508.html" target="_blank">% Opt-out rate</a></li>
	<li><a title="% Opt-in rate" href="http://www.smartkpis.com/kpi-key-performance-indicator/opt-in-rate-2509.html" target="_blank">% Opt-in rate</a></li>
	<li><a title="% Emails read rate" href="http://www.smartkpis.com/kpi-key-performance-indicator/emails-read-rate-2505.html" target="_blank">% Emails read rate</a></li>
	<li><a title="% Email response rate" href="http://www.smartkpis.com/kpi-key-performance-indicator/email-response-rate-2506.html" target="_blank">% Email response rate</a></li>
</ul>
Note:

The study "<em>View from the Social Inbox 2010 - Actionable Information for Marketers</em>" was conducted through an online survey of 3,281 U.S. adults age 18+ during the fall of 2009, by Merkle.  The report is available for free at the following link: <a title="View from the Social Inbox" href="http://www.merkleinc.com/news-and-events/press-releases/merkle-releases-view-social-inbox-consumer-email-and-social" target="_blank">www.merkleinc.com/viewfromsocialinbox2010</a>.

<strong>References:</strong>

smartKPIs.com (2010), <em>“KPI examples for the Online presence - eCommerce Functional Area, Email Marketing subcategory”</em>, available at <a href="http://www.smartkpis.com/kpi/functional-areas/online-presence-ecommerce/email-marketing/" target="_blank">http://www.smartkpis.com/kpi/functional-areas/online-presence-ecommerce/email-marketing/</a> (accessed 15 March 2010).

Merkle (2010), <em>"View from the Social Inbox 2010 - Actionable Information for Marketers / From the Annual Consumer Email &amp; Digital / Media Attitudes and Usage Study"</em>, available at <a href="http://www.merkleinc.com/news-and-events/press-releases/merkle-releases-view-social-inbox-consumer-email-and-social" target="_blank">http://www.merkleinc.com/user-assets/Documents/WhitePapers/Social%20Inbox%202010%20WPaper%20Final.pdf</a> (accessed on 15 March 2010).]]></content:encoded>
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<title>2010 IPL - Indian Premier League and the Castrol Cricket Index</title>
<link>http://www.smartkpis.com/blog/2010-ipl-indian-premier-league-and-the-castrol-cricket-index/</link>
<pubDate>Thu, 18 Mar 2010 08:20:00 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Castrol Cricket Index]]></category>

		<category domain="tag" nicename="castrol-cricket-index"><![CDATA[Castrol Cricket Index]]></category>

		<category domain="tag"><![CDATA[Cricket]]></category>

		<category domain="tag" nicename="cricket"><![CDATA[Cricket]]></category>

		<category domain="tag"><![CDATA[India]]></category>

		<category domain="tag" nicename="india"><![CDATA[India]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2202</guid>
<description></description>
<content:encoded><![CDATA[In a previous post we have presented a new approach for measuring performance in cricket:<a href="http://www.smartkpis.com/blog/2009/12/29/a-new-approach-to-measuring-performance-in-cricket-%E2%80%93-the-castrol-index/" target="_blank"><strong> The Castrol Cricket Index</strong></a>. In the same blog post we talked about the immense media coverage that cricket started to attract in the last years, and the introduction of new shorter version of the game as one of the most important development in recent years. Thus, in short period of time, a series of new competitions, such as Twenty 20 World Cup, Cricket Champion League and the Official Indian Premier League proved to be a total success  attracting huge interests from fans, sponsors and media.

On 12 March, the Indian Premier League (IPL) just kicked off with its third season. It is the first sporting event ever available by live broadcast on the popular video sharing website <a href="http://www.youtube.com/user/ipl?blend=1&amp;ob=4" target="_blank">YouTube</a>.

Additionally, the <a href="http://www.castrolcricket.com/home/" target="_blank">Castrol Cricket website</a> offers full coverage of the teams and players' performance. Viewers can benefit from the insights and analysis of top experts such as <a href="http://www.castrolcricket.com/what_ci" target="_blank">Harsha Bhogle</a> and a wide variety of statistics and standings in which teams and players’ performance is analyzed in high detail. The table below illustrates the IPL standings at the beginning of the season:<a href="http://www.castrolcricket.com/castrol_index/castrol_index" target="_blank">
</a>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/IPL-Cricket-Standings-2010.jpg"><img class="aligncenter size-full wp-image-2203" title="IPL -Cricket Standings 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/IPL-Cricket-Standings-2010.jpg" width="250" height="400" /></a>Source: www.castrolcricket.com (2010)</p>
<strong><!--more--><a href="http://www.smartkpis.com/dashboard/" target="_blank">smartKPIs.com</a></strong> also brings its contribution to the game by promoting and facilitating the understanding of  some of the key metrics used in the sport :
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/scoring-shots-1258.html" target="_blank"><strong>% Scoring shots</strong></a></li>
</ul>
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/centuries-scored-1259.html" target="_blank"><strong># Centuries scored</strong></a></li>
</ul>
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/bowling-average-1268.html" target="_blank"><strong># Bowling average</strong></a></li>
</ul>
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/run-out-conversion-1269.html" target="_blank"><strong>% Run out conversion</strong></a></li>
</ul>
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/runs-conceded-1036.html" target="_blank"><strong># Runs conceded</strong></a></li>
</ul>
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/wides-bowled-1032.html" target="_blank"><strong># Wides bowled</strong></a>, or</li>
</ul>
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/strike-rate-1132.html" target="_blank"><strong>% Strike rate</strong></a></li>
</ul>
For more details about some of the most important metrics in the game and their use as part of the Castrol Cricket Index visit <a href="http://www.castrolcricket.com/home/" target="_blank">www.castrolcricket.com</a>.

<strong>Additional resources:</strong>
<ul>
	<li>Indian Premier League (2010) official website available at:<a href="http://www.iplt20.com/" target="_blank"> http://www.iplt20.com/</a> , ( accessed 19 March 2010)</li>
</ul>
<ul>
	<li>Indian Premier League (2010) official Youtube broadcasting channel available at: <a href="http://www.youtube.com/user/ipl?blend=1&amp;ob=4" target="_blank">http://www.youtube.com/user/ipl?blend=1&amp;ob=4 </a>, (accessed 19 March 2010)</li>
</ul>
<strong>References:</strong>
<ul>
	<li>Castrol Cricket Index (2010)  available at: http://www.castrolcricket.com/castrol_index/castrol_index , (accessed 19 March 2010)</li>
</ul>
<ul>
	<li>smartkpis.com (2010), KPIs examples for Cricket - Sport Industry, available at: <a href="http://www.smartkpis.com/kpi/industries/sports/cricket/" target="_blank">http://www.smartkpis.com/kpi/industries/sports/cricket/</a>, (accessed 19 March 2010)</li>
</ul>]]></content:encoded>
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<wp:post_date_gmt>2010-03-18 08:20:00</wp:post_date_gmt>
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<title>Guerrilla Marketing Metrics - Heineken Italy Activation Campaign - AC Milan Real Madrid 21 October 2009</title>
<link>http://www.smartkpis.com/blog/guerrilla-marketing-metrics-heineken-italy-activation-campaign-ac-milan-real-madrid-21-october-2009/</link>
<pubDate>Fri, 19 Mar 2010 02:36:35 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[AC Milan]]></category>

		<category domain="tag" nicename="ac-milan"><![CDATA[AC Milan]]></category>

		<category domain="tag"><![CDATA[Guerrilla Marketing]]></category>

		<category domain="tag" nicename="guerrilla-marketing"><![CDATA[Guerrilla Marketing]]></category>

		<category domain="tag"><![CDATA[Heineken]]></category>

		<category domain="tag" nicename="heineken"><![CDATA[Heineken]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Multimedia]]></category>

		<category domain="tag" nicename="multimedia"><![CDATA[Multimedia]]></category>

		<category domain="tag"><![CDATA[Real Madrid]]></category>

		<category domain="tag" nicename="real-madrid"><![CDATA[Real Madrid]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2254</guid>
<description></description>
<content:encoded><![CDATA[<ul>
	<li>1136 event participants</li>
	<li>Over 1.5 million live TV spectators on SKY Sport</li>
	<li>10 million news TV spectators</li>
	<li>Over 5 million unique visitors on the internet in the two weeks after the event</li>
	<li>A wave of fan comments on blogs, forums and social networks....difficult to count.</li>
</ul>
<object width="480" height="385" classid="clsid:d27cdb6e-ae6d-11cf-96b8-444553540000" codebase="http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0"><param name="allowFullScreen" value="true" /><param name="allowscriptaccess" value="always" /><param name="src" value="http://www.youtube.com/v/tEqJV1acgN4&amp;hl=en_US&amp;fs=1&amp;" /><param name="allowfullscreen" value="true" /><embed width="480" height="385" type="application/x-shockwave-flash" src="http://www.youtube.com/v/tEqJV1acgN4&amp;hl=en_US&amp;fs=1&amp;" allowFullScreen="true" allowscriptaccess="always" allowfullscreen="true" /></object>

1 smart guerrilla marketing campaign. The buzz goes on ...]]></content:encoded>
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<title>Red, yellow and green signaling in performance scorecards - Part 1 - A journey in history</title>
<link>http://www.smartkpis.com/blog/red-yellow-and-green-signaling-in-performance-scorecards-part-1-a-journey-in-history/</link>
<pubDate>Sat, 20 Mar 2010 08:27:49 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

		<category domain="tag"><![CDATA[Traffic Light]]></category>

		<category domain="tag" nicename="traffic-light"><![CDATA[Traffic Light]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2351</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 11/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
As in all human communication, content and format go hand in hand to deliver a communication message. The content of performance reports only partially addresses communication requirements. Packaging quality content in well formatted reports ensures the message is not only delivered, but the process of receiving, interpreting and understanding is maximized.

Color plays an important part in performance reporting. It fulfills a signaling function, delivering key messages in an efficient and effective manner.

Red, yellow and green are the main colors used today for signaling variance from performance expectations. But it hasn’t always been this way.

Going back in history until the early 1800s, when the first performance appraisals started to be used by companies, we come across a different set of colors. Robert Owen is reported to have initiated the formal appraisals of individual performance management at his cotton mills in Scotland. His “silent monitors” were wooden blocks painted with different colors on each visible side and placed above the work station of each employee (George, 1972; Banner &amp; Cooke, 1984). The color coding was as follows:
<ul>
	<li>White indicated “excellent”</li>
	<li>Yellow indicated “good”</li>
	<li>Blue was used to indicate “indifferent”</li>
	<li>Black indicates “bad”.</li>
</ul>
<!--more-->A key development in the history of color coding in performance management was the invention of traffic lights as traffic management systems. Not surprisingly, the industrial revolution and introduction of railways was the catalyst for this invention. John Peake Knight, an engineer working as railway manager is credited as the inventor of world’s first traffic lights, erected in the City of Westminster on the 9th of December 1868 (BBC, 2010). The exact location is reported to be at the intersection of George and Bridge Streets, near London’s House of Commons. The purpose of the traffic light was to direct the traffic of horse drawn carriages and pedestrians, as automobiles arrived in the United Kingdom towards the end of the 19th century. A railway semaphore system was used during the day – with an arm was placed in a horizontal or angled position signaling whether vehicles could pass or not. Gas powered red and green lights were used at night. The color selection was inspired by their use by the railway system.

Red and green signaling is still in use today in railways transportation, aviation and seafaring. It appears the reason for their selection as signaling colors is the wavelength of their light. In railways and shipping, detecting light color from the distance is important as stopping is not as fast as for cars or horse carriages. Lights with higher wavelength are preferred in signaling due to their high visibility.

"Visible light" corresponds to a wavelength range of 400 - 700 nanometers (nm). Outside of this spectrum we have ultraviolet radiation and infrared radiation. The white light is a mixture of the colors of the visible spectrum, while black is total absence of light.

Red light has the highest wavelength of any color: 650 nm. At sunrise and sunset, red or orange colors are present because the wavelengths associated with these colors are less efficiently scattered by the atmosphere than the shorter wavelength colors (e.g., blue and purple). (NASA, 2007). Due to its high wavelength, red is considered to be the color with the highest visibility from distance and the perfect candidate for signaling.

Orange light has a wavelength of 590 nm while yellow light 570 nm, both relatively close to red light, so they were eliminated due to the fact that they don’t offer a high enough contrast.

The next candidate was green light, with a wavelength of 510 nm. It provided the ideal alternative, due to its high wavelength and visibility. The interesting fact about green is that grass appears green because all of the colors in the visible part of the spectrum are absorbed into the leaves of the grass except green. Green is reflected, therefore grass appears green (NASA, 2007).

The Industrial Revolution generated the need for traffic signaling and requirements from the railway traffic management system were transferred to the road one. Gradually, signaling use in the industry transitioned to business.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan
<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>
<h3><strong>References
</strong></h3>
Banner, D.K., &amp; Cooke, R.A. , 1982. <em>Ethical dilemmas in performance appraisal</em>. Journal of Business Ethics, 3, 327-333.

BBC, 2010, <em>The man who gave us traffic lights</em> available online at <a href="http://www.bbc.co.uk/nottingham/content/articles/2009/07/16/john_peake_knight_traffic_lights_feature.shtml" target="_blank">http://www.bbc.co.uk/nottingham/content/articles/2009/07/16/john_peake_knight_traffic_lights_feature.shtml</a> Accessed on 20 March 2010.

George, C. S., Jr., <em>The History of Management Thought</em>, Prentice-Hall, Inc., Englewood Cliffs, N.J., 1972.

NASA, 2007, <em>What Wavelength Goes With a Color?</em> available online at <a href="http://eosweb.larc.nasa.gov/EDDOCS/Wavelengths_for_Colors.html" target="_blank">http://eosweb.larc.nasa.gov/EDDOCS/Wavelengths_for_Colors.html</a> Accessed on 20 March 2010.]]></content:encoded>
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<title>Most livable cities - The Economist Intelligence Unit 2009 &quot;Quality of Life Ranking&quot;</title>
<link>http://www.smartkpis.com/blog/most-livable-cities-the-economist-intelligence-unit-2009-quality-of-life-ranking/</link>
<pubDate>Mon, 22 Mar 2010 09:01:52 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Economist Intelligence Unit]]></category>

		<category domain="tag" nicename="economist-intelligence-unit"><![CDATA[Economist Intelligence Unit]]></category>

		<category domain="tag"><![CDATA[Quality of Life]]></category>

		<category domain="tag" nicename="quality-of-life"><![CDATA[Quality of Life]]></category>

		<category domain="tag"><![CDATA[Quality of Life Ranking]]></category>

		<category domain="tag" nicename="quality-of-life-ranking"><![CDATA[Quality of Life Ranking]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2319</guid>
<description></description>
<content:encoded><![CDATA[Evaluating city livability is an important aspect of local government performance management. One of the most popular approaches is the one used by the Economist Intelligence Unit in preparing the <strong>“Quality of Life Ranking”.</strong>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Melbourne-Quality-of-Life.jpg"><img class="aligncenter size-full wp-image-2321" title="Melbourne - Quality of Life" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Melbourne-Quality-of-Life.jpg" width="500" height="400" /></a><span style="color: #888888;">Source: Economist Intelligence Unit</span></p>
<!--more-->The Economist Intelligence Unit <strong>“Quality of Life Ranking” </strong>report evaluates living conditions in 140 cities from around the world. The Quality of Life Index calculated for each evaluated city is based on both quantitative and qualitative data gathered for over 30 indicators which are grouped in 5 individually weighted categories:
<p style="padding-left: 60px;"><strong>1. Stability</strong> (25%): i.e. threat of terrorism, threat of military conflict</p>
<p style="padding-left: 60px;"><strong>2. Healthcare </strong>(20%): i.e. availability of public and private healthcare, availability of medicines</p>
<p style="padding-left: 60px;"><strong>3. Culture and environment</strong> (25%): i.e. level of corruption and censorship, availability of consumer goods and services</p>
<p style="padding-left: 60px;"><strong>4. Education</strong> (10%): i.e. availability of private education</p>
<p style="padding-left: 60px;"><strong>5. Infrastructure</strong> (20%) i.e. quality of road network, quality of energy and water provision, quality of telecommunication infrastructure</p>
Each indicator is rated between one and five, where one means that there is no reduction in quality of life and five means the quality of life is extremely challenging.

General ratings for the whole Index are between 0% and 100%, where 0% means that the quality of life is intolerable and 100% is exceptional.

<a href="http://www.smartkpis.com/kpi/industries/" target="_blank">
</a>

<strong>Additional resources</strong>

<a href="http://www.smartkpis.com/" target="_blank">smartkpis.com</a> provides its users with a comprehensive library of KPIs from different industries, some of them with direct correspondence to the categories used by the Economist Intelligence Unit  Quality of Life report:
<ul>
	<li>Smartkpis.com (2010) “<a href=" http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">KPIs examples for Healthcare</a>”</li>
</ul>
<ul>
	<li>Smartkpis.com (2010) “<a href=" http://www.smartkpis.com/kpi/industries/education-training/" target="_blank">KPIs examples for Education</a>”</li>
</ul>
<ul>
	<li>Smartkpis.com (2010) “<a href="http://www.smartkpis.com/kpi/industries/infrastructure-operations/" target="_blank">KPIs examples for Infrastructure</a>”</li>
</ul>
<ul>
	<li>Smartkpis.com (2010) “ <a href="http://www.smartkpis.com/kpi/industries/transportation/local-public-transport/" target="_blank">KPIs examples for Public Transport</a>”</li>
</ul>
<ul>
	<li>Smartkpis.com (2010) “<a href="http://www.smartkpis.com/kpi/industries/government/local-public-administration/" target="_blank"> KPIs example for Government</a>”</li>
</ul>
<strong>References:</strong>
<ul>
	<li>EIU Worldwide Cost of Living, The Economist Intelligence Unit, available at:<a href="http://eiuhelp.enumerate.com/AbouttheEIUWorldwideCostofLivingsurvey/WhatistheEIUWorldwideCostofLivingSurvey/tabid/235/Default.aspx" target="_blank"> http://eiuhelp.enumerate.com/AbouttheEIUWorldwideCostofLivingsurvey</a> (accessed 22 March 2010)</li>
</ul>]]></content:encoded>
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<wp:post_id>2319</wp:post_id>
<wp:post_date>2010-03-22 20:01:52</wp:post_date>
<wp:post_date_gmt>2010-03-22 09:01:52</wp:post_date_gmt>
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<title>The World&#039;s Most Innovative Companies 2010</title>
<link>http://www.smartkpis.com/blog/the-worlds-most-innovative-companies-in-2010/</link>
<pubDate>Tue, 23 Mar 2010 09:10:54 +0000</pubDate>
<dc:creator><![CDATA[Ophenia]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Brand]]></category>

		<category domain="tag" nicename="brand"><![CDATA[Brand]]></category>

		<category domain="tag"><![CDATA[Fast Company]]></category>

		<category domain="tag" nicename="fast-company"><![CDATA[Fast Company]]></category>

		<category domain="tag"><![CDATA[Innovation]]></category>

		<category domain="tag" nicename="innovation"><![CDATA[Innovation]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2241</guid>
<description></description>
<content:encoded><![CDATA[<strong>“The World’s Most Innovative Companies 2010”</strong> report was recently published by Fast Company. It reports analyzes over 250 companies, including more than 75 non-U.S. businesses, and emphasizes the <strong>Top 50 Most Innovative Companies</strong>. In addition to the Top 50, Fast Company cited <strong>59 Innovation All-stars</strong>, culled from past Top 50 honorees, plus ranked the Top 10 Most Innovative Companies in 24 categories, including advertising and marketing, biotechnology, film and TV, media, music, and sports.

Below is a snapshot of the top presented by Fast Company.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Most-innovative-companies.png"><img class="aligncenter size-full wp-image-2243" title="Most innovative companies" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Most-innovative-companies.png" width="450" height="521" /></a><span style="color: #888888;">Source: Fast Company (2010)</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Most-innovative-companies.png">
</a></p>
<!--more-->What lacks in this report is the means by which the selection and ranking was generated. There are<strong> no indicators or criteria of company's selection</strong>, making <strong>the validity of the rankings questionable</strong>. However, this raises several important questions:
<ul>
	<li>On what bases should a company be considered more innovative than another?</li>
	<li>How important is the difference between the customer perception of a company as being innovative relative to the actual innovation that took place?</li>
	<li>Should innovation be measured by volume or quality of innovation?</li>
</ul>
<strong>At organizational level, measuring performance in innovation</strong> is commonly done through a variety of metrics, many of them listed in the library of KPI examples available on <a title="smartKPIs.com" href="http://www.smartkpis.com" target="_blank">www.smartKPIs.com</a>:
<ul>
	<li><a title="# Hours spent developing innovations" href="http://www.smartkpis.com/kpi-key-performance-indicator/hours-spent-developing-innovations-2185.html" target="_blank"># Hours spent developing innovations</a></li>
	<li><a title="% Innovations that significantly advance existing business" href="http://www.smartkpis.com/kpi-key-performance-indicator/innovations-that-significantly-advance-existing-business-2231.html" target="_blank">% Innovations that significantly advance existing business</a></li>
	<li><a title="% Idea conversion rate" href="http://www.smartkpis.com/kpi-key-performance-indicator/idea-conversion-rate-622.html" target="_blank">% Idea conversion rate</a></li>
	<li><a title="% Expenditure saved by introducing innovations" href="http://www.smartkpis.com/kpi-key-performance-indicator/expenditure-saved-by-introducing-innovations-200.html" target="_blank">% Expenditure saved by introducing innovations</a></li>
	<li><a title="% Employees involved in the innovation process" href="http://www.smartkpis.com/kpi-key-performance-indicator/employees-involved-in-the-innovation-process-24.html" target="_blank">% Employees involved in the innovation process</a></li>
</ul>
Another example of report regarding innovation performance, this time at national level, is “The Innovation Capacity Index”, presented in a <a title="The Innovation Capacity Index" href="http://www.smartkpis.com/blog/2010/01/17/the-innovation-capacity-index/" target="_blank">previous blog post</a>. The report contains the 2009-2010 Innovation Capacity Index rankings of 131 countries, and the factors that were taken into consideration while creating the ranking.

<strong>References</strong>

smartKPIs.com (2010), “KPI examples for Knowledge and Innovation Functional Area, Innovation subcategory”, available at <a href="../../kpi/functional-areas/knowledge-and-innovation/innovation/">http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/innovation/</a> (accessed 21 March 2010).

smartKPIs.com (2010), “The Innovation Capacity Index” blog post, available at <a href="http://www.smartkpis.com/blog/2010/01/17/the-innovation-capacity-index/">http://www.smartkpis.com/blog/2010/01/17/the-innovation-capacity-index/</a> (accessed 21 March 2010)

FastCompany.com (2010), “The World’s Most Innovative Companies 2010”, available at <a href="http://www.fastcompany.com/mic/2010">http://www.fastcompany.com/mic/2010</a> (accessed 21 March 2010)]]></content:encoded>
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<wp:post_id>2241</wp:post_id>
<wp:post_date>2010-03-23 20:10:54</wp:post_date>
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<title>Facebook overtakes Google, becoming the most visited website in US . For now...</title>
<link>http://www.smartkpis.com/blog/facebook-overtakes-google-becoming-the-most-visited-website-in-us-for-now/</link>
<pubDate>Wed, 24 Mar 2010 09:23:05 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Experian Hitwise]]></category>

		<category domain="tag" nicename="experian-hitwise"><![CDATA[Experian Hitwise]]></category>

		<category domain="tag"><![CDATA[Facebook]]></category>

		<category domain="tag" nicename="facebook"><![CDATA[Facebook]]></category>

		<category domain="tag"><![CDATA[Google]]></category>

		<category domain="tag" nicename="google"><![CDATA[Google]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2268</guid>
<description></description>
<content:encoded><![CDATA[In the second week of March 2010, <strong>Facebook surpassed Google</strong> in the US and <strong>became the most visited website for the week</strong>, according to a report from Experian Hitwise, a global information services company. Facebook accounted for <strong>7.07 %</strong> of all Web traffic in the United States in that week, while Google<strong> </strong>accounted for<strong> 7.03 %</strong> of all traffic. This marks the first time Facebook has posted a weekly traffic volume over Google.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Facebook-vs.-google.gif"><img class="aligncenter size-full wp-image-2269" title="Facebook vs. google" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Facebook-vs.-google.gif" width="508" height="409" /></a>

<!--more-->On a daily basis, Facebook overtook Google on 3 previous occasions prior to the weekend of March 6th and 7th 2010: on Christmas Eve, Christmas Day, and New Year’s Day 2009.

The market share of visits to <a href="http://www.Facebook.com" target="_blank">www.Facebook.com</a>increased 185% during March 7-13, as compared to the same week in 2009, while visits to <a href="http://www.Google.com" target="_blank">www.Google.com</a> increased 9% during the same time frame. Facebook totaled 400 million worldwide users as of February, up from 200 million in April 2009.

The Key Performance Indicators that were used for the ranking done by Experian Hitwise are:<strong> </strong>
<ul>
	<li><strong>% Market share of visits</strong></li>
	<li><strong>% Increase in market share of visits</strong></li>
	<li><strong># Users</strong></li>
</ul>
For more performance indicators in this area, visit the <a href="http://www.smartkpis.com/kpi/functional-areas/online-presence-ecommerce/" target="_blank"><strong>Library of KPI examples for Online Presence.</strong> </a>

<strong>References: </strong>

Experian Hotwise (2010), Facebook Reaches Top Rankings in US, available at <a href="http://weblogs.hitwise.com/heather-dougherty/2010/03/facebook_reaches_top_ranking_i.html" target="_blank">http://weblogs.hitwise.com/heather-dougherty/2010/03/facebook_reaches_top_ranking_i.html</a> (accessed 22nd March 2010)

smartKPIs.com (2010), <em>“KPI examples for the Online presence”</em>, available at <a href="http://www.smartkpis.com/kpi/functional-areas/online-presence-ecommerce/" target="_blank">http://www.smartkpis.com/kpi/functional-areas/online-presence-ecommerce/</a> (accessed 15 March 2010).]]></content:encoded>
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<title>Measuring loyalty with KPIs: Facebook vs. Google</title>
<link>http://www.smartkpis.com/blog/visitors-loyalty-based-on-the-referring-source-facebook-vs-google/</link>
<pubDate>Thu, 25 Mar 2010 09:26:56 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Experian Hitwise]]></category>

		<category domain="tag" nicename="experian-hitwise"><![CDATA[Experian Hitwise]]></category>

		<category domain="tag"><![CDATA[Facebook]]></category>

		<category domain="tag" nicename="facebook"><![CDATA[Facebook]]></category>

		<category domain="tag"><![CDATA[Google]]></category>

		<category domain="tag" nicename="google"><![CDATA[Google]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2278</guid>
<description></description>
<content:encoded><![CDATA[According to a report from global information services company<strong> </strong>Experian Hitwise,<strong> Facebook visitors are more loyal to News and Media websites than are visitors from News.Google.com</strong>. <em>"In particular, among the top 5 Print Media websites in the week ending March 6, 2010, 78% of Facebook.com users were returning visitors compared to 67% from Google News. The figures are almost identical for Broadcast Media, with a 77% returning rate for Facebook.com compared to 64% for Google News."</em>

The KPIs used in this report were:
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/new-versus-returning-visitors-3938.html" target="_blank"><strong>% New versus returning visitors</strong></a>,  where new visitors are defined as those that haven't visited the site within the past 30 days</li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/returning-visitors-2606.html" target="_blank"><strong>% Returning visitor rate</strong></a></li>
</ul>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Returning-visitor-rate-Google-News-v-Facebook1.png"><img class="aligncenter size-full wp-image-2280" title="Returning visitor rate Google News v Facebook" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Returning-visitor-rate-Google-News-v-Facebook1.png" width="503" height="267" /></a><!--more-->

<a href="http://weblogs.hitwise.com/info/heather-hopkins.html" target="_blank">Heather Hopkins</a>, Senior Online Analyst at Hitwise, uses the following example: " 81% of visits to CNN.com in the week to March 6, 2010 were returning visitors while 84% of visitors to CNN.com that came from Facebook.com were returning visitors and 72% from Google News were returning visitors."

According to Hitwise, in most cases, Google.com is the first source of traffic to these sites. However,<strong> visitors from Google are less likely to be returning visitors than average for either Google News or Facebook.</strong>

The KPIs used for measuring performance of a website can make the difference when concluding if the website is successful or not. Therefore, selecting the most relevant performance indicators is a very important process.

<strong><a href="http://www.smartkpis.com" target="_blank">smartKPIs.com</a></strong> offers specific performance indicators examples for this area in the <a href="http://www.smartkpis.com/kpi/functional-areas/online-presence-ecommerce/" target="_blank"><strong>Library of KPI examples for Online Presence.</strong></a>

<strong>References: </strong>

Experian Hotwise (2010), Facebook Visitors Come Back Again and Again, available at <a href="http://weblogs.hitwise.com/us-heather-hopkins/2010/03/facebook_visitors_come_back_ag.html" target="_blank">http://weblogs.hitwise.com/us-heather-hopkins/2010/03/facebook_visitors_come_back_ag.html</a> (accessed 22nd March 2010)

smartKPIs.com (2010), <em>“KPI examples for the Online presence”</em>, available at <a href="http://www.smartkpis.com/kpi/functional-areas/online-presence-ecommerce/" target="_blank">http://www.smartkpis.com/kpi/functional-areas/online-presence-ecommerce/</a> (accessed 15 March 2010).]]></content:encoded>
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<title>Red, yellow and green signaling in performance scorecards - Part 2 - Meaning of colors</title>
<link>http://www.smartkpis.com/blog/red-yellow-and-green-signaling-in-performance-scorecards-%e2%80%93-part-2-%e2%80%93-meaning-of-colors/</link>
<pubDate>Fri, 26 Mar 2010 11:24:58 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

		<category domain="tag"><![CDATA[Traffic Light]]></category>

		<category domain="tag" nicename="traffic-light"><![CDATA[Traffic Light]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2376</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 12/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
The previous update explored the historic journey of using red, yellow and green for performance management signaling. It illustrated how red and green traffic lights were initially used in railway signaling and gradually adopted for road traffic management. Yellow was added to the traffic light in 1920, about 50 years after the first traffic light was introduced. William Potts, a Detroit Traffic Police Superintendent designed the first 4-way, 3 color traffic light.

Yellow was introduced to signal a “caution” interval, warning of an upcoming signal change from either red to green or green to red. It was required to command greater attention from motorists as speed in intersections increased and the breaking required more time and advance notice (Lamm, 2010). Yellow is a high visibility color that works well with road traffic signaling and is well positioned half way between the red and green light spectrum.

Gradually red, yellow and green signaling started to be used in business environments, to signal stock prices variances (red and green) and variations in performance reports. Besides their light wavelength properties, there are additional meanings and properties that popular culture and research associated with these colors.
<ul>
	<li>Red: glowing, energy, confidence, alive, purity, good luck, passion, desire, love, excitement, danger, warning, war, stop.</li>
	<li>Yellow: sunshine, warm, exciting, happy, hope, courage, unstable, spontaneous, attention getter.</li>
	<li>Green: peace, stillness, nature, growth, harmony, freshness, safety, restful, stability, endurance.</li>
</ul>
<!--more-->In performance management, the meaning of these colors are:
<ul>
	<li>Red: Results are under the established target and require urgent attention.</li>
	<li>Yellow: Results are under the established target, but within a tolerance interval. They need to be analyzed and monitored.</li>
	<li>Green: Results are on or over the established target.</li>
</ul>
When using such performance variance intervals, an important aspect that needs to be addressed before reporting is the values for each interval. What value of results “makes” them yellow or red? The steps to be followed are:
<ol>
	<li>Establishment of the performance target for the measure.</li>
	<li>Decision if a standardized variance interval will be used for all measures or if a customized variance interval will be used for each. An example for the first option is: all measures with results between 80-99% of the target are labeled as yellow. An example for the second option is: for measure a and be the tolerance interval is 90-99%, while for measure c and d it is 70-99%.</li>
	<li>Establishment of tolerance intervals for each measure. This is a simple process if the same standard is adopted at step 2 or more time consuming if different tolerance intervals are established as part of step 2.</li>
</ol>
For qualitative measures, the performance variance intervals are defined by establishing what performance standards are required for each of the colors illustrating performance results.

The use of colors has thousands of years of tradition, however in terms of business and performance reporting, perhaps we are still in the early stages of working with color. Nevertheless, color enhances performance reports and with an increase emphasis on data visualization, it is just a matter of time until innovations in this area will start to emerge. After all it took over 50 years to add a new color to road traffic light signaling.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan

<strong>Performance Architect,</strong>

<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>
<h3><strong>References</strong></h3>
&nbsp;

Lamm W., 2010, History of Traffic Signal Design, available online at: <a href="http://www.kbrhorse.net/signals/history01.html">http://www.kbrhorse.net/signals/history01.html</a> Accessed on 26 March 2010.]]></content:encoded>
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<wp:post_date>2010-03-26 22:24:58</wp:post_date>
<wp:post_date_gmt>2010-03-26 11:24:58</wp:post_date_gmt>
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<title>The best driver in the world - Castrol Driver Rankings for Formula 1 - Nascar - WRC</title>
<link>http://www.smartkpis.com/blog/the-best-driver-in-the-world-castrol-driver-rankings-for-formula-1-nascar-wrc/</link>
<pubDate>Sat, 27 Mar 2010 01:36:08 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Castrol]]></category>

		<category domain="tag" nicename="castrol"><![CDATA[Castrol]]></category>

		<category domain="tag"><![CDATA[Castrol Rankings]]></category>

		<category domain="tag" nicename="castrol-rankings"><![CDATA[Castrol Rankings]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Nascar]]></category>

		<category domain="tag" nicename="nascar"><![CDATA[Nascar]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2294</guid>
<description></description>
<content:encoded><![CDATA[<strong>Who is the best driver in the world?</strong>

With a wide variety of motorsport competitions in place around the world, this is one of the questions that started many passionate debates, staying for many years on the lips of millions of motorsport fans. Today, Castrol Driver Rankings provides all motorsport fans with a powerful and objective tool for assessing driver’s performance and determine who the best driver in the world is. According with the current rankings, the Castrol Driver Dynamic Table is topped by Jenson Button followed by Sebastian Vettel and Sebastien Loeb.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/formula1.jpg"><img class="aligncenter size-full wp-image-2295" title="formula1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/formula1.jpg" width="325" height="270" /></a><span style="color: #888888;">Source: www.castroldriverrankings.com, 2010</span></p>
<strong><!--more-->What is Castrol Driver Rankings?</strong>

The Castrol Driver Rankings is developed by a panel of experts and measures every aspect of a driver individual performance in each event they participate at,  taking in consideration world's top 2000 drivers from  47 Championships and more than 650 race events. Among the most important Championships analyzed are Formula1, NASCAR or World Rally Car. However competitions such as World Touring Car Championship, Le Mans Series or IndyCar Series are not missed out.

<strong>How is Castrol Driver Rankings measured ?</strong>

The points in the Castrol Ranking Dynamic Lead Table are rewarded based only on the drivers recorded performance results in the qualifying rounds and race and takes in consideration measures such as:

<strong># Fastest lap time</strong>

<strong># Laps lead</strong>

<strong># Positions gained / lost, </strong>or

<strong># Race consistency</strong>

To ensure an objective ranking across all competitions the points won by each driver are adjusted according with the importance of the competition and number of events held. Being updated on a weekly basis the Castrol Ranking ensures that fans know at any given point in time who is the best driver in the world. Fans can also follow the Castrol Edge Performer category in order to review how their favorite drivers performed on a monthly basis.

<strong>Do you want to find out more?</strong>
<p style="text-align: left;">View the Castrol Driver Rankings video presentation below, or visit the official <a href="http://www.castroldriverrankings.com/" target="_blank">Castrol Rankings website</a> for complete facts and analysis.</p>
<p style="text-align: left;"><object width="550" height="350" classid="clsid:d27cdb6e-ae6d-11cf-96b8-444553540000" codebase="http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0"><param name="allowFullScreen" value="true" /><param name="allowscriptaccess" value="always" /><param name="src" value="http://www.youtube.com/v/IxckUnlxQ6M&amp;hl=en_US&amp;fs=1&amp;" /><param name="allowfullscreen" value="true" /><embed width="550" height="350" type="application/x-shockwave-flash" src="http://www.youtube.com/v/IxckUnlxQ6M&amp;hl=en_US&amp;fs=1&amp;" allowFullScreen="true" allowscriptaccess="always" allowfullscreen="true" /></object></p>
<strong>Additional resources</strong>
<ul>
	<li>smartkpis.com (2010) " Measures from Sport Industry" available at<a href="http://www.smartkpis.com/kpi/industries/sports/" target="_blank"> http://www.smartkpis.com/kpi/industries/sports/</a> (accessed 24 March 2010)</li>
</ul>
<strong> References</strong>
<ul>
	<li>Rankings (2010) powered by autosport.com, available at: <a href="http://www.castroldriverrankings.com/" target="_blank">http://www.castroldriverrankings.com/</a> (accessed 24 March 2010)</li>
</ul>
<ul>
	<li>Castrol Ranking Guide (2010) powered by autosport.com, available at: <a href="http://cdn.images.autosport.com/digitalmag/castrolrankings/" target="_blank"> http://cdn.images.autosport.com/digitalmag/castrolrankings/</a> (accessed 24 March 2010)</li>
</ul>]]></content:encoded>
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<title>Performance measurement and KPI selection in the library services sector</title>
<link>http://www.smartkpis.com/blog/performance-measurement-and-kpi-selection-in-the-library-services-sector/</link>
<pubDate>Mon, 29 Mar 2010 11:55:50 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Library]]></category>

		<category domain="tag" nicename="library"><![CDATA[Library]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2392</guid>
<description></description>
<content:encoded><![CDATA[With an estimated number of 122.566 establishments of all kinds (public, academic and school libraries) only in the Unites States (American Library Association, 2010), the public library sector is of major importance for the long-term development of the mankind, collecting and making available for use valuable sources of information people need and use in all-related aspects of life.

Performance measurement in the public library sector has a long history. An important event was the establishment of <a href="http://equinox.dcu.ie/reports/pilist.html" target="_blank"><strong>the EQUINOX project</strong></a> , a European-wide initiative, funded by the Telematics for Libraries Program (from the European Commission). Launched in 1998, it aimed to expand the traditional performance measures with indicators for the electronic library environment, on one hand and, on the other hand, develop an integrated tool for quality management and performance measurement addressing library managers’ needs. This initiative emerged from the conclusions of former projects that outlined the need to support managers of hybrid (traditional &amp; electronic) libraries, from a more flexible performance measurement and quality management perspective that was the ISO 9002.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/www.smartKPIs.com_performance_measures_KPIs_for_library_services.jpg"><img class="aligncenter" title="www.smartKPIs.com_performance_measures_KPIs_for_library_services" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/www.smartKPIs.com_performance_measures_KPIs_for_library_services.jpg" width="300" height="239" /></a></p>
<!--more-->However, by 2004, at the time of the World Summit on the Information Society, the Statistics and Evaluation section of the International Federation of Library Associations and Institutions (IFLA) website still did not establish a set of “robust” global library statistics. To address this need a <strong>Global library statistics</strong> development initiative was put in place (Ellis, Heaney, Meunier, Poll, 2009) and several <strong>“core indicators”</strong> were identified, focusing on five levels:
<ul>
	<li><strong>Access and facilities </strong>(i.e <strong><span style="color: #808080;"># Average number of libraries per 1000 inhabitants</span></strong>)</li>
	<li><strong>Collection </strong>(i.e <strong><span style="color: #808080;"># Average number of volumes in public libraries per 1000 literate inhabitants</span></strong>)</li>
	<li><strong>Library use and users</strong> (i.e <strong><span style="color: #808080;"># Registered users in higher education libraries as a percentage of number of students</span></strong>)</li>
	<li><strong>Library staff</strong> (i.e <strong><span style="color: #808080;"># Average number of employees in public libraries</span></strong>)</li>
	<li><strong>Expenditure</strong> (i.e <strong><span style="color: #808080;">$ Expenditure on literature and information per inhabitant in public libraries</span></strong>)</li>
</ul>
Along with these macro initiatives, individual libraries have their own performance measurement efforts. Why should they focus on that? Because of at least three<strong> reasons:</strong>
<ol>
	<li>The data they provide as a result of the measurement process can subsequently be used to produce aggregated macro statistics (similar to the ones mentioned above), needed at regional, national or global level.</li>
	<li>Public libraries, sustained by means of public financing, need to be accountable for the way they use the resources and how they deliver the service they are established for.</li>
	<li>The numbers resulted from the measurement process are of great importance for the society, mainly those connected to library use and users as they reflect dimensions connected to the intellectual or cultural state or preoccupations of the population.</li>
</ol>
Today, there is an vast amount of indicators used as part of library performance measurement initiatives. Some are constructed using different standards and formats, so measures vary from one type of library to another, depending on the nature of operations (national library, school library etc.). Others are generic and can be used in any kind of library institution.

In the case of the latter ones, the<strong> international standard ISO 11620 “Library performance indicators” </strong>describes a number of <strong>45 indicators</strong> addressing issues relevant to nearly all types of libraries, such as (Poll, 2008):
<ul>
	<li><strong><span style="color: #808080;"># Median time of document processing</span></strong></li>
	<li><strong><span style="color: #808080;">% User satisfaction rate</span></strong></li>
	<li><strong><span style="color: #808080;"># Speed of inter-library lending</span></strong></li>
	<li><strong><span style="color: #808080;">$ Cost per download per electronic source</span></strong></li>
	<li><strong><span style="color: #808080;">% Library means received by special grants
</span></strong></li>
</ul>
These general indicators are complemented by several performance measures that reflect the situation at national level (and can be used in the case of <strong>national libraries</strong>):
<ul>
	<li><strong><span style="color: #808080;">% National publications acquired by the national library</span></strong></li>
	<li><strong><span style="color: #808080;">% Collection’s coverage of the national media production</span></strong></li>
	<li><strong><span style="color: #808080;">% Staff in national or international collaboration</span></strong></li>
</ul>
An important aspect in the library’s activity is the <strong>digitization</strong>, important for at least two reasons: it makes the heritage collections universally available and it allows the conservation of the original material by making available a digital surrogate (Poll, 2008). An example of a digitization performance measure is the <strong><span style="color: #888888;">% Documents digitized per special collection<span style="color: #000000;">.</span></span></strong>

<strong><span style="color: #888888;"><span style="color: #000000;">
</span></span></strong>
<h3>Resources</h3>
For a list of library KPI examples visit: <a href="http://www.smartkpis.com/kpi/industries/arts-and-culture/libraries-and-archives/" target="_blank">http://www.smartkpis.com/kpi/industries/arts-and-culture/libraries-and-archives/</a>

To see some of these performance measures employed in practice, you can visit the <a href="http://www.smartkpis.com/kpi_examples_in_practice/kb-koninklijke-bibliotheek-performance-report-libraries-and-archives-industry-196.html" target="_blank">Koninklijke Bibliotheek </a> in Netherlands and the <a href="http://www.smartkpis.com/kpi_examples_in_practice/british-library-performance-report-libraries-and-archives-industry-192.html" target="_blank">British Library</a> pages in <a href="http://www.smartkpis.com/kpi_examples_in_practice/dashboard/" target="_blank">KPIs in practice</a> section of <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a>.
<h3><strong>References</strong></h3>
American Library Association<strong> </strong>(2010), "Number of Libraries in the Unites States Fact Sheet", available at: <a href="http://www.ala.org/ala/professionalresources/libfactsheets/alalibraryfactsheet01.cfm" target="_blank">http://www.ala.org/ala/professionalresources/libfactsheets/alalibraryfactsheet01.cfm</a> (accessed 26 March 2010).

Ellis, S., Heaney, M., Meunier, P., Poll. R. (2009), “Global Library Statistics”, <em>IFLA Journal</em>, Vol. 35 No. 2, pp. 123-130.

Poll, R. (2008), “The cat’s pyjamas? Performance indicators for national libraries”, <em>Performance Measurement and Metrics</em>, Vol. 9 No. 2, pp. 110-117.]]></content:encoded>
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<title>Guerilla Marketing Metrics - Nokia - The World&#039;s Biggest Signpost</title>
<link>http://www.smartkpis.com/blog/guerilla-marketing-metrics-nokia-the-worlds-biggest-signpost/</link>
<pubDate>Tue, 30 Mar 2010 08:55:54 +0000</pubDate>
<dc:creator><![CDATA[Ophenia]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Guerilla Marketing]]></category>

		<category domain="tag" nicename="guerilla-marketing"><![CDATA[Guerilla Marketing]]></category>

		<category domain="tag"><![CDATA[Initiative]]></category>

		<category domain="tag" nicename="initiative"><![CDATA[Initiative]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Marketing and Communications]]></category>

		<category domain="tag" nicename="marketing-and-communications"><![CDATA[Marketing and Communications]]></category>

		<category domain="tag"><![CDATA[Nokia]]></category>

		<category domain="tag" nicename="nokia"><![CDATA[Nokia]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

		<category domain="tag"><![CDATA[Viral Media]]></category>

		<category domain="tag" nicename="viral-media"><![CDATA[Viral Media]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2445</guid>
<description></description>
<content:encoded><![CDATA[<h3>The Right Direction in the Simplest Way</h3>
<ul>
	<li>A signpost the size of two double decker buses</li>
	<li>A 50 meter tall motorized crane, weighting 60 tonnes</li>
	<li>A location: Potters Field, London</li>
	<li>A time period: 16 October – 6 November 2009</li>
</ul>
<h3><strong><!--more-->Results</strong></h3>
<ul>
	<li>The World's Biggest Signpost</li>
	<li>862 000 views of the installation just by walking over Tower Bridge alone</li>
	<li>Increase by 129% of unique visitors to Nokia’s online navigation service</li>
	<li>29%  visitor returns on the navigation service page</li>
</ul>
<object width="533" height="300" classid="clsid:d27cdb6e-ae6d-11cf-96b8-444553540000" codebase="http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0"><param name="allowfullscreen" value="true" /><param name="allowscriptaccess" value="always" /><param name="src" value="http://vimeo.com/moogaloop.swf?clip_id=8758205&amp;server=vimeo.com&amp;show_title=1&amp;show_byline=1&amp;show_portrait=0&amp;color=00ADEF&amp;fullscreen=1" /><embed width="533" height="300" type="application/x-shockwave-flash" src="http://vimeo.com/moogaloop.swf?clip_id=8758205&amp;server=vimeo.com&amp;show_title=1&amp;show_byline=1&amp;show_portrait=0&amp;color=00ADEF&amp;fullscreen=1" allowfullscreen="true" allowscriptaccess="always" /></object>

<strong>References</strong>

Nokia Blogs (2009),<em> The Nokia Signpost has now gone live</em>, available at <a href="http://blogs.nokia.com/nseries/2009/10/28/the-nokia-signpost-has-now-gone-live/">http://blogs.nokia.com/nseries/2009/10/28/the-nokia-signpost-has-now-gone-live/</a> (accessed on 30 March 2010)

Farfar (2009), <em>The World's Biggest Signpost</em>, available at <a href="http://farfarlabs.com/awards/general/nokia/theworldsbiggestsignpost/?page=nyfa-inter">http://farfarlabs.com/awards/general/nokia/theworldsbiggestsignpost/?page=nyfa-inter</a> (accessed on 30 March 2010)

Adghost’s videos (2010), <em>The World's Biggest Signpost</em>, available at <a href="http://www.vimeo.com/8758205">http://www.vimeo.com/8758205</a> (accessed on 30 March 2010)]]></content:encoded>
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<title>Google Metrics: Facts and Figures as of March 2010 - Infographic</title>
<link>http://www.smartkpis.com/blog/google-metrics-facts-and-figures-as-of-march-2010/</link>
<pubDate>Wed, 31 Mar 2010 09:01:22 +0000</pubDate>
<dc:creator><![CDATA[Ophenia]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Google]]></category>

		<category domain="tag" nicename="google"><![CDATA[Google]]></category>

		<category domain="tag"><![CDATA[Infographic]]></category>

		<category domain="tag" nicename="infographic"><![CDATA[Infographic]]></category>

		<category domain="tag"><![CDATA[Innovation]]></category>

		<category domain="tag" nicename="innovation"><![CDATA[Innovation]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Noogler]]></category>

		<category domain="tag" nicename="noogler"><![CDATA[Noogler]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2428</guid>
<description></description>
<content:encoded><![CDATA[<h3></h3>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Google-Facts-and-Figures.png"><img class="aligncenter size-full wp-image-2429" title="Google Facts and Figures" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Google-Facts-and-Figures.png" width="580" height="3959" /></a><span style="color: #888888;">Source: Pingdom, 2010</span></p>
<strong><span style="color: #000000;">References</span></strong>

Pingdom (2010), <em>Google facts and figures (massive infographic)</em>, available at <a href="http://royal.pingdom.com/2010/02/24/google-facts-and-figures-massive-infographic/">http://royal.pingdom.com/2010/02/24/google-facts-and-figures-massive-infographic/</a> (accessed on 29 March 2010)]]></content:encoded>
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<wp:post_id>2428</wp:post_id>
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<wp:post_date_gmt>2010-03-31 09:01:22</wp:post_date_gmt>
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<title>Over 500 Key Performance Indicators (KPI) in practice reports on smartkpis.com</title>
<link>http://www.smartkpis.com/blog/over-500-key-performance-indicators-kpi-in-practice-reports-on-smartkpis-com/</link>
<pubDate>Thu, 01 Apr 2010 08:42:38 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2474</guid>
<description></description>
<content:encoded><![CDATA[To learn more about Performance Management and Key  Performance Indicators visit

<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered users can now learn about how companies use Key Performance Indicators (KPIs) to monitor their performance by reviewing <strong>over 500 <em>KPIs in practice</em> reports documented and published</strong> in the online repository. The <strong>smartKPIs.com</strong> team focused in the last few days on publishing reports from the manufacturing - automotive and real estate industries. <em>KPIs in practice</em> reports specific to the education and healthcare industries were also added to the database.

<!--more-->The <em>KPIs in practice</em> repository now contains reports from almost all industries in the smartKPIs.com business taxonomy, from over 55 countries, as diverse as <strong><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/jordan/" target="_blank">Jordan</a></strong>, <strong><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/greece/" target="_blank">Greece</a></strong>,<a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/ethiopia/" target="_blank"> <strong>Ethiopia</strong></a>, <strong><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/romania/" target="_blank">Romania</a></strong>, <strong><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/seychelles/" target="_blank">Seychelles</a></strong> or <a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/bermuda/" target="_blank"><strong>Bermuda</strong></a>. The countries with the highest number of KPIs in practice reports are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/united-states/" target="_blank">United States (111)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/united-kingdom/" target="_blank">United Kingdom (92)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/australia/" target="_blank">Australia (63)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/canada/" target="_blank">Canada (33)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/germany/" target="_blank">Germany (30)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/financial-institutions/" target="_blank">Financial Institutions (59)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/healthcare/" target="_blank">Healthcare (56)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/manufacturing/" target="_blank">Manufacturing (46)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/transportation/" target="_blank">Transportation (44)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/education-training/" target="_blank">Education &amp; Training (38)</a></li>
</ul>
Example of a documented KPIs in practice report:<strong><a href="http://www.smartkpis.com/kpi_examples_in_practice/shell-performance-report-oil-and-gas-industry-18.html" target="_blank"> Shell</a></strong>
<h3><em>KPIs in Practice</em> user experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn</strong>: To learn more about Performance Management and Key  Performance Indicators visit the <a href="http://www.smartkpis.com/pages/context/">Resources section</a>.</li>
	<li><strong>Explore</strong>: To explore the <strong><em>KPIs in Practice</em></strong> catalog by navigating the functional area and industry directory, visit  the <a href="http://www.smartkpis.com/kpi_examples_in_practice/browse-kpis/" target="_blank">Browse<em><strong> KPIs in Practice</strong></em> section</a>.</li>
	<li><strong>Customize</strong>: To build your customized catalog of <strong><em>KPIs in  Practice </em></strong>reports by saving favorite reports for later use, visit  the <a href="http://www.smartkpis.com/kpi_examples_in_practice/user-kpis.html">My  <em><strong>KPIs in Practice</strong></em> section</a>.</li>
	<li><strong>Contribute</strong>: To propose a new example of<strong><em> KPIs in  Practice</em></strong> report, visit the <a href="http://www.smartkpis.com/kpi_examples_in_practice/submit.html" target="_blank">Submit <em><strong>KPIs in Practice</strong></em> report section</a>.</li>
	<li><strong>Collaborate</strong>: To collaborate with other users and to discuss <em><strong>KPIs  in Practice</strong></em> reports, add comments on each <a href="http://www.smartkpis.com/kpi_examples_in_practice/united-states-postal-service-performance-report-postal-and-courier-services-industry-61.html" target="_blank"><em><strong>KPIs in Practice</strong></em> report description page</a>.</li>
</ul>]]></content:encoded>
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<wp:post_id>2474</wp:post_id>
<wp:post_date>2010-04-01 19:42:38</wp:post_date>
<wp:post_date_gmt>2010-04-01 08:42:38</wp:post_date_gmt>
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<title>An introduction to theory in Performance Management: Agency theory and its link to pay for performance arrangements</title>
<link>http://www.smartkpis.com/blog/an-introduction-to-theory-in-performance-management-agency-theory-and-its-link-to-pay-for-performance-arrangements/</link>
<pubDate>Fri, 02 Apr 2010 00:26:23 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Agency Theory]]></category>

		<category domain="tag" nicename="agency-theory"><![CDATA[Agency Theory]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag"><![CDATA[Performance Management Theory]]></category>

		<category domain="tag" nicename="performance-management-theory"><![CDATA[Performance Management Theory]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2560</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 13/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
Agency theory has its origins in the research conducted by economists in the 1960s and 1970s, exploring risk sharing among individuals and groups, such as the relationship between insurers and customers. Gradually the scope of investigation expanded from risk to cooperation and division of labour between parties with different goals (Eisenhardt, 1989). As a result of this process, agency theory or the principal-agent problem addresses the relationship of agency, one of the oldest forms of social interaction. It was described eloquently in one of the first academic articles on the subject: “<em>...an agency relationship has arisen between two (or more) parties when one, designated as the agent, acts for, on behalf of, or as representative for the other, designated as principal...”</em> (Ross, 1973). The relationship between employer and employee, doctor and patient or between government and the governed are representative examples.

The theory was discussed in great detail by Eisenhardt in a series of articles published in mid to late 1980s, providing more clarity regarding the application of this theory in organizations. In an organizational context the agency theory explains how to best organize relationships in which one party (the principal) determines the work, which another party (the agent) undertakes. (Eisenhardt, 1985). The implications for performance management as a discipline are considerable, as in organizational context, the objectives of individuals, teams and the entity as a whole can be in conflict. Goal conflict can motivate incompatible actions and this has the potential to impact performance. Thus, alignment between individual and group objectives is important for maximising performance.

<!--more-->The challenge is balancing and harmonising the interests of the principal (employer) and the agent (employee). The settings in which the agency theory is defined in an organizational context are:
<ul>
	<li>Organizations are composed of a complex network of relationships between individuals and entities with conflicting objectives.</li>
	<li>Both the principal (i.e. employer) and the agent (i.e. employee) are wealth seeking “economic men” who pursue their own self interest (Tiessen and Waterhouse, 1983)</li>
</ul>
Eisenhardt (1985) presents the theory in two cases. The first one is characterised by complete information, when the behaviour of the agent is observed and the actions and motivations are transparent. The solution to this scenario is a behaviour based contract purchasing of services. However, such a scenario if less frequent due to the information asymmetry problem.

The second case is characterised by incomplete information. In this case, a fixed wage might create an incentive for the agent to avoid efforts and responsibilities since his compensation will be the same regardless of the quality of his work or his effort level (Eisenhardt, 1985). The principal has limited information regarding the level of effort and the behaviour of the agent. This generates a number of issues:
<ol>
	<li>The utility function of the agent is in contradiction to the one of the principal. In a company, the employer is interested in maximizing productivity and profit. Employees however may have their own agendas, sometimes being maximizing the benefits from the association with the organization (revenues, training, and status) with minimum effort.</li>
	<li>There is an information asymmetry between the principal and agent. The underlying behaviour motivations of both employer and employee are not clearly expressed and balanced. What makes this problem more challenging is that such motivations change continuously.</li>
	<li>Moral hazard, as the principal can’t determine the effort level employed by the agent and cannot be sure if the agent has put forth maximal effort (Eisenhardt, 1989).</li>
	<li>Adverse selection, as agents may claim their skills and experience level is higher than the actual one. The principal cannot ascertain if the agent accurately represents his ability to do the work for which he is being paid (Eisenhardt, 1989).</li>
	<li>The difference between principal and agent in terms of attitude towards risk. Often the principal is assumed to be risk neutral while the agent risk adverse (Tiessen and Waterhouse, 1983).</li>
</ol>
Possible solutions for such are scenario are:
<ol>
	<li>Increasing the quality and quantity of information related to the behaviour of the agent. This can be done through increasing the level of management, physical surveillance and establishment of control mechanisms such as budgeting systems (Eisenhardt, 1985). However it is costly and most often impractical to address the information asymmetry problem. Options such as surveillance may raise privacy and ethical issues and are not always suitable and most of the time not welcomed by the agent. The problems of adverse selection and moral hazard mean that fixed remuneration contracts are not always the ideal solutions to organize relationships between principals and agents (Jensen and Meckling, 1976).</li>
	<li>A second option is rewarding the agent based on outcomes by using arrangements such as: commissions, profit sharing, bond posting by the agent and leveraging the fear of firing. . The provision of ownership rights reduces the incentive for agents' adverse selection and moral hazard since it makes their compensation dependent on their performance, which includes risk sharing (Fama and Jensen, 1983). The disadvantage of such an approach is that the agent may be penalised or rewarded for results that were influenced by non-controllable, external factors: good outcomes may be produced despite poor efforts and poor outcomes may occur despite good efforts from the agent, to whom some of the risks of the firm are transferred (Eisenhardt, 1985).</li>
</ol>
Overall, the principal-agent relationships should reflect efficient organization of information and risk-bearing costs. The human assumptions to be considered are self interest, bounded rationality and risk aversion, while at organizational level the assumptions to be analyzed are the goal conflict among participants and the information asymmetry.

While analysis of the theory can be done at macro level, the solution of the problem is specific to each organization. It is influenced by the environment in which it operates and the internal characteristics, such as resources available and structure of organizational systems.

Performance management systems are generally employed to help address the problem. However, this should be noted as one of the contributions such systems bring to organizations. Using such systems to address the agency problem limits their potential and if not configured properly may cause additional issues. This should be a good enough incentive to explore the theory that informs performance management as a discipline before using systems and tools without a clear purpose.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan

<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>
<h3><strong>References</strong></h3>
Eisenhardt, M, K. (1989), “Agency theory: An assessment and review”, Academy of Management Review, Vol. 14, No. 1, pp. 57-74.

Eisenhardt, K. M. (1985). “Control: Organizational and economic approaches”, Management Science, Vol. 31, Nr. 2, pp. 134-149

Fama E. F. and Jensen M. C., “Agency Problems and Residual Claims”, Journal of Law and Economics, Vol. 26, No. 2, pp. 327-349

Jensen, M.C., and W.H. Meckling (1976), “Theory of the firm: managerial behavior, agency costs and ownership structure”, Journal of Financial Economics, Vol 3., No. 4, pp. 305−360.

Ross, Steven, (1973). “The economic theory of agency: The principal's problem”, American Economic Review, Vol. 63, No.2, pp. 134-139.

Tiessen, P., J.H. Waterhouse (1983), "Towards a descriptive theory of management accounting", Accounting, Organizations and Society, Vol. 8 pp.251 - 267]]></content:encoded>
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<wp:post_date>2010-04-02 11:26:23</wp:post_date>
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<title>KPI examples in practice: Yarra Trams - Melbourne - Australia</title>
<link>http://www.smartkpis.com/blog/kpi-examples-in-practice-12010-yarra-trams-australia/</link>
<pubDate>Fri, 02 Apr 2010 20:30:14 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

		<category domain="tag"><![CDATA[Yarra Trams]]></category>

		<category domain="tag" nicename="yarra-trams"><![CDATA[Yarra Trams]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=759</guid>
<description></description>
<content:encoded><![CDATA[<h3>About Key Performance Indicator (KPI) examples in practice</h3>
<a href="../../" target="_blank">www.smartkpis.com</a> provides its users with a comprehensive repository of thoroughly documented KPI examples grouped by functional area and industry. Many of these examples are much easier to understand when they are put into context. Starting with March 2010 the website also contains a free online catalogue of reports that illustrate the use of performance measures in practice by organizations from around the world. This is a snapshot of the main areas covered in such an example available in the <em><strong>KPIs in practice</strong></em> section of <a href="../../" target="_blank">www.smartkpis.com</a> :

<a style="text-align: center;" href="http://www.yarratrams.com.au/desktopdefault.aspx/tabid-121/58_read-2163/" target="_blank"><img class="size-full wp-image-774 aligncenter" title="001-yarra trams kpi examples 2010-transportation key performance indicators" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/001-yarra-trams-kpi-examples-2010-transportation-key-performance-indicators.jpg" width="602" height="521" /></a><!--more-->
<h3>Brief company profile for Yarra Trams</h3>
<strong>Company name:</strong> Yarra Trams
<strong>Business:</strong> Operates Melbourne’s tram service
<strong>Industry: </strong>Transportation
<strong>Head office:</strong> Melbourne
<strong>Country:</strong> Australia
<strong>Performance results available:</strong> On webpage
<h3>Performance Measures in use at Yarra Trams</h3>
<ul>
	<li>Yarra Trams service delivery and punctuality performance results are made available to the wider public on a monthly basis, on the company website, posters in trams and through the customer feedback number.</li>
	<li>If the service delivery or punctuality results fall below targets, the company is committed to provide compensation to eligible customers.</li>
	<li>The online archive of performance results covers the period January 2007-November 2009 (as of 1 January 2010).</li>
	<li>Examples of key performance indicators (KPIs) in use:</li>
</ul>
<p style="padding-left: 60px;"><strong>% Punctuality</strong>. A tram service is considered to be on time if it arrives between 59 seconds before and 4 minutes 59 second after the scheduled time.</p>
<p style="padding-left: 60px;"><strong>% Service delivery</strong>. Service delivery reflects the percentage of planned services delivered.</p>

<ul>
<ul>
	<li>Examples of targets in use:</li>
</ul>
</ul>
<p style="padding-left: 60px;"><strong>80% Service Delivery</strong></p>
<p style="padding-left: 60px;"><strong>77% Punctuality</strong></p>

<h3>More details</h3>
<strong>Company website:</strong> <a href="http://www.yarratrams.com.au" target="_blank">http://www.yarratrams.com.au</a><strong>
<strong>Library of KPI examples:</strong> </strong><a href="http://www.smartkpis.com" target="_blank">http://www.smartkpis.com</a>
<strong>Repository of KPIs in practice:</strong> <a href="http://www.smartkpis.com/kpi_examples_in_practice/dashboard/" target="_blank">http://www.smartkpis.com/kpi_examples_in_practice/dashboard/</a>
<strong><strong>KPI examples by relevant industry:</strong> </strong>
<ul>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/">Transportation (43)</a>
<ul>
	<li><a title="Airlines" href="http://www.smartkpis.com/kpi/industries/transportation/airlines/">Airlines (22)</a></li>
	<li><a title="Land Transport (Road, Rail, Pipeline)" href="http://www.smartkpis.com/kpi/industries/transportation/land-transport-road-rail-pipeline-/">Land Transport (Road, Rail, Pipeline) (8)</a></li>
	<li><a title="Marine Transport / Shipping" href="http://www.smartkpis.com/kpi/industries/transportation/marine-transport-shipping/">Marine Transport / Shipping (7)</a></li>
	<li><a title="Postal and Courier Activities" href="http://www.smartkpis.com/kpi/industries/transportation/postal-and-courier-activities/">Postal and Courier Activities (3)</a></li>
</ul>
</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>759</wp:post_id>
<wp:post_date>2010-04-03 07:30:14</wp:post_date>
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<title>Educational spending in the Netherlands - a thorough analysis of the indicators</title>
<link>http://www.smartkpis.com/blog/educational-spending-in-the-netherlands-a-thorough-analysis-of-the-indicators/</link>
<pubDate>Mon, 05 Apr 2010 01:17:43 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Netherlands]]></category>

		<category domain="tag" nicename="netherlands"><![CDATA[Netherlands]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2541</guid>
<description></description>
<content:encoded><![CDATA[According to a new press release from Statistics Netherlands<em>, "in the period 1997–2007 real expenditure by subsidized educational institutes increased by 9 billion euro, from 20 to 29 billion euro. Some 3.2 billion euro can be attributed to changes in demography and participation in education, and 5.8 billion euro to increased spending per participant"</em><em> (</em>Statistics Netherlands, 2010).

Statistics Netherlands managed breaking down the changes in spending on education, starting with two main explanatory factors and indicators:
<ul>
	<li><strong># Participants in education</strong></li>
	<li><strong>$ Spending per participant</strong></li>
</ul>
The figure below shows which factors were analyzed and to what amount they contributed to the total change in spending on education in the period 1997–2007:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/2010changeintotaleducationalexpendituretabel2.gif"><img class="aligncenter size-full wp-image-2542" title="Change in total educational expenditure" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/2010changeintotaleducationalexpendituretabel2.gif" width="534" height="291" /></a><span style="color: #888888;">Source: Statistics Netherlands, 2010<!--more-->
</span></p>
The report realized by the Statistics Netherlands is complex, analyzing multiple measures that contribute to the education expenditure changes,  explaining their calculation formula and the factors to consider when appreciating their value. For example, <strong>spending per participant</strong> consists both of :
<ul>
	<li><strong>material spending </strong>(equipment and educational tools, rent, energy, administration)</li>
	<li><strong>personnel spending</strong>,  that dependents on the number of employees in fulltime equivalents (FTE) required per participant for the education, and on the costs per employee (FTE).</li>
</ul>
The graphic representation shows that the effect of most factors fluctuate from one year to another.  In the graph each year is related to the start, 1997. This means that each annual change is added to that of the previous year, which results in a cumulative change.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/2010educationalexpendituregraph1.gif"><img class="aligncenter size-full wp-image-2543" title="Educational expenditure" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/2010educationalexpendituregraph1.gif" width="396" height="312" /></a>

For more performance indicators examples for education, visit the<a href="http://www.smartkpis.com/kpi/industries/education-training/academic-education/ " target="_blank"> <strong>Library of KPI examples for Academic Education.</strong></a>

<strong>References: </strong>

Statistics Netherlands (2010), "A realistic look at educational expenditure", available at <a href="http://www.cbs.nl/en-GB/menu/themas/overheid-politiek/publicaties/artikelen/archief/2010/2010-educational-expenditures-pub.htm" target="_blank">http://www.cbs.nl/en-GB/menu/themas/overheid-politiek/publicaties/artikelen/archief/2010/2010-educational-expenditures-pub.htm </a>(accessed 15 March 2010)

smartKPIs.com (2010), “KPI examples for the Academic Education”, available at <a href="http://www.smartkpis.com/kpi/industries/education-training/academic-education/" target="_blank">http://www.smartkpis.com/kpi/industries/education-training/academic-education/</a> (accessed 15 March 2010)]]></content:encoded>
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<wp:post_id>2541</wp:post_id>
<wp:post_date>2010-04-05 12:17:43</wp:post_date>
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<title>Performance measurement in the social gaming industry - KPIs for online games</title>
<link>http://www.smartkpis.com/blog/performance-measurement-in-the-social-gaming-industry-kpis-for-electronic-games/</link>
<pubDate>Tue, 06 Apr 2010 01:20:48 +0000</pubDate>
<dc:creator><![CDATA[Ophenia]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Social Games]]></category>

		<category domain="tag" nicename="social-games"><![CDATA[Social Games]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2524</guid>
<description></description>
<content:encoded><![CDATA[Along with the rise of social networking sites, a new type of games emerged and found favorable grounds to develop. These are the so called social games, simple games that let people play with their friends on networking sites such as Facebook. (Gross,  D., CNN, 2010)

One developer of such games, Zynga, uses indicators to monitor their games’ attractiveness in order to improve them, and even focus them efficiently towards social causes (Zynga, 2009). Some of the performance measures are:
<ul>
	<li><strong># Unique active players per month per game</strong></li>
	<li><strong># Unique active players per day per game</strong></li>
	<li><strong>% Female players</strong></li>
	<li><strong># Average session length</strong></li>
	<li><strong># Most popular time to play</strong></li>
	<li><strong># Users purchasing virtual goods per month</strong></li>
	<li><strong>% Revenues from direct user purchases</strong></li>
	<li><strong>$ Funds raised for social causes by purchasing virtual goods across games</strong></li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Social-games.png"><img class="aligncenter size-full wp-image-2527" title="Social Games Indicators" src="http://www.smartkpis.com/blog/wp-content/uploads/Social-games.png" alt="" width="474" height="530" /></a><span style="color: #888888;">Source: Gross, D., CNN, 2010<!--more-->
</span></p>
The most popular games developed by Zynga are FarmVille, Mafia Wars, Cafe World or FishVille, out of which FarmVille won the Best New Social/Online Game Award in 2010 at the Game Developers Choice. One measure used to evaluate the success of the game is the number of players per month, as Bill Mooney from Zynga states: "85  million players a month can't be wrong" (Zynga, 2010).

One essential element of social games, which also makes them so popular, is that they "can be played in a tab on your browser while you're on a conference call", as Mark Pincus, a veteran Web entrepreneur who created Zynga in 2007, said (Gross,  D., CNN, 2010).

<strong>References</strong>

Gross, D., CNN (2010), "The Facebook games that millions love (and hate)", available at <a href="http://edition.cnn.com/2010/TECH/02/23/facebook.games/index.html?hpt=C1">http://edition.cnn.com/2010/TECH/02/23/facebook.games/index.html?hpt=C1</a> (accessed on 6 April 2010)

Zynga (2010), "FarmVille nabs inaugural social games award at GDC", Zynga Blog, available at <a href="http://blog.zynga.com/2010/03/farmville-nabs-inaugural-social-game-award-at-gdc.html">http://blog.zynga.com/2010/03/farmville-nabs-inaugural-social-game-award-at-gdc.html</a> (accessed on 6 April 2010)

Zynga (2009), "Zynga Hits 100 Million Unique Visitors Per Month", Zynga Blog, available at <a href="http://blog.zynga.com/2009/11/zynga-hits-100-million-unique-visitors-per-month.html">http://blog.zynga.com/2009/11/zynga-hits-100-million-unique-visitors-per-month.html</a> (accessed on 6 April 2010)]]></content:encoded>
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<wp:post_id>2524</wp:post_id>
<wp:post_date>2010-04-06 12:20:48</wp:post_date>
<wp:post_date_gmt>2010-04-06 01:20:48</wp:post_date_gmt>
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<title>Google Internet Stats – the latest industry facts and insights</title>
<link>http://www.smartkpis.com/blog/google-internet-stats-%e2%80%93-the-latest-industry-facts-and-insights/</link>
<pubDate>Wed, 07 Apr 2010 06:53:53 +0000</pubDate>
<dc:creator><![CDATA[Ophenia]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Google]]></category>

		<category domain="tag" nicename="google"><![CDATA[Google]]></category>

		<category domain="tag"><![CDATA[Internet]]></category>

		<category domain="tag" nicename="internet"><![CDATA[Internet]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

		<category domain="tag"><![CDATA[Technology]]></category>

		<category domain="tag" nicename="technology"><![CDATA[Technology]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2436</guid>
<description></description>
<content:encoded><![CDATA[Google launched in the autumn of 2009 a new resource page called “<strong>Internet Stats</strong>” which <em>"brings together the latest industry facts and insights</em>" (Google Internet Stats, 2010).

The information is collected from certain third party sources, all specified on the micro-site, and catalogued into five categories, each with more subcategories:
<ul>
	<li><strong>Technology</strong>: Broadband; Devices; Mobile; Speed</li>
	<li><strong>Macro Economic Trends</strong>: Rest of the World; UK</li>
	<li><strong>Media Landscape</strong>: All media; Online</li>
	<li><strong>Media Consumption</strong>: Changes in Media Usage; Demographic Usage; Media Consumption Stats; Media Multi-tasking; Personalised Media Experiences</li>
	<li><strong>Consumer Trends</strong>: Community; Entertainment; Information; eCommerce</li>
</ul>
<!--more-->Visitors can also submit stats, which will be verified by Google’s teams before publishing (Google Barometer Blog, 2009).

Here is an image of the Macro Economic Trends Internet stats from this tool:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Google-internet-stats.png"><img class="aligncenter size-full wp-image-2437" title="Google internet stats" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Google-internet-stats.png" width="608" height="374" /></a><span style="color: #888888;">Source: Google Internet Stats (2010)</span></p>
Currently, this initiative is available only on the Google’s UK landing page.

<strong>References</strong>

Google Internet Stats (2010), available at <a href="http://www.google.co.uk/intl/en/landing/internetstats/">http://www.google.co.uk/intl/en/landing/internetstats/</a> (accessed on 29 March 2010)

Google Barometer Blog (2009), "New! Internet Stats all in one place", available at <a href="http://googlebarometer.blogspot.com/2009/09/new-internet-stats-all-in-one-place.html">http://googlebarometer.blogspot.com/2009/09/new-internet-stats-all-in-one-place.html</a> (accessed on 29 March 2010)]]></content:encoded>
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<wp:post_id>2436</wp:post_id>
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<title>Over 3100 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-3100-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Thu, 08 Apr 2010 01:32:16 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2515</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered users can now select their Key Performance Indicators (KPIs) from<strong> over 3100 Performance Measures documented and published</strong> in the online repository. The team focused in the last few days on publishing examples from the Real Estate, Education &amp; Training, Professional Services - Accounting industries.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (438)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply   Chain,  Procurement, Distribution (331)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (330)</a></li>
	<li><a title="Knowledge and Innovation" href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/" target="_blank">Knowledge and Innovation (165)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (162)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation  (181)</a></li>
	<li><a title="Sports" href="http://www.smartkpis.com/kpi/industries/sports/" target="_blank">Sports (132)</a></li>
	<li><a title="Resources" href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (69)</a></li>
	<li><a title="Infrastructure Operations" href="http://www.smartkpis.com/kpi/industries/infrastructure-operations/" target="_blank">Infrastructure  Operations (65)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/postal-and-courier-services/" target="_blank">Postal and Courier Services (54)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/real-estate-transactions-completed-3955.html" target="_blank"># Real estate transactions completed</a>
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
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<wp:post_id>2515</wp:post_id>
<wp:post_date>2010-04-08 12:32:16</wp:post_date>
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<title>Performance Management taxonomy - linking Performance Measurement and Management </title>
<link>http://www.smartkpis.com/blog/performance-management-taxonomy-linking-performance-measurement-and-management/</link>
<pubDate>Fri, 09 Apr 2010 11:00:51 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag"><![CDATA[Taxonomy]]></category>

		<category domain="tag" nicename="taxonomy"><![CDATA[Taxonomy]]></category>

		<category domain="tag"><![CDATA[Theory]]></category>

		<category domain="tag" nicename="theory"><![CDATA[Theory]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2580</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 14/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
Taxonomy is a knowledge management tool used to provide structure to unstructured information. It is about categorizing individual elements into groups, categories or hierarchies based on common elements. The purpose of developing taxonomies is to enable findability and facilitate the identification of patterns. An example of taxonomy is the grouping of organisms in an ordered hierarchy that indicates natural relationships.

In business, taxonomies are used to group and categorize products and services in catalogs, to structure website contents and for structuring data in the document management system, among other uses. Taxonomies can also facilitate the understanding of concepts, by mapping the main topics relevant to in multiple, independent categories.

A taxonomy for Performance Management as a discipline is particularly useful, as the concept of Performance Management is generally perceived vastly differently in both practice and academic research. As a discipline, it is still in formation and there is no unified body of knowledge outlining its structure and boundaries. Below is an initial draft of the taxonomy for performance management. It is listed in a linear format, as it is still work in progress. A more complex map of the taxonomy can be structured once it matures:
<h2><!--more-->Performance management</h2>
<h3>Levels of use</h3>
<ul>
	<li>Organizational(Strategic)</li>
	<li>Functional (Operational)</li>
	<li>Individual (Employees)</li>
</ul>
<h3>Functions</h3>
<ul>
	<li>Establishment of desired outcomes</li>
	<li>Measurement of outcome achievement</li>
	<li>Monitoring of how plans are implemented</li>
	<li>Facilitation of learning by performance results analysis</li>
	<li>Alignment of organizational systems to a central performance management system</li>
	<li>Communication of plans and progress towards meeting them to all staff</li>
	<li>Communication of key performance data to external stakeholders</li>
	<li>Motivation of staff towards goal achievement</li>
</ul>
<h3>Key processes</h3>
<ul>
	<li>Performance management system design – architecture</li>
	<li>Performance management system implementation - building</li>
	<li>Performance management system maintenance - use</li>
</ul>
<h3>Tools</h3>
<ul>
	<li>Performance management business systems</li>
	<li>Performance management software systems</li>
	<li>Performance management processes</li>
	<li>Performance management subject matter experts</li>
</ul>
<h3>Systems or frameworks</h3>
<ul>
	<li>Tableau de bord</li>
	<li>Performance Prism</li>
	<li>Balanced Scorecard</li>
</ul>
<h3>Subsystems</h3>
<ul>
	<li>Performance measurement</li>
	<li>Performance analysis and modeling</li>
	<li>Performance management review</li>
</ul>
<h3>Direction instruments</h3>
<ul>
	<li>Vision</li>
	<li>Mission</li>
	<li>Values</li>
	<li>Destination statement</li>
	<li>Critical success factors / value drivers / key results indicators</li>
	<li>Strategy map</li>
</ul>
<h3>Performance measurement instruments</h3>
<ul>
	<li>Goals / Objectives</li>
	<li>Measures</li>
	<li>Performance indicators / metrics</li>
	<li>Key Performance Indicators</li>
	<li>smartKPIs</li>
	<li>Scorecards</li>
	<li>Dashboards</li>
</ul>
<h3>Performance management review instruments</h3>
<ul>
	<li>Performance reports</li>
	<li>Performance evaluations</li>
	<li>Initiatives</li>
</ul>
Listing and grouping such elements is a good first step. Exploring the relationships between them and linking them in a map structure will provide a much richer picture.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan

<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>]]></content:encoded>
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<title>From Performance Measurement to Management in the Local Government - ICMA Case Studies</title>
<link>http://www.smartkpis.com/blog/from-performance-measurement-to-management-in-the-local-government-icma-case-studies/</link>
<pubDate>Sat, 10 Apr 2010 04:34:57 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Case Study]]></category>

		<category domain="tag" nicename="case-study"><![CDATA[Case Study]]></category>

		<category domain="tag"><![CDATA[Government - State / Federal]]></category>

		<category domain="tag" nicename="government-state-federal"><![CDATA[Government - State / Federal]]></category>

		<category domain="tag"><![CDATA[International City-County Management Association]]></category>

		<category domain="tag" nicename="international-city-county-management-association"><![CDATA[International City-County Management Association]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2619</guid>
<description></description>
<content:encoded><![CDATA[<img class="alignright" alt="" src="http://bookstore.icma.org/images/product_images/43543-b.jpg" width="120" height="163" />

The <strong>Center for Performance Measurement</strong> from the <a href="http://icma.org/main/" target="_blank"><strong>International City-County Manage</strong></a><a href="http://icma.org/main/" target="_blank"><strong>ment </strong></a><a href="http://icma.org/main/" target="_blank"><strong>Association (ICMA)</strong></a> published in 2008 the book intitled <a href="http://bookstore.icma.org/NEW_P1861.cfm" target="_blank">„What Works: How Local Governments Have Mad</a><a href="http://bookstore.icma.org/NEW_P1861.cfm" target="_blank">e the Leap from Measurement to Management”</a>.

This resource from ICMA is directed towards helping local public administrations to deal with and improve their performance measurement initiatives, by putting under the reader’s attention no less than 70 case studies featuring successful practices in the field of performance management and measurement, all coming from ICMA members.
<p style="text-align: right;"><span style="color: #888888;">Source: Center for Performance Management, ICMA, 2008</span></p>
The book is divided into <a href="http://bookstore.icma.org/What_Works_Performance_Manage_C158.cfm" target="_blank">16 individual chapters</a>, presenting case studies in 15 areas of local public administration service, from Code Enforcement, Facilities Management and Purchasing to Human Resources, Information Technology and Youth Services.

<!--more-->One featured example in this book is the <a href="http://www.ci.albany.or.us/services/news_releases/show_item.php?id=819" target="_blank">City of Albany, Oregon</a>, represented by its Albany Fire Department and Albany Public Library. The Fire Department showcase illustrates that, for the year 2006, 97% of citizens rated the quality of contact with the Department as excellent, whereas the figure was of 96% in respect to the contact with the Department’s emergency medical center, both numbers being above the national average. The results represent an evidence of the Department’s staff efforts and customer-service trainings, as the Albany’s emergency call volume on a per capita basis makes the city one of the busiest in the state of Oregon (City of Albany, Oregon , 2008).

The Albany Library case study reported circulating an average number of 22.1 items per borrower, against a national average of 12.4 items, due to the strong community support and the increase in the Library’s budget for acquisitions.
<h3><strong>Note:</strong></h3>
The <a href="http://icma.org/main/" target="_blank">International City-County Management Association (ICMA)</a> was founded in 1914 to provide technical and management assistance, training and information resources to its members and the local government community. Its mission is to create excellence in local governance by developing and fostering professional local government management worldwide <span style="color: #000000;">(Center for Performance Management, ICMA, 2008)</span>
<h3><strong>References:</strong></h3>
Center for Performance Management, ICMA (2008), <em>What Works: How Local Governments Have Made the Leap from Measurement to Management</em>, ICMA, Washington, DC.

City of Albany, Oregon (2008), „<em>Albany Featured in Performance Measurement Book</em>” press release, available at: <a href="http://www.ci.albany.or.us/services/news_releases/show_item.php?id=819" target="_blank">http://www.ci.albany.or.us/services/news_releases/show_item.php?id=819</a> (accessed 10 April 2010).
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<p class="MsoNormal" style="line-height: normal;"><span lang="EN-US" style="font-size: 12pt; font-family: &amp;amp;">The Center for Performance Measurement from the International City-County Management Associations (ICMA) published in 2008 the book intitled „What Works: How Local Governments Have Made the Leap from Measurement to Management”.</span></p>
<p class="MsoNormal" style="line-height: normal;"><span lang="EN-US" style="font-size: 12pt; font-family: &amp;amp;">This resource from ICMA is directed towards helping local public administrations to deal with and improve their performance measurement initiatives, by putting under the reader’s attention no less than 70 case studies featuring successful practices in the field of performance management and measurement, all coming from ICMA members. </span></p>
<p class="MsoNormal" style="line-height: normal;"><span lang="EN-US" style="font-size: 12pt; font-family: &amp;amp;">The books is divided into 16 individual chapters, presenting case studies in 15 areas of local public administration service, from Code Enforcement, Facilities Management and Purchasing to Human Resources, Information Technology and Youth Services. </span></p>
<p class="MsoNormal" style="line-height: normal;"><span lang="EN-US" style="font-size: 12pt; font-family: &amp;amp;">One featured example in this book is the City of Albany, Oregon, by its Albany Fire Department and Albany Public Library.</span></p>
<p class="MsoNormal" style="line-height: normal;"><span lang="EN-US" style="font-size: 12pt; font-family: &amp;amp;">For example, the Fire Department showcase illustrated that, for the year 2006, 97% of citizens rated the quality of contact with the Department as excellent, whereas the figure was of 96% in respect to the contact with the Department’s emergency medical center, both numbers being above the national average. The results represent an evidence of the Department’s staff efforts and customer-service trainings, as the Albany’s emergency call volume on a per capita basis makes the city one of the busiest in the state of Oregon. </span></p>
<p class="MsoNormal" style="line-height: normal;"><span lang="EN-US" style="font-size: 12pt; font-family: &amp;amp;">The Albany Library case study reported circulating an average number of 22.1 items per borrower, against a national average of 12.4 items, due to the strong community support and the increase in the Library’s budget for acquisitions. </span></p>
<p class="MsoNormal" style="line-height: normal;"><span lang="EN-US" style="font-size: 12pt; font-family: &amp;amp;">Note:</span></p>
<p class="MsoNormal" style="line-height: normal;"><span lang="EN-US" style="font-size: 12pt; font-family: &amp;amp;">The International City-County Management Associations (ICMA) was founded in </span><span lang="EN-US" style="font-size: 12pt; font-family: &amp;amp;">1914 to provide technical and management assistance, training and information resources to its members and the local government community. Its mission is to create excellence in local governance by developing and fostering professional local government management worldwide.</span></p>
<p class="MsoNormal" style="line-height: normal;"><span lang="EN-US" style="font-size: 12pt; font-family: &amp;amp;">References:</span></p>
<p class="MsoNormal" style="line-height: normal;"><span lang="EN-US" style="font-size: 12pt; font-family: &amp;amp;">Center for Performance Management (2008), What Works: How Local Governments Have Made the Leap from Measurement to Management, ICMA. </span></p>

<h1><span lang="EN-US" style="font-size: 12pt; line-height: 115%; font-family: &amp;amp; amp; color: windowtext; font-weight: normal;">City of Albany, Oregon (2008), „</span><span lang="EN-US" style="font-size: 12pt; line-height: 115%; font-family: &amp;amp; amp; color: windowtext; font-weight: normal;">Albany Featured in Performance Measurement Book” press release, available at: <a href="http://www.ci.albany.or.us/services/news_releases/show_item.php?id=819">http://www.ci.albany.or.us/services/news_releases/show_item.php?id=819</a> (accessed 10 April 2010). </span></h1>]]></content:encoded>
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<title>Performance Management / Measurement Jobs: Corporate Scorecard Manager</title>
<link>http://www.smartkpis.com/blog/performance-management-measurement-jobs-corporate-scorecard-manager/</link>
<pubDate>Mon, 12 Apr 2010 11:56:54 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Jobs]]></category>

		<category domain="category" nicename="jobs"><![CDATA[Jobs]]></category>

		<category domain="tag"><![CDATA[Corporate Scorecard Manager]]></category>

		<category domain="tag" nicename="corporate-scorecard-manager"><![CDATA[Corporate Scorecard Manager]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2649</guid>
<description></description>
<content:encoded><![CDATA[The job following job advertisement was <a href="http://pertemps.e-cruitnow.com/vacancy.cfm?X=540&amp;Y=600&amp;ID=257739" target="_blank">advertised</a> on 8 April 2010 by Pertemps Ltd, a UK based recruiting agency.

Applications can be submitted online following this <a href="http://pertemps.e-cruitnow.com/applynow.cfm?Apply=New&amp;Vacid=257739&amp;mid=74" target="_blank">link</a>.<!--more-->
<table>
<tbody>
<tr>
<td>Job title:</td>
<td colspan="3"><strong>Corporate Scorecard Manager</strong></td>
</tr>
<tr>
<td>Job ref:</td>
<td colspan="3">257739</td>
</tr>
<tr>
<td>Job description:</td>
<td colspan="3">A global organisation based in the heart of the West end is seeking a  competent individual to join them.

• To be the global manager of the client’s Corporate Scorecard for  Performance Measurement; • To ensure the scorecard process runs efficiently and  effectively; to act as the global source of expertise on the scorecard and the  data produced within the scorecard process; • To undertake analysis of the  scorecard data in combination with data from other relevant sources to provide  information and recommendations to guide management decision-making

This role will manage the presentation of numeric &amp; non-numeric  performance data for presentation to 11 regional managers. This data is to be  used to inform their planning decisions. The client is in the not for profit  sector, so their metrics are non-financial.

The role will involve using IT systems which are currently in development,  and will need taking forward.

Balanced Scorecard experience would be beneficial, but it is the ability to  engage with &amp; present data appropriately that is essential.

A good relationship builder, self starter with strong IT database experience  would be ideal. SAP is desirable.

This role is for 3 months, and will pay £120-£150 per day.</td>
</tr>
<tr>
<td>Location:</td>
<td colspan="3">London</td>
</tr>
<tr>
<td>Region:</td>
<td colspan="3">London</td>
</tr>
<tr>
<td>Country:</td>
<td colspan="3">United Kingdom</td>
</tr>
<tr>
<td>Type:</td>
<td colspan="3">Temporary</td>
</tr>
<tr>
<td>Hours:</td>
<td colspan="3">Full-Time</td>
</tr>
<tr>
<td>Salary:</td>
<td colspan="3">120.00 to 150.00 per day (Pound Sterling)</td>
</tr>
<tr>
<td>Application deadline:</td>
<td colspan="3">07/Jul/2010</td>
</tr>
<tr>
<td>Start date:</td>
<td colspan="3">ASAP</td>
</tr>
<tr>
<td>Company name:</td>
<td colspan="3">Pertemps</td>
</tr>
<tr>
<td>Contact name:</td>
<td colspan="3">Linda Moran</td>
</tr>
<tr>
<td>Phone:</td>
<td colspan="3">0207 6211304</td>
</tr>
<tr>
<td>Fax:</td>
<td colspan="3">0207 6266671</td>
</tr>
<tr>
<td style="text-align: left;">Visit the website:</td>
<td colspan="3"><a href="http://www.pertemps.co.uk/" target="_blank">http://www.pertemps.co.uk</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
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<title>Let&#039;s Do It! - Clean a Country in One Day - Performance Measurement Case Study</title>
<link>http://www.smartkpis.com/blog/lets-do-it-clean-a-country-in-one-day-performance-measurement-case-study/</link>
<pubDate>Mon, 12 Apr 2010 13:44:23 +0000</pubDate>
<dc:creator><![CDATA[Ophenia]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Case Study]]></category>

		<category domain="tag" nicename="case-study"><![CDATA[Case Study]]></category>

		<category domain="tag"><![CDATA[Estonia]]></category>

		<category domain="tag" nicename="estonia"><![CDATA[Estonia]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Let's do it]]></category>

		<category domain="tag" nicename="lets-do-it"><![CDATA[Let's do it]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Targets]]></category>

		<category domain="tag" nicename="targets"><![CDATA[Targets]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2637</guid>
<description></description>
<content:encoded><![CDATA[The <em><strong>"Let's do it! " </strong></em>initiative, a country clean-up project, was born in Estonia in 2008. By mobilizing the wider community, a team of volunteers succeeded in cleaning the waste deposited in many places across the country. Realized exclusively with volunteers, good-will and with the support of technology, the project was of a great success, replicated or in the process of being replicated in 7 other countries: Latvia, Lithuania, Romania, Slovenia, Portugal, India and Italy.

<object width="425" height="344" classid="clsid:d27cdb6e-ae6d-11cf-96b8-444553540000" codebase="http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0"><param name="data" value="http://www.youtube.com/v/n3JW3_ysO2w&amp;hl=en=en&amp;fs=1" /><param name="wmode" value="transparent" /><param name="src" value="http://www.youtube.com/v/n3JW3_ysO2w&amp;hl=en=en&amp;fs=1" /><embed width="425" height="344" type="application/x-shockwave-flash" src="http://www.youtube.com/v/n3JW3_ysO2w&amp;hl=en=en&amp;fs=1" data="http://www.youtube.com/v/n3JW3_ysO2w&amp;hl=en=en&amp;fs=1" wmode="transparent" /></object>

<!--more-->Here are some of the project's <strong>performance measures</strong>:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Lets-do-it-measures.png"><img class="aligncenter size-full wp-image-2666" title="Let's do it! measures" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Lets-do-it-measures.png" width="642" height="382" /></a></p>
<strong>More information</strong>

[I] <a title="Let's do it!" href="http://www.letsdoitworld.org/" target="_blank">http://www.letsdoitworld.org</a> (accessed on 12 April 2010)]]></content:encoded>
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<title>KPIs in practice – the free online catalog of performance reports now available on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/kpis-in-practice-%e2%80%93-the-free-online-catalog-of-performance-reports-now-available-on-www-smartkpis-com/</link>
<pubDate>Wed, 14 Apr 2010 02:37:37 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Performance Management reports]]></category>

		<category domain="tag" nicename="performance-management-reports"><![CDATA[Performance Management reports]]></category>

		<category domain="tag"><![CDATA[Performance Measurement report]]></category>

		<category domain="tag" nicename="performance-measurement-report"><![CDATA[Performance Measurement report]]></category>

		<category domain="tag"><![CDATA[Performance Reporting catalog]]></category>

		<category domain="tag" nicename="performance-reporting-catalog"><![CDATA[Performance Reporting catalog]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2684</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> <a href="http://www.smartkpis.com/pages/about-us/info-i34.html" target="_blank">announced in March 2010 </a>the launch of "<a href="http://www.smartkpis.com/kpi_examples_in_practice/dashboard/" target="_blank"><em><strong>KPIs in practice</strong></em></a>", an online catalog of reports that illustrate the use of performance measures in practice by organizations from around the world. At the time of launch, the catalog contained 300 links to performance reports publicly available. Since then, the catalog almost doubled in size, while proving to be a popular resource for a growing number of website visitors.
<h3><!--more-->In brief</h3>
<em><strong><a href="http://www.smartkpis.com/kpi_examples_in_practice/dashboard/" target="_blank">KPIs in practice</a> </strong></em>is available as a new content section on <strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>. It complements the KPI examples section of the site which - with over 3000 well documented records - is one of the largest databases of Key Performance Indicator (KPI) examples available on the Internet today. Many of these examples are much easier to understand when they are put into context. Through the launch of<em><strong> KPIs in Practice</strong></em>, <strong>smartKPIs.com </strong>becomes the first online platform that links well documented performance measures and high quality performance reports.
<h3>In numbers</h3>
<ul>
	<li>520 KPIs in practice reports</li>
	<li>Covering 14 Functional Areas</li>
	<li>From 56 Industries</li>
	<li>Use by organizations from 55 Countries</li>
	<li>From all 3 sectors (public, private and non-profit)</li>
</ul>
<h3>In use</h3>
<ul>
	<li><strong>Learn</strong>: To learn more about Performance Management and Key Performance Indicators visit the <a href="http://www.smartkpis.com" target="_blank">Resources section</a>.</li>
	<li><strong>Explore</strong>: To explore the <strong><em>KPIs in Practice</em></strong> catalog by navigating the functional area and industry directory, visit the <a href="http://www.smartkpis.com/kpi_examples_in_practice/browse-kpis/" target="_blank">Browse<em><strong> KPIs in Practice</strong></em> section</a>.</li>
	<li><strong>Customize</strong>: To build your customized catalog of <strong><em>KPIs in Practice </em></strong>reports by saving favorite reports for later use, visit the <a href="http://www.smartkpis.com/kpi_examples_in_practice/user-kpis.html">My <em><strong>KPIs in Practice</strong></em> section</a>.</li>
	<li><strong>Contribute</strong>: To propose a new example of<strong><em> KPIs in Practice</em></strong> report, visit the <a href="http://www.smartkpis.com/kpi_examples_in_practice/submit.html" target="_blank">Submit <em><strong>KPIs in Practice</strong></em> report section</a>.</li>
	<li><strong>Collaborate</strong>: To collaborate with other users and to discuss <em><strong>KPIs in Practice</strong></em> reports, add comments on each <a href="http://www.smartkpis.com/kpi_examples_in_practice/united-states-postal-service-performance-report-postal-and-courier-services-industry-61.html" target="_blank"><em><strong>KPIs in Practice</strong></em> report description page</a>.</li>
</ul>
Registration on <a href="../../" target="_blank">http://www.smartKPIs.com</a> is free and it enables research, learning and interaction as part of a growing community of users from over 175 countries.]]></content:encoded>
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<title>Little&#039;s Law: a fundamental principle used in performance measurement and Lean Six Sigma </title>
<link>http://www.smartkpis.com/blog/little%e2%80%99s-law-a-fundamental-principle-used-in-performance-measurement-and-lean-six-sigma/</link>
<pubDate>Thu, 15 Apr 2010 05:02:34 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Lean Six Sigma]]></category>

		<category domain="tag" nicename="lean-six-sigma"><![CDATA[Lean Six Sigma]]></category>

		<category domain="tag"><![CDATA[Little's Law]]></category>

		<category domain="tag" nicename="littles-law"><![CDATA[Little's Law]]></category>

		<category domain="tag"><![CDATA[Massachusetts Institute of Technology]]></category>

		<category domain="tag" nicename="massachusetts-institute-of-technology"><![CDATA[Massachusetts Institute of Technology]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2693</guid>
<description></description>
<content:encoded><![CDATA[Developed in 1961 by a former Massachusetts Institute of Technology (MIT) professor, John D. C. Little, the law that carries his name <strong>(Little's Law)</strong> has emerged from being a queue theory at its origins to being applied currently in a variety of other aspects of every-day life, such as: Project Management, Manufacturing, Supply Chain etc.

Originally, Little’s Law was explained in the queuing theory as it follows (McDonough, 2009):
<h3 style="text-align: center;"><strong><span style="color: #888888;">L = λ x W</span></strong></h3>
Where:

<em>L = # Long-term customers in the system</em>

<em>λ = # Long-term average arrival rate</em>

<em>W = # Long-term average time a customer spends in the system</em>

Nowadays, the principle has become one of the fundamentals of <strong>Lean Six Sigma</strong>, a method that aims at increasing overall business performance (increased speed and reduced waste) and customer satisfaction.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/littles-law1.png"><img class="aligncenter size-full wp-image-2697" title="little's law" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/littles-law1.png" width="448" height="334" /></a>
<p style="text-align: center;"><span style="color: #888888;">Source: McDonough, 2009<!--more-->
</span></p>
Lean Six Sigma is based on five fundamental laws (Aveta Solutions, 2009), one of them being the <strong>Law of Velocity</strong> that relies on the equation embedded in Little’s Law:
<h3 style="text-align: center;"><strong><span style="color: #888888;"><a href="http://www.smartkpis.com/kpi-key-performance-indicator/work-in-progress-1637.html" target="_blank"># Work in process</a> = <a href=" http://www.smartkpis.com/kpi-key-performance-indicator/throughput-63.html" target="_blank"># Throughput</a> x # Average flow time</span></strong></h3>
This can be applied in performance measurement in practically any kind of industry. <strong>Several examples</strong> could be the following:

In <strong>airlines</strong>, you know that you have an average queue size of 20 passengers and a throughput of 300 passengers embarking per hour, meaning 5 passengers per minute. To calculate the <strong>average time a passenger waits in the checkpoint queue</strong>, you will have to divide the work in process or the average inventory (of 20 passengers) to the throughput (5 passengers/minute) and you obtain an average wait time of 4 minutes.

In a <strong>restaurant</strong>, you serve an average of 50 customers per day (considering you are open for 10 hours from 12.00 to 22.00, that would mean a throughput of 5 customers/hour). At any time, there is an average of 10 customers, meaning an average inventory, inside the restaurant. If you wish to know the <strong>time a customer spends on average inside the restaurant,</strong> you divide the average inventory (of 10 customers) to the throughput (of 5 customers/hour) and obtain a 2 hours average flow time.

This has several <strong>implications for managers </strong>in their performance measurement and management initiatives, the most important being that, <strong>for a given throughput, the only way to reduce flow time is to reduce the inventory or the work in process.</strong>
<h3><strong>Further reading:</strong></h3>
<a href="http://www.businessknowledgesource.com/manufacturing/six_sigma_laws_the_law_of_velocity_021687.html" target="_blank">http://www.businessknowledgesource.com/manufacturing/six_sigma_laws_the_law_of_velocity_021687.html</a>

<a href="http://www.netmba.com/operations/process/analysis/" target="_blank">http://www.netmba.com/operations/process/analysis/</a>
<h3><strong>References:</strong></h3>
Aveta Solutions LLC (2009), „The Five Laws of Lean Six Sigma”, available at:<a href="http://www.sixsigmaonline.org/six-sigma-training-certification-information/articles/the-five-laws-of-lean-six-sigma.html" target="_blank"> http://www.sixsigmaonline.org/six-sigma-training-certification-information/articles/the-five-laws-of-lean-six-sigma.html</a> (accessed 14 May 2010).

McDonough, M. (2009), „Little’s Law and Six Sigma”, available at: <a href="http://www.brighthub.com/office/project-management/articles/56369.aspx" target="_blank">http://www.brighthub.com/office/project-management/articles/56369.aspx</a> (accessed 14 May 2010).]]></content:encoded>
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<wp:post_id>2693</wp:post_id>
<wp:post_date>2010-04-15 16:02:34</wp:post_date>
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<title>Eco KPIs - tracking ink and paper reduction initiatives with green metrics</title>
<link>http://www.smartkpis.com/blog/eco-kpis-tracking-ink-and-paper-reduction-initiatives-with-green-metrics/</link>
<pubDate>Fri, 16 Apr 2010 06:32:32 +0000</pubDate>
<dc:creator><![CDATA[Ophenia]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Environment]]></category>

		<category domain="tag" nicename="environement"><![CDATA[Environment]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[University of Wisconsin - Green Bay]]></category>

		<category domain="tag" nicename="university-of-wisconsin-green-bay"><![CDATA[University of Wisconsin - Green Bay]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2824</guid>
<description></description>
<content:encoded><![CDATA[<h2><strong>Green Bay saves money by going green with green fonts
</strong></h2>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/font.jpg"><img class="alignright size-full wp-image-2826" title="Fonts" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/font.jpg" width="225" height="169" /></a>

An excellent example of going green and saving money is provided by the University of Wisconsin - Green Bay. In order to reduce campus printing costs, their Computing and Information Technology Department had the initiative to <strong>change their preferred font</strong> from the most commonly used one - Arial to the <strong>Century Gothic font.
</strong>

<strong>The new font </strong><strong>uses 30% less ink or toner</strong>. Taking into account that <strong>ink accounts for about 60% of the cost of the printed page</strong>, and it is also quite expensive - about $10,000 a gallon, with toner cartridges and drums not far behind - the savings are substantial<strong> <strong>(University of Wisconsin - Green Bay, 2010).</strong></strong>

The IT department switched automatically the default font for Outlook across campus to Century Gothic, and strongly encouraged everyone in the campus to do the same for other software programs too, such as Word, Excel and Entourage for Macintosh.

<!--more-->Such initiatives to reduce ink and toner, can be complemented with initiatives that address paper consumption. Both types of initiatives - targeting the volume of paper and volume of ink used can have a big impact on lowering printing costs. More than reducing costs, a green attitude like this one will generate supplementary benefits for the people involved and gradually can make and impact on environment overall.

<strong><a title="smartKPIs.com" href="http://www.smartkpis.com" target="_blank">smartKPIs.com</a></strong> (2010) contains a variety of measures and eco KPI examples that can help keeping track of the impact of efficient paper use initiatives:
<ul>
	<li><a title="% Reduced paper consumption due to duplexing" href="http://www.smartkpis.com/kpi-key-performance-indicator/reduced-paper-consumption-due-to-duplexing-757.html" target="_blank">% Reduced paper consumption due to duplexing</a></li>
	<li><a title="# Recycled paper" href="http://www.smartkpis.com/kpi-key-performance-indicator/recycled-paper-574.html" target="_blank"># Recycled paper</a></li>
	<li><a title="% Consumption of recycled paper" href="http://www.smartkpis.com/kpi-key-performance-indicator/consumption-of-recycled-paper-587.html" target="_blank">% Consumption of recycled paper</a></li>
	<li><a title="% Overall paper reduction" href="http://www.smartkpis.com/kpi-key-performance-indicator/overall-paper-reduction-756.html" target="_blank">% Overall paper reduction</a></li>
</ul>
<strong>More resources on green fonts and ink reduction initiatives</strong>

The resources used and recommended by the University of Wisconsin - Green Bay are:
<ul>
	<li><a href="http://blog.printer.com/2009/04/printing-costs-does-font-choice-make-a-difference/"> http://blog.printer.com/2009/04/printing-costs-does-font-choice-make-a-difference/</a></li>
	<li><a href="http://ca.tech.yahoo.com/blogs/the_gadget_hound/rss/article/3751"> http://ca.tech.yahoo.com/blogs/the_gadget_hound/rss/article/3751</a></li>
	<li><a href="http://www.printgreener.com/pdfs/GreenPrint%20White%20Paper%20September%2008.pdf"> http://www.printgreener.com/pdfs/GreenPrint%20White%20Paper%20September%2008.pdf</a></li>
	<li><a href="http://pcworld.about.com/news/Aug282003id112199.htm"> http://pcworld.about.com/news/Aug282003id112199.htm</a></li>
</ul>
<strong>References</strong>

University of Wisconsin - Green Bay, 2010, <em>Going green with Century Gothic</em>, available at  <a title="University of Wisconsin - Green Bay" href="http://www.uwgb.edu/compserv/topics/CenturyGothicGreen.htm" target="_blank">http://www.uwgb.edu/compserv/topics/CenturyGothicGreen.htm</a> (accessed 20 April 2010)

smartKPIs.com (2010), “KPI examples for Environmental Care”, available at <a href="http://www.smartkpis.com/kpi/functional-areas/csr-sustainability-environment-care/environmental-care/" target="_blank">http://www.smartkpis.com/kpi/functional-areas/csr-sustainability-environment-care/environmental-care/</a> (accessed 20 April 2010)]]></content:encoded>
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<wp:post_id>2824</wp:post_id>
<wp:post_date>2010-04-16 17:32:32</wp:post_date>
<wp:post_date_gmt>2010-04-16 06:32:32</wp:post_date_gmt>
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<title>Performance Measurement taxonomy – linking Performance Measurement and Management</title>
<link>http://www.smartkpis.com/blog/performance-measurement-taxonomy-%e2%80%93-linking-performance-measurement-and-management/</link>
<pubDate>Sat, 17 Apr 2010 06:45:55 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag"><![CDATA[Stakeholders]]></category>

		<category domain="tag" nicename="stakeholders"><![CDATA[Stakeholders]]></category>

		<category domain="tag"><![CDATA[Taxonomy]]></category>

		<category domain="tag" nicename="taxonomy"><![CDATA[Taxonomy]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2903</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 15/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
In my previous update, I discussed the concept of taxonomy and outlined the structure of a <a href="http://www.smartkpis.com/blog/2010/04/09/performance-management-taxonomy-linking-performance-measurement-and-management/" target="_blank">Performance Management taxonomy</a>.  A subset of Performance Management is Performance Measurement and thus a separate taxonomy is required to illustrate its key elements.

The Performance Measurement taxonomy outlined below starts with a list of Performance Measurement instruments that provide the link with the Performance Management taxonomy. The other elements illustrate the various descriptors of performance measures. The taxonomy is listed in a linear format, as it is still work in progress. A more complex map of the taxonomy can be structured once it matures:
<h2><!--more-->Performance Measurement</h2>
<h3>Instruments</h3>
<ul>
	<li>Goals / Objectives</li>
	<li>Measures</li>
	<li>Performance indicators / metrics</li>
	<li>Key Performance Indicators</li>
	<li>smartKPIs</li>
	<li>Scorecards</li>
	<li>Dashboards</li>
</ul>
<h3>Stakeholders</h3>
<ul>
	<li>Measure owner</li>
	<li>Data custodian</li>
</ul>
<h3>Dimensions</h3>
<ul>
	<li>Cost</li>
	<li>Time</li>
	<li>Quality</li>
	<li>Maturity</li>
</ul>
<h3>Measure unit type</h3>
<ul>
	<li>$ Value</li>
	<li># Number</li>
	<li>% Percentage</li>
</ul>
<strong>Formula type</strong>
<ul>
	<li>Average</li>
	<li>Volume</li>
	<li>Rate</li>
	<li>Ratio</li>
	<li>Index</li>
	<li>Composition</li>
</ul>
<h3>Measurement type</h3>
<ul>
	<li>Quantitative</li>
	<li>Qualitative</li>
</ul>
<h3>Measurement focus</h3>
<ul>
	<li>Risk</li>
	<li>Satisfaction</li>
	<li>Money</li>
	<li>Quality</li>
	<li>Duration</li>
	<li>Volume</li>
</ul>
<h3>Measure relevance level</h3>
<ul>
	<li>Strategic</li>
	<li>Operational</li>
</ul>
<h3>Positive trend for measurement results</h3>
<ul>
	<li>When increasing</li>
	<li>When decreasing</li>
	<li>When within an interval of values</li>
</ul>
<h3>Indicator focus</h3>
<ul>
	<li>Leading</li>
	<li>Lagging</li>
	<li>Diagnostic</li>
</ul>
<h3>Measure impact stage</h3>
<ul>
	<li>Input</li>
	<li>Process</li>
	<li>Output</li>
	<li>Outcome</li>
</ul>
<h3>Data capture period</h3>
<ul>
	<li>Spot</li>
	<li>Day</li>
	<li>Week</li>
	<li>Month</li>
	<li>Quarter</li>
	<li>Year</li>
	<li>Year to date</li>
	<li>Rolling average</li>
</ul>
Listing and grouping such elements is a good first step. Exploring the relationships between them and linking them in a map structure will provide a much richer picture.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan

<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>]]></content:encoded>
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<title>BARC research study: Performance Management - Current Challenges and Future Directions</title>
<link>http://www.smartkpis.com/blog/barc-research-study-performance-management-current-challenges-and-future-directions/</link>
<pubDate>Mon, 19 Apr 2010 07:51:30 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Business Application Research Center]]></category>

		<category domain="tag" nicename="business-application-research-center"><![CDATA[Business Application Research Center]]></category>

		<category domain="tag"><![CDATA[Germany]]></category>

		<category domain="tag" nicename="germany"><![CDATA[Germany]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2704</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: left;">Between March and May 2009, Business Application Research Center (BARC) an unbiased market analyst based in Germany, conducted a study regarding the <strong>maturity of organisational Performance Management processes</strong>. The study had 553 respondents from around the world, across a wide range industries, countries and organizations.</p>
<p style="text-align: left;">The topics addressed by this study are related to performance management maturity in terms of current challenges,<strong> </strong> future improvement priorities, the status of processes and their integration levels in the organizations.</p>
<strong> </strong>Five processes that support the performance management of organizations were explored in detail (BARC, 2010):
<ol>
	<li>Planning, budgeting and forecasting</li>
	<li>Legal/financial consolidation and financial reporting</li>
	<li>Other reporting</li>
	<li>Compliance and risk management</li>
	<li>Strategy management</li>
</ol>
<p style="text-align: left;"><!--more-->Some of the <strong>main conclusions</strong> of this study are:</p>

<ul>
	<li><strong> </strong>Business processes<strong> </strong>are highly accelerated (faster reporting, shorter planning cycles, fast close)</li>
	<li>A major integration priority is the better linkage between strategy management and other performance management processes</li>
	<li>More people are involved and an increasing number of tools is used in performance management, this making the processes more complex</li>
	<li>Increasing speed and improvement of performance management processes will be a focus for the future</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Presentation1-Recovered.png"><img class="aligncenter size-large wp-image-2722" title="Presentation1 [Recovered]" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Presentation1-Recovered-1024x768.png" width="794" height="450" /></a><span style="color: #888888;">Source: Business Application Research Center, 2010</span></p>
<em>"When asked which goals are pursued in the initiatives to improve Performance Management processes <strong>improving data quality, implementing the corporate strategy and reducing the complexity of the process </strong>were ranked as the top three." </em>(Bange <em>et al</em>., 2009)

The study is available free of charge at: <a href="http://www.tagetik.com/downloads/reseach-reports/performance-management-current-challenges-future-directions-barc" target="_blank">http://www.tagetik.com/downloads/reseach-reports/performance-management-current-challenges-future-directions-barc</a>

<strong>References</strong>
<p style="text-align: left;">Bange, A., Bange, C.  and Marr, B., 2009, "<a href="http://www.tagetik.com/downloads/reseach-reports/performance-management-current-challenges-future-directions-barc"><em>Performance Management – Current Challenges and Future Directions</em></a>", working paper, Business Application Research Center, July</p>
<p style="text-align: left;">BARC, 2010, <em>Performance Managment Survey</em>, available online at <a href="http://www.barc.de/en/marktforschung/performance-mangement-survey.html" target="_blank">http://www.barc.de/en/marktforschung/performance-mangement-survey.html</a> (accessed on 10 April, 2010)</p>]]></content:encoded>
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<wp:post_id>2704</wp:post_id>
<wp:post_date>2010-04-19 18:51:30</wp:post_date>
<wp:post_date_gmt>2010-04-19 07:51:30</wp:post_date_gmt>
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<title>Assessing organizational performance management capability - The Performance Management Maturity Model</title>
<link>http://www.smartkpis.com/blog/assessing-organizational-performance-management-capability-the-performance-management-maturity-model/</link>
<pubDate>Tue, 20 Apr 2010 08:33:31 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Adrian Brudan]]></category>

		<category domain="tag" nicename="adrian-brudan"><![CDATA[Adrian Brudan]]></category>

		<category domain="tag"><![CDATA[EAB group]]></category>

		<category domain="tag" nicename="eab-group"><![CDATA[EAB group]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Maturity Model]]></category>

		<category domain="tag" nicename="maturity-model"><![CDATA[Maturity Model]]></category>

		<category domain="tag"><![CDATA[Theory]]></category>

		<category domain="tag" nicename="theory"><![CDATA[Theory]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2750</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">A model is a simplified representation of the world. According with The American Heritage Dictionary (2001), a model can have multiple significations, one of the most used  being <em>“a schematic description of a system, theory, or phenomenon, that accounts for its known or inferred properties and may be used for further study of its characteristics”</em>.</p>
<p style="text-align: justify;">In line with this definition, a maturity model is a process that describes the development of an entity over time and has the following characteristics:</p>
<p style="padding-left: 60px; text-align: justify;">• The development process is described by using a limited number of levels</p>
<p style="padding-left: 60px; text-align: justify;">• Each level is characterized by specific requirements, which must be achieved in order to pass to the next level</p>
<p style="padding-left: 60px; text-align: justify;">• Levels are sequentially ordered, from an initial level up to an ending level, and</p>
<p style="padding-left: 60px; text-align: justify;">• The development process requires a progress from one level to the next one, no levels being allowed to be left out (Klimko, 2001)</p>
<p style="text-align: justify;">One of the most popular examples of a maturity model is the Maslow Pyramid. Maslow (1943) suggested that there is a hierarchy of human needs starting from physiological needs up to the self actualization needs, and that during the progress through the hierarchy, ideally all the levels must be achieved by individuals. However, similar adapted patterns can be applied in order to assess the development stages of almost every entity, no matter of its nature or form. Such an entity could be today’s modern organization.<!--more--></p>
<p style="text-align: justify;">Over the last decades, management models designed to assess performance and identify different opportunities for improvement have began to be identified by the organizations as important strategic tools for building capabilities and achieve competitive advantages. In line with these developments, the specialists from the Office of Government Commerce (OGC), UK (2008) consider that maturity models, in particular, have become essential tools in assessing organizations’ current capabilities which help in their processes to implement change and improvements in a structured way. According to OGC, there are a number of reasons why organization might choose to use a maturity model in order to assess their current capabilities, such as:</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/benefits-of-maturity-models.jpg"><img class="aligncenter size-full wp-image-2751" title="benefits of maturity models" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/benefits-of-maturity-models.jpg" width="502" height="100" /></a>Source: Adapted  from P3M3 (2008), draft paper</p>
<p style="text-align: justify;">The model proposed below is a Maturity Model for Performance Management and is the result of an academic research project using three data sources:</p>

<ul>
	<li>review of specialized literature in performance management and measurement,</li>
	<li>review of highly acknowledged maturity models, and</li>
	<li>insights from performance management practitioners.</li>
</ul>
<p style="text-align: justify;">The proposed model is built on seven dimensions each describing an important characteristic of a Performance Management System:</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/model-dimensions.jpg"><img class="aligncenter size-full wp-image-2752" title="model dimensions" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/model-dimensions.jpg" width="313" height="271" /></a>Source: Adrian Brudan, 2009</p>
<p style="text-align: justify;">The Performance Management Maturity Model uses a five level maturity framework which is adapted from The Capability Maturity Model Integration (CMMI, 2001) and Portfolio, Programme and Project Management Maturity Model (P3M3 Models, 2008). Thus, organizations can assess the maturity level of their performance management practices in each of the seven dimensions of the model against the 5 maturity levels  identified and described below.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/maturity-levels.jpg"><img class="aligncenter size-full wp-image-2753" title="maturity levels" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/maturity-levels.jpg" width="553" height="57" /></a>Source: Adrian Brudan, 2009</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/characteristics-of-PMMM.jpg"><img class="aligncenter size-full wp-image-2754" title="characteristics of PMMM" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/characteristics-of-PMMM.jpg" width="503" height="559" /></a>Source: Adrian Brudan, 2009</p>
<p style="text-align: justify;">The model presented above represents a new tool that organizations can employ for assessing the maturity of  their performance management capability. For more details about how such a model can generate value in an organizational context, contact <strong><a href="http://www.eabgroup.com.au/" target="_blank">eab group</a></strong>.</p>
<strong>References:</strong>
<ul>
	<li><strong> Adrian Brudan (2009) -</strong><em> "Performance Management Maturity Level in  Business Organizations</em><strong><em>"</em>, </strong>Master thesis,<strong> </strong>Arhus School of Business, Denmark</li>
	<li><strong>Klimko, G. (2001)</strong> – Working paper. Knowledge management and maturity models. Building common understanding. Second European Conference of Knowledge Management, pp 269-278</li>
	<li><strong>Maslow, A (1943)</strong> – A theory of human motivation. Psychological Review, Vol. 50, pp 370-396</li>
	<li><strong>P3M3 – Portfolio, Programme and Project Management Maturity Model (2008)</strong> – Pubic Consultation Draft, Office of Government Commerce, available at <a href="http://www.p3m3-officialsite.com" target="_blank">www.p3m3-officialsite.com</a> (accessed 16 April, 2010)</li>
	<li><strong>SEI -Capability Maturity Model Integration -CMMI- (2001)</strong> – Carnegie Mellon University, Software Engineering Institute, available at <a href="http://www.sei.cmu.edu/cmmi" target="_blank">www.sei.cmu.edu/cmmi</a> (accessed 16 April, 2010)</li>
	<li><strong>The American Heritage Dictionary (2001)</strong>, 4th Edition, American Heritage Publishing Company</li>
</ul>]]></content:encoded>
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<wp:post_id>2750</wp:post_id>
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<title>Performance Management / Measurement Jobs: Corporate Performance Management Principal Consultants required</title>
<link>http://www.smartkpis.com/blog/performance-management-measurement-jobs-corporate-performance-management-principal-consultants-required/</link>
<pubDate>Wed, 21 Apr 2010 07:04:09 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Jobs]]></category>

		<category domain="category" nicename="jobs"><![CDATA[Jobs]]></category>

		<category domain="tag"><![CDATA[Corporate Performance Management Consultants]]></category>

		<category domain="tag" nicename="corporate-performance-management-consultants"><![CDATA[Corporate Performance Management Consultants]]></category>

		<category domain="tag"><![CDATA[Performance Management Jobs]]></category>

		<category domain="tag" nicename="performance-management-jobs"><![CDATA[Performance Management Jobs]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2928</guid>
<description></description>
<content:encoded><![CDATA[The job following job ad was <a href="http://www.informatiq.co.uk/detail.asp?rb=1&amp;Keyword=performance+management&amp;LocationKeyword=london&amp;KeywordSwitch=AND&amp;SearchSource=2&amp;Page=1&amp;RecsPerPage=5&amp;JobID=41807-1" target="_blank">advertised</a> on 14 April 2010 by Informatiq Consulting Ltd., a UK based recruiting agency:

Applications can be submitted online following this <a href="http://www.informatiq.co.uk/apply.asp?JobID=41807-1" target="_blank">link</a>.
<table>
<tbody>
<tr>
<td>Job title:</td>
<td colspan="3">Corporate Performance Management Principal Consultants</td>
</tr>
<tr>
<td>Job ref:</td>
<td colspan="3">MH41807</td>
</tr>
<tr>
<td>Job description:</td>
<td colspan="3">Leading Performance Improvement practice urgently seeks Corporate Performance Management (CPM) specialists to further develop their prestigious Big 4 Consulting offering.

This is an unprecedented opportunity to join a fast moving, dynamic and growing professional services consultancy. As a talented Financial BI Consultant you will be educated to degree level (ideally with additional ACA / CIMA / ACCA / MBA qualifications) and have a proven track record of defining, designing and delivering CPM, Shared Services/BPO or Corporate Treasury solutions.

Comfortable advising key stakeholders to CXO level you will have detailed experience leading projects in one or more of the following areas: Budgeting and Forecasting, Consolidation, Management Reporting or KPI/Balanced Scorecard.

Critically you will offer expert knowledge current CPM tool sets be that: Oracle Hyperion Financial Management (HFM, Hyperion Planning, Essbase, Hyperion System 9), Oracle OBIEE or SAP BPC (Outlooksoft). In summary, you will require full-life-cycle CPM experience from initial business development and pre-bid advice through to implementation and delivery.

This exciting opportunity provides the perfect platform to develop a management consulting career across performance management strategy, process improvement or CPM implementation.

Therefore if you have the skills and ability to make a difference why wait, apply by sending your CV to malcolm_h@informatiq.co.uk today!</td>
</tr>
<tr>
<td>Location:</td>
<td colspan="3">London or Birmingham base</td>
</tr>
<tr>
<td>Region:</td>
<td colspan="3">London</td>
</tr>
<tr>
<td>Country:</td>
<td colspan="3">United Kingdom</td>
</tr>
<tr>
<td>Type:</td>
<td colspan="3">Permanent</td>
</tr>
<tr>
<td>Hours:</td>
<td colspan="3">Full-Time</td>
</tr>
<tr>
<td>Salary:</td>
<td colspan="3">£60-85,000 + bens + bonus</td>
</tr>
<tr>
<td>Application deadline:</td>
<td colspan="3">ASAP</td>
</tr>
<tr>
<td>Start date:</td>
<td colspan="3">TBD</td>
</tr>
<tr>
<td>Company name:</td>
<td colspan="3">Informatiq Consulting Ltd.</td>
</tr>
<tr>
<td>Contact name:</td>
<td colspan="3">Malcolm House</td>
</tr>
<tr>
<td>Phone:</td>
<td colspan="3">01923 224481</td>
</tr>
<tr>
<td>Fax:</td>
<td colspan="3">01923 224493</td>
</tr>
<tr>
<td style="text-align: left;">Visit the website:</td>
<td colspan="3"><a href="http://www.informatiq.co.uk" target="_blank">http://www.informatiq.co.uk</a></td>
</tr>
</tbody>
</table>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 592px; width: 1px; height: 1px; overflow: hidden;">http://www.informatiq.co.uk/</div>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>2928</wp:post_id>
<wp:post_date>2010-04-21 18:04:09</wp:post_date>
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<title>Guerrilla Marketing Metrics - Discovery Channel Shark Week 2009</title>
<link>http://www.smartkpis.com/blog/guerrilla-marketing-metrics-discovery-channel-shark-week-2009/</link>
<pubDate>Thu, 22 Apr 2010 08:52:05 +0000</pubDate>
<dc:creator><![CDATA[Ophenia]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Discovery Channel]]></category>

		<category domain="tag" nicename="discovery-channel"><![CDATA[Discovery Channel]]></category>

		<category domain="tag"><![CDATA[Guerilla Marketing]]></category>

		<category domain="tag" nicename="guerilla-marketing"><![CDATA[Guerilla Marketing]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2849</guid>
<description></description>
<content:encoded><![CDATA[<ul>
	<li><strong><a title="# Page views" href="http://www.smartkpis.com/kpi-key-performance-indicator/pageviews-1427.html" target="_blank"># Pageviews</a></strong> (By the end of Shark Week): more than 630.000</li>
	<li><strong><a title="# Unique visitors" href="http://www.smartkpis.com/kpi-key-performance-indicator/unique-visitors-2614.html" target="_blank"># Unique visitors</a></strong> (By the end of Shark Week): 551.500</li>
	<li><strong><a title="# Pageviews" href="http://www.smartkpis.com/kpi-key-performance-indicator/pageviews-1427.html" target="_blank"># Pageviews</a></strong> (after two weeks): 1.114.384</li>
	<li><strong><a title="# Unique vistors" href="http://www.smartkpis.com/kpi-key-performance-indicator/unique-visitors-2614.html" target="_blank"># Unique visitors</a></strong> (after two weeks): 900.000</li>
	<li><strong># Visitors from target market</strong> (Australia and New Zealand): more than 450.000</li>
	<li><strong>% Increase in average weekly reach for the target TV timeslot</strong>: 15%</li>
	<li><strong>$ Seeding dollars spent</strong>: 0 (zero)</li>
</ul>
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<strong>Relevant link: </strong><a href="http://www.australiancoastalwatch.com.au" target="_blank">http://www.australiancoastalwatch.com.au</a>]]></content:encoded>
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<title>Performance Management matters - PricewaterhouseCoopers reports on Performance Management in the global economy</title>
<link>http://www.smartkpis.com/blog/performance-management-matters-pricewaterhousecoopers-reports-on-performance-management-in-the-global-economy/</link>
<pubDate>Thu, 22 Apr 2010 13:15:52 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Economy]]></category>

		<category domain="tag" nicename="economy"><![CDATA[Economy]]></category>

		<category domain="tag"><![CDATA[Global Economy]]></category>

		<category domain="tag" nicename="global-economy"><![CDATA[Global Economy]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[PricewaterhouseCoopers]]></category>

		<category domain="tag" nicename="pricewaterhousecoopers"><![CDATA[PricewaterhouseCoopers]]></category>

		<category domain="tag"><![CDATA[Recession]]></category>

		<category domain="tag" nicename="recession"><![CDATA[Recession]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2969</guid>
<description></description>
<content:encoded><![CDATA[PricewaterhouseCoopers (PwC) conducted during 2008-2009 an exhaustive research regarding the importance of performance management in the context of a globalized economy. The research was lead by PwC Canada, in partnership with several academic and research institutions from Canada, Switzerland and Australia.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/executive-summary-0609-en_standard_th.jpg"><img class="alignright size-full wp-image-2968" title="executive-summary-0609-en_standard_th" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/executive-summary-0609-en_standard_th.jpg" width="172" height="222" /></a>

The <strong>methodology</strong> consisted of two stages: an <strong>online survey</strong> to more than 400 senior managers in both private and public sectors, followed by 12 <strong>in-depth interviews </strong>aiming to investigate several issues in a more complex perspective.

The <strong>purpose of the research</strong> was to provide answers to several core questions (PwC, 2009):
<ul>
	<li>Do effective Performance Management practices contribute to driving superior performance?</li>
	<li>Are these contributions the same in downturns as in good times?</li>
	<li>Is performance management standardized or does it have to be customized for particular needs of organizations of different sizes and in different industries?</li>
</ul>
<p style="text-align: right;"><span style="color: #888888;">Source: PwC, 2009</span></p>
<!--more-->Some of the most representative <strong>findings</strong>, were (PwC, 2009):
<ul>
	<li><strong>The identification of </strong><strong>seven best practices that drive high performance and superior results,</strong> among which:</li>
</ul>
<ol>
	<li><em>having a holistic, broad approach </em>(high performers focus on broad issues, such as brand loyalty, employee satisfaction, service quality, aspects that can create competitive advantage);</li>
	<li><em>creating linkages, alignment and integration</em> of the measures to the key business drivers and cascading accountability at all organizational levels;</li>
	<li><em>adopting high value planning practices</em>, such as vision, mission and value statements and environmental and social responsibility plans;</li>
	<li><em>developing advanced technology </em>such as dashboards and business intelligence tools to complete the spreadsheets that are still predominant across respondents.</li>
</ol>
<ul>
	<li><strong>Performance management practices are equally essential in</strong><strong> both recession and growth periods.</strong> As one argument, the interviews revealed that organizations with strong performance management programs can better manage costs strategically and, if the case, make difficult decisions in ways that minimize impact on the long-term.</li>
	<li><strong>Performance management in the public sector is not as different from the private sector</strong> as it might be believed. It was concluded that high performing public organizations are the ones that employ practices also identified in high performance private entities, such as linkage and alignment to strategy, use of advanced technology and use of value planning practices in the shape of vision, mission or values.</li>
</ul>
<strong>Canada</strong> was given a particular attention, being under the loop for comparison to the rest of the world. The finding was that Canadian organizations employ less robust performance management practices, but are better at overcoming potential barriers.

For <strong>complete overview of the research</strong>, please follow: <a href="http://www.pwc.com/ca/en/finance/performance-management/global-performance-management-research-study.jhtml" target="_blank">http://www.pwc.com/ca/en/finance/performance-management/global-performance-management-research-study.jhtml</a>

You can register for a full version of the report or directly download an executive summary.<strong> </strong>

<strong>Reference:</strong>

PricewaterhouseCoopers (2009), <em>Performance management matters. Sustaining superior results in a global economy</em>, CA.
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<p class="MsoNormal"><span lang="EN-US">The research was lead by PwC Canada, in partnership with several academic and research institutions from Canada, Switzerland and Australia. The methodology consisted of two stages: an online survey to more than 400 senior managers in both private and public sectors, followed by 12 in-depth interviews aiming to investigate several issues in a more complex perspective. </span></p>

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<title>The importance of learning from practice</title>
<link>http://www.smartkpis.com/blog/the-importance-of-learning-from-practice/</link>
<pubDate>Fri, 23 Apr 2010 13:11:02 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

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<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 16/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
<strong>DuPont, Toyota, Xerox, Analog Devices, Motorola… </strong>

<strong>What do they have in common?</strong>

Abstract reasoning and introspection enabled humans to advance scientific knowledge at an ever accelerating rate over the last 2500 years. As opposed to other natural sciences such as physics and chemistry, human organization or administration is more loosely defined, some considering it a science and others an art. However, both proponents of management as a science and as an art agree on its ultimate function – the one of getting things done or accomplishing desired goals.

While administrative science is one of the oldest fields of human inquiry, it is still behind in terms of maturity and impact, especially when compared to other fields. Scientific management is less than 100 years old and reporting the level of advancement in this field to others, one might consider it as being in its embryonic stage. It is ironic, as it is perhaps one of the most important aspects of human life – how as people on Earth we organize ourselves to live harmoniously and keep a balance between so many conflicting forces and priorities at so many levels.

So what can be done to accelerate the progress of administrative science, better known in practice as management, at both theoretical and practical level?

While there are many avenues to be explored, one of them is simple and with a considerable impact on both short and long term: <strong>Learning from practice</strong>.

<!--more-->Over time, administrative science has been driven by 3 main categories of contributors:
<ul>
	<li><strong>Academics </strong>– researchers employing rigorous academic research methods.</li>
	<li><strong>Consultants </strong>– commercial entities providing expert advice to challenges faced by practitioners.</li>
	<li><strong>Practitioners</strong> - business professionals that apply in practice principles of management to achieve desired results.</li>
</ul>
A key ingredient for speedy progress in management is cross-polenisation of ideas. That is exchanging opinions, learning and trying new approaches and sharing results, to contribute collaboratively to the body of knowledge. However, each of the three categories of contributors has certain limitations in terms of their contribution to this process:
<ul>
	<li><strong>Academics</strong> – sound academic research is slow and faces many challenges in terms of data availability and quality.</li>
</ul>
<ul>
	<li><strong>Consultants </strong>– as profit oriented businesses, generally the main purpose is profit generation by deploying services. The emphasis on Research and Development in management consulting organizations is inconsistent. Even when it is actively pursued, results are often influenced by marketing and revenue imperatives.</li>
</ul>
<ul>
	<li><strong>Practitioners</strong> – due to the ever-increasing demands of today’s fast-paced business environments, many of them have difficulties keeping up to date with professional development. Allocating time to activities such as research, documenting and sharing findings or even sharing opinions is mostly an exception rather than a rule.</li>
</ul>
For things to change, each of contributors from each of these categories needs to put more efforts both individually and collectively. Ultimately the most important category is the one formed by practitioners.

They spend most of their time in organizations that can be considered virtual laboratories for the administrative science.

They offer opportunities to change, experiment and innovate at a scale unmatched by both academics and consultant altogether.

This is one of the reasons why practitioners are key to the progress of administrative science. They are close to the data, can make decisions and have an unbiased position towards results as they are impacted by them anyway.

Both academics and practitioner have a key supporting role in this process. They can offer guidance and facilitate the cross-polenisation of ideas. The voice of practitioners needs to be heard more often: at conferences, on discussion forums, in academic and business publications and in businesses.

Successes from the past illustrate that, the contribution of practitioners to administrative science is the key driver of innovation in this field.

<strong>DuPont Analysis, Toyota Production System, Benchmarking, Balanced Scorecard and Six Sigma…</strong>

<strong>What do they have in common?</strong>

These concepts emerged from practice, championed in the companies nominated in the first question of this post. They were not concocted by consultants or academics in research laboratories.

Indeed, furthering the knowledge and application of such concepts in practice can’t be achieved without the support of the management consulting industry and academic institutions. They have done a rather good job so far.

However, listening to the voice of practitioners and learning from practice is something that we haven’t yet improved considerably. This is a condition that has to be met before the administrative science process of maturing is to accelerate dramatically.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan

<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>

<strong>
</strong>
<h3>Relevant links</h3>
<a href="http://www2.dupont.com/Heritage/en_US/related_topics/donaldson_brown.html" target="_blank">http://www2.dupont.com/Heritage/en_US/related_topics/donaldson_brown.html</a>

<a href="http://www2.toyota.co.jp/en/vision/production_system/" target="_blank">http://www2.toyota.co.jp/en/vision/production_system/</a>

<a href="http://hbr.org/1987/01/how-to-measure-yourself-against-the-best/ar/1" target="_blank">http://hbr.org/1987/01/how-to-measure-yourself-against-the-best/ar/1</a>

<a href="http://www.managerialaccounting.org/Balanced%20Scorecard.htm" target="_blank">http://www.managerialaccounting.org/Balanced%20Scorecard.htm</a>

<a href="http://www.motorola.com/Business/US-EN/Motorola+University/About" target="_blank">http://www.motorola.com/Business/US-EN/Motorola+University/About</a>]]></content:encoded>
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<title>Monitoring ethnic minorities employment after graduation</title>
<link>http://www.smartkpis.com/blog/monitoring-ethnic-minorities-employment-after-graduation/</link>
<pubDate>Sun, 25 Apr 2010 14:05:25 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Ethnic Minorities]]></category>

		<category domain="tag" nicename="ethnic-minorities"><![CDATA[Ethnic Minorities]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2782</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: left;"><strong>Employment rate of  British students after graduation</strong> is another topic analyzed in the ‘Race into Higher Education’ report, which was mentioned also in a previous blog post.</p>
<p style="text-align: left;">The numbers presented in the report show<strong> </strong>that <strong>ethnic minorities are less likely to find employment after graduation</strong><strong><strong>,</strong> than their white counterparts: </strong>56.3% of ethnic minority students who graduated in 2007-08 found work within a year, compared with 66% of white students. Both White and ethnic minority females are ahead of males in employment success by around four percentage points each.<strong> </strong>(Business in the Community, 2010)</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Picture61.png"><img class="aligncenter size-full wp-image-2788" title="Proportion of Whites and Ethnic Minorities in Full-time or Part-time Paid Work (2007–08)" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Picture61.png" width="529" height="430" /></a><span style="color: #888888;">Source: Business in the Community, 2010</span></p>
<!--more-->According to Sandra Kerr, national campaign director at Race for Opportunity, "<em>...only if more school leavers from ethnic minority backgrounds study at Oxford, Cambridge and other high achieving universities are we likely to see <strong>British ethnic minorities progress into senior management and key leadership positions.</strong></em>"(Business in the Community, 2010)

In order to support the increase in Higher Education for ethnic minorities and their chances to employment after graduation, the <strong>"Race into Higher Education" report makes the following recommendations:</strong>
<ul>
	<li>British universities should monitor, report and improve on ethnic minority representation.</li>
	<li>Increase awareness amongst ethnic minority school pupils of the importance of university choice.</li>
</ul>
The main performance indicators to support and monitor these initiatives are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/ethnic-minority-students-4503.html" target="_blank">% Ethnic minority students</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/ethnic-minority-student-grants-2822.html" target="_blank">% Ethnic minority student grants</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/graduate-employment-rate-4511.html" target="_blank">% Graduate employment rate</a></li>
</ul>
The report  is available free of charge at: <a href="http://www.bitc.org.uk/workplace/diversity_and_inclusion/race/hesa_report.html" target="_blank">http://www.bitc.org.uk/workplace/diversity_and_inclusion/race/hesa_report.html</a>

<strong>Additional resource:</strong>

smartKPIs.com (2010), “KPI examples for the Academic Education”, available at <a href="../../kpi/industries/education-training/academic-education/" target="_blank">http://www.smartkpis.com/kpi/industries/education-training/academic-education/</a> (accessed 15 April 2010)

<strong>Reference:</strong>

Business in the Community (2010), "Race into Higher Education", UK]]></content:encoded>
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<title>Monitoring ethnic representation in UK universities</title>
<link>http://www.smartkpis.com/blog/monitoring-ethnic-representation-in-uk-universities/</link>
<pubDate>Mon, 26 Apr 2010 14:11:41 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Personal performance]]></category>

		<category domain="category" nicename="personal-performance"><![CDATA[Personal performance]]></category>

		<category domain="tag"><![CDATA[Cambridge]]></category>

		<category domain="tag" nicename="cambridge"><![CDATA[Cambridge]]></category>

		<category domain="tag"><![CDATA[Ethnic Minorities]]></category>

		<category domain="tag" nicename="ethnic-minorities"><![CDATA[Ethnic Minorities]]></category>

		<category domain="tag"><![CDATA[Higher Education Statistics Agency]]></category>

		<category domain="tag" nicename="higher-education-statistics-agency"><![CDATA[Higher Education Statistics Agency]]></category>

		<category domain="tag"><![CDATA[Office of National Statistics’ Labour Force]]></category>

		<category domain="tag" nicename="office-of-national-statistics-labour-force"><![CDATA[Office of National Statistics’ Labour Force]]></category>

		<category domain="tag"><![CDATA[Oxford]]></category>

		<category domain="tag" nicename="oxford"><![CDATA[Oxford]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2765</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Recently launched report ‘Race into Higher Education’ presents a <strong>comprehensive review of current ethnic minorities in higher education</strong>. Based on detailed analysis of both the Office of National Statistics’ Labour Force Survey and the Higher Education Statistics Agency’s ‘HESA Student Record’, the report offers a support for  the Government policy makers, university boards and UK industry, to see how the current ethnically diverse generation will affect tomorrow’s  workforce.</p>
<p style="text-align: justify;">According to the report<strong>, ethnic minority groups are better represented in UK universities than in the general population. </strong>Almost one in six (16.0%) of UK university students are from a Black Asian and Minority Ethnic (BAME) background. This is up from 8.3% in 1995-96, the year in which Business in the Community founded Race for Opportunity. This increase is virtually in line with the growth in the BAME population from 7.7% of 18 to 24 year olds in 1995-96 up to 14% in 2007-08. (Business in the Community, 2010)</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Picture41.png"><img class="aligncenter size-large wp-image-2816" title="Representation of Ethnic Minority Groups" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Picture41-796x1023.png" width="446" height="573" /></a></p>
<p style="text-align: center;"><span style="color: #888888;">Source: Business in the Community, 2010</span></p>
<p style="text-align: justify;"><!--more-->British Indians continue to be the best represented ethnic minority group within UK universities in 2007-08 (3.3%) as they were in 1995-96 (2.1%). They were followed by Black or Black British Africans (3.2%) who have almost tripled their university presence in the last 12 years, and finally, mixed ethnicity students constituted 2.1% of the university population. (Business in the Community, 2010)</p>
<p style="text-align: center;">The "Race into Higher Education" report  presents the UK's elite universities, regarding the students from ethnic minorities:<a href="http://www.smartkpis.com/blog/wp-content/uploads/Picture51.png"><img class="aligncenter size-full wp-image-2814" title="UK Universities with Lowest Proportion of Students from Ethnic Minorities" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Picture51.png" width="367" height="421" /></a><span style="color: #888888;">Source: Business in the Community, 2010</span></p>
<p style="text-align: justify;"><strong>Oxford and Cambridge</strong> <strong>recruit fewer ethnic minority students than the average for all other universities. </strong>However, the situation is different from one ethnic minority group to another.</p>
<p style="text-align: justify;">The main performance indicator used within this report is<strong> <a href="http://www.smartkpis.com/kpi-key-performance-indicator/ethnic-minority-students-4503.html" target="_blank">% Ethnic minority students.</a></strong></p>
The report is available free of charge at: <a href="http://www.bitc.org.uk/workplace/diversity_and_inclusion/race/hesa_report.html" target="_blank">http://www.bitc.org.uk/workplace/diversity_and_inclusion/race/hesa_report.html</a>
<p style="text-align: justify;"><strong>Additional resource:</strong></p>
<p style="text-align: justify;">smartKPIs.com (2010), “KPI examples for the Academic Education”, available at <a href="../../kpi/industries/education-training/academic-education/" target="_blank">http://www.smartkpis.com/kpi/industries/education-training/academic-education/</a> (accessed 15 April 2010)</p>
<p style="text-align: justify;"><strong>Reference:</strong></p>
<p style="text-align: justify;">Business in the Community (2010), "Race into Higher Education", UK</p>
<p style="text-align: justify;"></p>]]></content:encoded>
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<title>The Top Ten Undergraduate Business Programs in the U.S.A. - A Bloomberg BusinessWeek Ranking Survey</title>
<link>http://www.smartkpis.com/blog/the-top-ten-undergraduate-business-programs-in-the-u-s-a-a-bloomberg-businessweek-ranking-survey/</link>
<pubDate>Wed, 28 Apr 2010 10:18:18 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2857</guid>
<description></description>
<content:encoded><![CDATA[In 2005 Bloomberg BusinessWeek launched a ranking survey for the best Business Undergraduate Schools in the United States. For this purpose  an academic quality ranking was build based on nine measures:
<p style="padding-left: 60px;"><strong>• $ Median starting salaries for graduates</strong></p>
<p style="padding-left: 60px;"><strong>• # Alumni each program sends to MBA programs</strong></p>
<p style="padding-left: 60px;"><strong>• # Average SAT scores</strong></p>
<p style="padding-left: 60px;"><strong>• # Student faculty ratio</strong></p>
<p style="padding-left: 60px;"><strong>• # Class size</strong></p>
<p style="padding-left: 60px;"><strong>• % Students with internships</strong></p>
<p style="padding-left: 60px;"><strong>• # Hours students devote to classwork</strong></p>
<p style="padding-left: 60px;"><strong>• # Senior business majors</strong></p>
<p style="padding-left: 60px;"><strong>• # Corporate recruiters</strong></p>
<!--more-->The results of the 2010 survey were made public at the beginning of March  and present a complete changed ranking classification for the "<strong>Top Ten Undergraduate Business Programs in the United States</strong>" compared with the results from 2009.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/The-top-ten-undergraduate-business-programs.jpg"><img class="aligncenter size-full wp-image-2867" title="The top ten undergraduate business programs" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/The-top-ten-undergraduate-business-programs.jpg" width="500" height="650" /></a>Source: Bloomberg BusinessWeek, 2010</p>
<p style="text-align: justify;">As presented in the report, one of the major challenges for the Business Schools across United States in 2010, was how to find the best methods to fight recession in order to support and secure a high employment rate for their seniors majoring in business.</p>
<p style="text-align: justify;">This issue comes in the context in which only 38% of the students majoring in business, who responded in the 2010 survey, admitted that they received a job offer, compared to 46% in 2009 and  56% in 2008.</p>
<p style="text-align: justify;">Schools which got involved the most in supporting their graduating students and came with the most consistent and innovative programs and methods were the winners in 2010, being positioned high in the survey rankings.</p>
<p style="text-align: justify;">A detailed analysis of this subject was conducted in the article <em>"The best B-Schools vs. the Recession"</em> available online at <a href="http://www.businessweek.com/magazine/content/10_11/b4170061364922.htm" target="_blank">businessweek.com</a>.</p>
<p style="text-align: justify;">Additionally, <a href="http://www.smartkpis.com/dashboard/" target="_blank">smartkpis.com</a> provides its users with a comprehensive library of <a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/education-training/academic-education/" target="_blank">Academic Education KPIs in practice</a>, which show  how universities from around the world monitor their performance.</p>
<strong>Resources:</strong>
<ul>
	<li>Bloomberg BusinessWeek Magazine, (2010), The best B-Schools vs. the Recession by Geoff Gloeckler, available at <a href="http://www.businessweek.com/magazine/content/10_11/b4170061364922.htm" target="_blank">http://www.businessweek.com/magazine/content/10_11/b4170061364922.htm,</a> (accessed 23 April 2010)</li>
</ul>]]></content:encoded>
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<title>Performance Management case study: Ford Pinto – business ethics and performance measurement</title>
<link>http://www.smartkpis.com/blog/performance-management-case-study-ford-pinto-%e2%80%93-business-ethics-and-performance-measurement/</link>
<pubDate>Thu, 29 Apr 2010 03:05:13 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

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		<category domain="tag"><![CDATA[Case Study]]></category>

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		<category domain="tag"><![CDATA[Ford Pinto]]></category>

		<category domain="tag" nicename="ford-pinto"><![CDATA[Ford Pinto]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag"><![CDATA[Production]]></category>

		<category domain="tag" nicename="production"><![CDATA[Production]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3111</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 17/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
<h3><strong>Company</strong></h3>
<strong> </strong> Ford Motor Company
<h3><strong>Setting</strong></h3>
<strong> </strong>In late 1960s, Ford was facing increasing competition from domestic carmakers and Japanese imports.
<h3><strong>Mandate</strong></h3>
<strong> </strong>In June 1967 Ford started planning a new model that would outdo the competition. Lee Iaccoca, Vice-President and head of production at the time championed the project that was meant to deliver what was nicknamed “Lee’s car”. lee formulated a set of performance indicators with specific targets to define the parameters of the new product: <em>"The Pinto was not to weigh an ounce over 2,000 pounds and not cost a cent over $2,000" </em>(Dowie, 1977).
<h3><strong><!--more-->Approval process</strong></h3>
<ul>
	<li>December1968 – Project “Phoenix” obtained the approval of Ford’s Product Planning Committee for Pinto’s basic design concept (Schwartz, 1991)</li>
	<li>January 1969 – Ford’s Board of Directors, chaired by Henry Ford II gave his approval for Ford's first domestic sub-compact: Ford Pinto. (Schwartz, 1991, Consumer Guide Auto, 2010a)</li>
</ul>
<h3><strong>Performance indicators</strong></h3>
<strong> </strong> The product objectives were listed in Pinto’s<em> “Green book”</em>, <em>“a manual in green covers containing a step-by-step production plan for the model, detailing the metallurgy, weight, strength and quality of every part in the car” </em>(Dowie, 1977).

<em>1. True subcompact
</em>

<em>• Size</em>

<em>• Weight</em>

<em>2. Low cost of ownership
</em>

<em>• Initial price</em>

<em>• Fuel consumption</em>

<em>• Reliability</em>

<em>• Serviceability</em>

<em>3. Clear product superiority
</em>

<em>• Appearance</em>

<em>• Comfort</em>

<em>• Features</em>

<em>• Ride and Handling</em>

<em>• Performance</em>
<h3><strong>Targets </strong></h3>
The main targets were (Dowie, 1977):

<strong># Weight of the car</strong> – Target: under <strong>2000 lb (907kg)</strong>

<strong>$ Cost </strong>– Target: <strong>under $2,000</strong>.

<strong># Time from conception to production</strong> – Target: <strong>25 months</strong> (At almost half of the average of 43 months, this was estimated at the time to be the shortest production planning period in modern automotive history).
<h3><strong>Results</strong></h3>
The achievement of the main targets was as follows (Consumer Guide Auto, 2010):

<strong># Weight</strong> – Actual: <strong>1,949 lb (884kg)</strong>

<strong>$ Cost </strong>– Actual: <strong>$1,919</strong>

<strong># Time from conception to production</strong> – Actual: <strong>less than 20</strong>, as it was launched on 11 September 1970 and the first delivery took place on 13 September 1970
<h3><strong>Major design problem</strong></h3>
At rear-end collisions of over 30 miles/hour (48km/hour), the rear-end of the car would buckle and the fuel-tank would break and burst into flames. Ford did 11 rear-end crash tests, averaging a 31-mph impact speed, before Pintos went on sale. Some records reveal that rear-end collision tests on the Pinto in took place in December 1970, months after it was already in production (Consumer Guide Auto, 2010). Regardless of the date, out of the 11 tests at 31 miles/hour, only three cars passed the test with unbroken fuel tanks.
<h3>Explored solutions</h3>
<strong>Option 1</strong>

Replace the fuel tank with the one used in Ford Capri. It would have been located over the rear axle and differential housing, with much better protection from rear-end impacts.

<strong>Decision:</strong> Option disregarded due to the impact on trunk space.

During the analysis process a Ford engineer stated: <em>"But you miss the point entirely. You see, safety isn't the issue, trunk space is. You have no idea how stiff the competition is over trunk space. Do you realize that if we put a Capri-type tank in the Pinto you could only get one set of golf clubs in the trunk?"</em> (Dowie, 1977).

<strong>Options 2-4</strong>

Three alternative solutions analyzed pre and post production (Consumer Guide Auto, 2010)

• A plastic insulator fitted on the differential that would keep the bolts from ever making contact with the fuel tank. Cost of this item was less than $1.

• The use of a rubber bladder/liner produced by the Goodyear Tire and Rubber Company, at a unit cost of $5.08 per car.

• An extra steel plate attached to the rear of the car just behind the bumper, at a unit cost of up to $11 per car to install.

<strong>Decision:</strong> Options disregarded due to the impact on costs.

A cost-benefit analysis was conducted to determine the costs associated with implementing such solutions versus the benefits generated by avoiding possible lawsuits resulting from accidents where the gas tank position played a role in injuries or fatalities.

The Pinto went on sale without the gas tank issue being addressed and however meeting all the targets outlined in the<em><em> </em>“Green book”</em>.
<h3><strong>Financial and market outcomes for Ford</strong></h3>
<ul>
	<li>The first domestically produced Ford passenger car with a four-cylinder engine since 1934.</li>
	<li>The segment market share of imports was reduced from 15.2 % in 1971 to 14.8% in 1972</li>
	<li>Made an important impact on Ford’s profits during the 1974 OPEC oil embargo. As the most fuel efficient model Ford produced at the time more Pintos were built (544,209) than the sales for full-sized models taken altogether (461,000) (Consumer Guide Auto, 2010b)</li>
	<li>2,924,773 Pintos built between 1971-1980</li>
</ul>
<h3><strong>Reputation and ethical outcomes</strong></h3>
<ul>
	<li>500 burn fatalities of people who would not have been seriously injured if the car had not burst into flames (Dowie, 1977). National Highway Safety Administration records place this figure at 27 fatalities (Schwartz, 1991).</li>
	<li>In September 1978, Ford issued a recall for 1.5 million 1971-76 Pinto sedans and Runabouts, making it the largest recall in the industry up to that time.</li>
	<li>Millions of dollars in lawsuits were filed and won against the automaker, including the largest personal injury judgment ever.</li>
	<li>In the 1979 landmark case State of Indiana v. Ford Motor Co., Ford notoriously became the first American corporation ever indicted or prosecuted on criminal homicide charges. Ford was found not guilty in March 1980 (Schwartz, 1991).</li>
</ul>
<h3><strong>Other outcomes</strong></h3>
<strong>1970</strong> - Lee Iacocca, the “father” of the Pinto became President of Ford Motor Company

<strong>1977</strong> - <em>"Pinto Madness"</em>, an article revealing the story behind the Pinto to the public was published by the Mother Jones magazine. It went on to win a Pulitzer Prize.

<strong>1978</strong> – Lee Iacocca was fired by Ford Motor Company. His relationship with Henry Ford II, chairman of the board and chief executive officer (CEO), became tensed as a result of the Pinto scandal.

<strong>1979</strong> - Chrysler Corporation recruited Lee Iacocca as their President and CEO, where he served until his retirement in 1992.

<strong>1991</strong> –<em> “The myth of the Ford Pinto’s case”</em>, an article revealing some of the inaccuracies in the Pinto scandal was published by the Rutgers Law Review. It concludes with: <em>“If the Ford Pinto case did not exist, law professors would need to invent it: for the case raises essential issues about both the form and the substance of modern products liability doctrine”</em> (Schwartz, 1991).

From a Performance Management point of view the set targets were met and the desired financial outcomes were realized. However this case raises questions regarding both ethics, risk management and the purpose of using objectives and targets.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan

<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>

<strong>
</strong>
<h3>References</h3>
Dowie, M 1977, <em>Pinto Madness</em>, Mother Jones, September / October issue

Schwartz, G 1991, <em>The myth of the Ford Pinto case</em>, Rutgers Law Review, Vol. 43, Issue No. 1013

Consumer Guide Auto, 2010, 1971-1980 Ford Pinto Available at: <a href="http://auto.howstuffworks.com/1971-1980-ford-pinto.htm" target="_blank">http://auto.howstuffworks.com/1971-1980-ford-pinto.htm</a>, accessed on 3 May 2010.
<h2><span style="color: #00ff00;">
</span></h2>
<h2><span style="color: #ff0000;">Discuss the case in the smartKPIs.com Forum</span></h2>
This Performance Management Case Study is now available in the<a href="http://www.smartkpis.com/forum/showthread.php?10-Performance-Management-Case-Study-1-Ford-Pinto-%E2%80%93-business-ethics-safety" target="_blank"> smartKPIs.com Forum</a>. It also includes:
<ul>
	<li>additional details</li>
	<li>links to resources</li>
	<li>questions on lessons learned</li>
	<li>a poll regarding the use of safety KPIs</li>
</ul>
To access these resources and contribute  to the discussion by the  you are invited to join the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs.com Forum</a>. Members of the smartKPIs.com Performance Management community can log in to the forum using their registration details. New members are invited to join (for free) the <a href="http://www.smartKPIs.com " target="_blank">smartKPIs.com </a>community.]]></content:encoded>
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<title>Performance Measurement case study - KPI examples in UK higher education</title>
<link>http://www.smartkpis.com/blog/performance-measurement-case-study-kpi-examples-in-uk-higher-education/</link>
<pubDate>Fri, 30 Apr 2010 11:10:40 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Case Study]]></category>

		<category domain="tag" nicename="case-study"><![CDATA[Case Study]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

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		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=2793</guid>
<description></description>
<content:encoded><![CDATA[<span style="font-weight: bold; font-size: 1.17em;">What</span>

<em><strong> </strong></em>The annual publication of <strong>"Performance indicators in higher education in the UK 2008/2009" </strong>offers a brief presentation of the higher education institutions in the UK, in terms of performance and the indicators used to monitor it.
<h3><strong>Who </strong></h3>
<strong>The Higher Education Statistics Agency (HESA)</strong> - a private limited company which has formal agreements with government departments to provide the data which they require, and it is funded by subscription from all of the universities and higher education colleges throughout the United Kingdom.
<h3><strong>Why </strong></h3>
To provide reliable information on the nature and performance of the higher education sector in the UK and a consistent set of measures of this performance.

To contribute to a greater public accountability by the sector, as well as ensure that policy decisions can be made on the basis of consistent and reliable information.
<h3><strong>How </strong></h3>
Following the recommendations of the National Committee of Inquiry into Higher Education, the Government asked the funding councils to develop suitable indicators and benchmarks of performance in the higher education sector. The Performance Indicators Steering Group (PISG) was established, with membership drawn from government departments, the funding councils and representative bodies. Since 2002/03, HESA has published the Performance Indicators on behalf of Higher Education Funding Council for England (HEFCE) who published them previously.
<h3><strong><!--more-->Results</strong></h3>
The set of Performance Indicators (PIs) was published in April 2010, by HESA is the twelfth in the series.<em> </em><strong>The indicators are used for all publicly funded higher education institutions in the UK and they currently cover:</strong>
<ul>
	<li>widening participation indicators</li>
	<li>non-continuation rates (including projected outcomes)</li>
	<li>module completion rates</li>
	<li>research output</li>
</ul>
<h3><strong>Performance indicator example</strong></h3>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Picture53.png"><img class="aligncenter size-large wp-image-3070" title="Percentage of young entrants to full-time first degree courses from state schools" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Picture53-1024x326.png" width="614" height="196" /></a><span style="color: #888888;">Source: HESA, 2010</span></p>
<p style="text-align: left;">Nationally, over 90% of 17 year-olds in full-time education attend schools or colleges in the state sector. 88.5% of young entrants to full-time first degree courses in 2008/09 had attended such schools, Chart 1 bellow shows the pattern.  (HESA, 2010)</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Young-entrants-to-full-time-first-degree-courses-from-sate-schools.png"><img class="aligncenter size-full wp-image-3064" title="Young entrants to full-time first degree courses from sate schools" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Young-entrants-to-full-time-first-degree-courses-from-sate-schools.png" width="568" height="357" /></a><span style="color: #888888;">Source: HESA, 2010</span><a href="http://www.hesa.ac.uk/pis/08/09/home">
</a></p>

<h3 style="text-align: left;"><strong>Reference </strong></h3>
HESA 2010, “ <em>Performance indicators in higher education in the UK 2008/2009</em>”, available at <a href="http://www.hesa.ac.uk/index.php/content/view/1703/141/" target="_blank">http://www.hesa.ac.uk/index.php/content/view/1703/141/</a> (accessed 25 April 2010)]]></content:encoded>
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<title>The roots of Marketing Performance Management - An investigation in the context of its emergence</title>
<link>http://www.smartkpis.com/blog/the-roots-of-marketing-performance-management-an-investigation-in-the-context-of-its-emergence/</link>
<pubDate>Sat, 01 May 2010 12:35:35 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Accountability]]></category>

		<category domain="tag" nicename="accountability"><![CDATA[Accountability]]></category>

		<category domain="tag"><![CDATA[Benchmark]]></category>

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		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Resource-Based View]]></category>

		<category domain="tag" nicename="resource-bases-view-of-the-firm"><![CDATA[Resource-Based View]]></category>

		<category domain="tag"><![CDATA[Theory]]></category>

		<category domain="tag" nicename="theory"><![CDATA[Theory]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3103</guid>
<description></description>
<content:encoded><![CDATA[Literature reveals that <strong>the influence of Marketing on firm performance</strong>, especially on the bottom line, has been extensively explored, mainly from a <strong>resource-based view (RBV) perspective</strong> (Hooley et al. 2005; Fine 2009; Nath, Nachiappan &amp; Ramanathan 2010). It seems natural to estimate that Marketing (no matter its forms: Market Research, Marketing mix etc.), as long as it generates sales, impacts in a positive manner the bottom line.

Moreover, there have been attempts to prove that <strong>customer satisfaction influences the stock prices</strong>, although economists and analysts commonly make limited use of this kind of data when projecting stock performance, and suggest firms should report forward-looking customer metrics (<strong>customer equity statement</strong>) (Fine 2009), because financial indicators have a lagging, not a leading perspective.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Marketing-Mix.jpg"><img class="aligncenter size-full wp-image-3104" title="Marketing-Mix" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Marketing-Mix.jpg" width="303" height="303" /></a></p>
<p style="text-align: right;"><span style="color: #888888;">Source: Wikimedia Commons, 2010</span></p>
<!--more-->The fundamentals for measuring Marketing results are therefore thought to rely on the very specific nature of Marketing as an organizational function. Just like the Human Resources function, Marketing was long considered to be a consumer of organizational resources, mainly financial, that wasn’t able to prove the worthiness of that consumption. David Reibstein from Wharton Business School, Jason Pashko from Accenture and Jeff Levitan from SAS discuss this issue in a webcast in 2007, arguing the replacement of  <strong>“old age marketers”</strong>, that wanted to be left alone, stating that their activity was all about creativity and not agreeing with budget accountability with <strong>“new age marketers”</strong> that in order to be controllers and investors of assets present results in shape of metrics to prove they do their job well.  One trigger that enhanced the extended use of performance measurement in Marketing was the <strong>development of technology and new business models</strong> that allow organizations to capture much more data on the market (Reibstein, Pashko &amp; Levitan 2007).

Another context, besides that of <strong>accountability</strong>, mentioning the measurement of Marketing performance was the one dealing with <strong>improvement of Marketing practices and processes</strong>. Such a context can be found in a <strong>benchmarking</strong> initiative of the Marketing process. The benchmarking process is described by experts as a multistage approach, commonly consisting of the following three levels: identification of the best performers, setting the benchmarking goals and implementing changes. Performance measurement of Marketing appears in the second and the third stages: in order to set benchmarking goals, companies measure their own productivity against productivity of the leaders and during implementation, companies use indicators to track the progress in reaching the benchmarking goals (Donthu et al. 2005).

It is argued that commonly, a benchmarking tool needs to be focused on <strong>a single measure of overall efficiency or productivity</strong> that can be computed for the  firm and compared with competitors. However, a more robust approach is by analyzing <strong>multiple inputs and multiple outputs</strong> that can provide feedback regarding areas with need for improvement (Donthu et al. 2005). For example, if the overall benchmarking measure would be the level of customer satisfaction with complaints handling, several inputs and outputs to be analyzed in this context would be the following:
<ul>
	<li># Time to resolve customer complaints (output),</li>
	<li># Investment in customer support infrastructure (input),</li>
	<li># Customer support staff (input),</li>
	<li># Complaints backlog (output),</li>
	<li>% Times where customers with handled complaints were courteously recalled (output) etc.</li>
</ul>
The belief that Marketing influences firm performance and recent Marketing developments impose raised Marketing accountability and continuous improvement of the Marketing capabilities. <strong>Marketing Performance Management (MPM)</strong> has emerged as a new area of Marketing to deal with “measuring, learning from, and improving upon marketing strategies and tactics over time” (CMG Partners &amp; Chadwick Martin Bailey 2009).
<h3><strong>References
</strong></h3>
<ul>
	<li>CMG Partners &amp; Chadvick Martin Bailey 2009, <em>The Marketing Performance Advantage. Improving Effectiveness and Accountability</em>, viewed 3 May 2010, &lt;http://www.marketingperformanceadvantage.com/&gt;.</li>
	<li>Donthu, N, Hershberger, EK &amp; Osmonbekov, T 2005, 'Benchmarking marketing productivity using data envelopment analysis,' <em>Journal of Business Research</em>, vol. 58, pp. 1474– 1482.</li>
	<li>Fine, LM 2009, 'The bottom line: Marketing and firm performance,' <em>Business Horizons</em>, vol. 52, pp. 209-214.</li>
	<li>Hooley, GJ, Greenley, GE, Cadogan, JW &amp; Fahy, J 2005, 'The performance impact of marketing resources,' <em>Journal of Business Research</em>, vol. 58, pp. 18– 27.</li>
	<li>Nath, P, Nacchiapan, S &amp; Ramanathan, R 2010, 'The impact of marketing capability, operations capability and diversification strategy on performance: A resource-based view,' <em>Industrial Marketing Management</em>, vol. 39, pp. 307-329.</li>
	<li>Reibstein, D, Pashko, J &amp; Levitan, J 2007, <em>Marketing Performance Management: The Key to Accountability webcast</em>, viewed 3 May 2010, &lt;<a href="http://www.bettermanagement.com/seminars/seminar.aspx?mode=play&amp;L=14518" target="_blank">http://www.bettermanagement.com/seminars/seminar.aspx?mode=play&amp;L=14518</a>&gt;.</li>
</ul>]]></content:encoded>
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<title>Over 3200 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-3200-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Mon, 03 May 2010 08:21:36 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

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		<category domain="tag"><![CDATA[Performance Indicator]]></category>

		<category domain="tag" nicename="performance-indicator"><![CDATA[Performance Indicator]]></category>

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		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3147</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered users can now select their Key Performance Indicators (KPIs) from<strong> over 3200 Performance Measures documented and published</strong> in the online repository. The team focused in the last month on publishing examples from the Healthcare,  Professional Services and Hospitality &amp; Tourism industries.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (438)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (336)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (333)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (171)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (167)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (166)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation  (181)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/professional-services/" target="_blank">Professional Services (143)</a></li>
	<li><a title="Resources" href="http://www.smartkpis.com/kpi/industries/resources/">Resources (69)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">Healthcare (69)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/hospitality-tourism/" target="_blank">Hospitality &amp; Tourism (66)</a></li>
	<li><a title="Infrastructure Operations" href="http://www.smartkpis.com/kpi/industries/infrastructure-operations/" target="_blank">Infrastructure  Operations (65)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/patient-consultation-time-4304.html" target="_blank"># Patient consultation time</a>
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
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<title>Performance Management history file - Global Performance Management for Small and Medium-Sized Enterprises</title>
<link>http://www.smartkpis.com/blog/performance-management-history-file-global-performance-management-for-small-and-medium-sized-enterprises/</link>
<pubDate>Tue, 04 May 2010 03:48:30 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[6th Framework Project]]></category>

		<category domain="tag" nicename="6th-framework-project"><![CDATA[6th Framework Project]]></category>

		<category domain="tag"><![CDATA[European Commission]]></category>

		<category domain="tag" nicename="european-commission"><![CDATA[European Commission]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Small and Medium Sized Enterprise]]></category>

		<category domain="tag" nicename="small-and-medium-sized-enterprise"><![CDATA[Small and Medium Sized Enterprise]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3044</guid>
<description></description>
<content:encoded><![CDATA[The specific needs of small and medium-sized enterprises (SMEs) have been addressed by various initiatives in diverse areas of organizational management and development, including the context of performance management and measurement.

Such an initiative represents the project entitled<strong> Global Performance Management for Small and Medium-Sized Enterprises (GPM-SME)</strong>, financed by the 6th Framework Program (FP 6) of the European Commission, the Co-operative research (CRAFT) scheme between 2002-2006.

As shown by the Community Research and Development Information Service (CORDIS), the Framework Program is the largest EU instrument for the funding of research and considering the major importance of SMEs in the Union’s economy (seen as the most innovative, flexible and dynamic enterprises and accounting for a great amount of the existing jobs), it’s no wonder that one of the Program’s schemes - the CRAFT scheme mentioned above - is dedicated exclusively to SMEs (CORDIS, 2010).

The GPM-SME project was launched by a <strong>transnational consortium</strong> of R&amp;D centres, industrial companies, software developers, consulting firms and standardization organizations (Alba et al., 2005):
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/GPM-SME-Consortium.jpg"><img class="aligncenter size-full wp-image-3158" title="GPM-SME Consortium" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/GPM-SME-Consortium.jpg" width="589" height="346" /></a><span style="color: #888888;">Source: Alba et al., 2005</span></p>
<!--more-->The goal was to develop a new framework called the Global Performance Management (GPM) for SMEs, combining two performance management approaches: <strong>Extended Performance Management (ExPM)</strong> and <strong>Enriched Performance Management</strong>. The first approach aims at creating collaborative performance management instruments at all levels (internal, external and network), in the context of what is called an evolution of businesses from single enterprises to <em>Collaborative Networks (CN)</em> and <em>Virtual Organizations (VO)</em>. The second approach enriches the traditional Balanced Scorecard approach to measuring performance with additional dimensions, such as <em>Innovation and</em> <em>Agility, Environmental Care</em> and <em>Corporate Social Responsibility</em> (Alba et al., 2005).

The project consisted of a <strong>two-stages approach</strong> (Alba et al., 2005):
<ol>
	<li>Analysis of the problem and identification of solutions based on user requirements collected;</li>
	<li>Development of a set of ready-to-use instruments for the implementation of GPM in SMEs, such as:</li>
</ol>
<ul>
	<li>A methodology and SME-oriented architecture to help SMEs define and operate a real model of the GPM solution;</li>
	<li>A free of cost IT toolset that bridges the conceptual and practical environment;</li>
	<li>A tutorial for broad dissemination of results on a cross-sectorial basis.</li>
</ul>
Out of the toolset helping managers translate their strategy into operational objectives, the <strong>GPM Dashboard</strong> represents a repository with all the KPIs, allowing visualization of the information and analysis, which correlated to the <strong>GPM Strategy Observer,</strong> shows deviations and pushes warnings to the managers. Other toolset products are the <strong>GPM Simulation of Innovation Scenario, GPM Innovation Potential Scorecard </strong>and the <strong>GPM Best Practices Monitor.</strong>

The project was based on two industries - automotive and consumer goods – which were considered to be the global best practices in terms of upstream value chain optimization, respectively downstream value chain optimization. But the purpose was to expand the lessons learned in these two sectors so as to deliver valuable results with a broad range of applicability.

While the <strong>GPM-SME </strong>project is now closed, it represents an interesting example of a collaborative approach in developing new approaches and instruments for Performance Management as a discipline.
<h3><strong>References:</strong></h3>
CORDIS (2010), „Specific projects for SMEs”, available at: <a href="http://cordis.europa.eu/fp6/instr_sme.htm" target="_blank">http://cordis.europa.eu/fp6/instr_sme.htm</a> (accessed 1 May 2010).

Alba, M., Diez, L., Olmos, E. and Rodrigues, R. (2005), “Global Performance Management for Small and Medium-Sized Enterprises (GPM-SME)”, available at: <a href="http://www.everis.es/Images/GPMArt_tcm31-4575.pdf" target="_blank">http://www.everis.es/Images/GPMArt_tcm31-4575.pdf</a> (accessed 1 May 2010).]]></content:encoded>
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<title>Performance Management case study: Balancing on-time service and pay-for-performance in urban public transport</title>
<link>http://www.smartkpis.com/blog/performance-management-case-study-balancing-on-time-service-and-pay-for-performance-in-urban-public-transport/</link>
<pubDate>Fri, 07 May 2010 09:17:25 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Case Study]]></category>

		<category domain="tag" nicename="case-study"><![CDATA[Case Study]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3172</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 18/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
Delivering urban public transportation services today is a challenge due to the slow process of upgrading infrastructure and the general trend of population increase in large cities. Finding a balance between service delivery and punctuality requires careful planning and active monitoring of results. The case study illustrated below highlights some of the challenges and trade-offs that have to be explored by each operator.
<h3><strong>Company</strong></h3>
<strong> </strong>Urban public transportation operator.
<h3><strong><!--more-->Setting</strong></h3>
<strong> </strong>While in many cities the local public transport is operated by the government, a trend that gained momentum over the last 15 years is the outsourcing of the operations of the infrastructure. This way the government becomes a customer of a separate entity responsible for the service delivery to the wider public. The arrangement as benefits for both sides. The government shifts some of the pressure from citizens regarding the quality of the public transport services towards the operator, limiting a sensitive issue at election time. The operator manages a monopoly or in some instances is part of an oligopoly of service providers.
<h3><strong>Mandate</strong></h3>
<strong> </strong>Operate a safe and reliable public transportation system, delivering quality services for the public.
<h3><strong>Instruments</strong></h3>
To stimulate the improvement of services, Service Level Agreements clarify responsibilities of both parties and outline performance standards that the service operator needs to meet. A common element in such agreements is a pay-for-performance arrangement that rewards or penalizes the operator based on the achievement of set targets.
<h3><strong>Performance indicators</strong></h3>
Some of the commonly used KPIs in such agreements are:

% Planned services delivered (monitoring if services are operated)

% Punctuality (monitoring if the set schedule for each stop is followed)

These two KPIs are key to evaluating the customer experience. The first outlines if the routes planned to be serviced each day were delivered at all, while the second monitors how well were these routes serviced in terms of punctuality.
<h3><strong>Scenario
</strong></h3>
One afternoon, a passenger on the way home from work gets on a bus, validates the ticket and takes a seat, waiting for the bus to arrive at the desired stop, the second last of the line.

At the fourth stop before the end of the line, the bus driver announces all passengers that he has been requested to finish the route early at that stop. Everyone is invited to get off the bus and once the bus is empty, it skips the last three stops of the route, continuing with the return service.

Our passenger has paid the travel fare, expecting in return the arrival to destination, as planned. The early termination of the route by the public transport operator resulted in diminished utility of the amount spent and in an incomplete journey.
<h3>Questions</h3>
<ul>
	<li>What is the relationship between the KPIs used to track service performance and the decision to change the route of the bus?</li>
	<li>How is the estimated impact on customer satisfaction of such actions?</li>
	<li>Why aren't customer satisfaction KPIs used as widely as service delivery KPIs in transport operator SLAs?</li>
</ul>
Stay smart! Enjoy smartKPIs.com!

Aurel Brudan

<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>

<strong>
</strong>
<h2><span style="color: #ff0000;">Discuss the case in the smartKPIs.com Forum</span></h2>
This <a href="http://www.smartkpis.com/forum/showthread.php?11-Performance-Management-Case-Study-2-Balancing-on-time-service-amp-pay-for-performance" target="_blank">Performance Management Case Study</a> is now available in the<a href="http://www.smartkpis.com/forum" target="_blank"> smartKPIs.com Forum</a>, where members of the smartKPIs.com community are invited to contribute to the discussion (after logging in by using their registration details). New members are invited to join (for free) the <a href="http://www.smartkpis.com" target="_blank">smartKPIs.com community</a>.]]></content:encoded>
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<title>Relationship Marketing Performance Management</title>
<link>http://www.smartkpis.com/blog/relationship-marketing-performance-management/</link>
<pubDate>Sat, 08 May 2010 12:52:46 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[David Ballantyne]]></category>

		<category domain="tag" nicename="david-ballantyne"><![CDATA[David Ballantyne]]></category>

		<category domain="tag"><![CDATA[Evert Gummesson]]></category>

		<category domain="tag" nicename="evert-gummesson"><![CDATA[Evert Gummesson]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Marketing and Communications]]></category>

		<category domain="tag" nicename="marketing-and-communications"><![CDATA[Marketing and Communications]]></category>

		<category domain="tag"><![CDATA[Nigel F. Piercy]]></category>

		<category domain="tag" nicename="nigel-f-piercy"><![CDATA[Nigel F. Piercy]]></category>

		<category domain="tag"><![CDATA[Relationship Marketing]]></category>

		<category domain="tag" nicename="relationship-marketing"><![CDATA[Relationship Marketing]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3239</guid>
<description></description>
<content:encoded><![CDATA[Although not benefiting from a unanimously accepted definition, <strong>Relationship Marketing</strong> is a sub-discipline of Marketing defined (Gummesson 2004, p. 136) as ”<em>Marketing based on interaction within networks of relationships</em>”. The classic Relationship Marketing refers to the <strong>physical distribution network relationships</strong>, with main focus on <strong>supplier-customer interactions</strong> (Gummesson 1997 cited in Harwood &amp; Garry 2006), the premise being the mutual benefit for both parties and also the commitment to ensure relationship longevity (Harwood and Gary, 2006). While the supplier-customer is not the only form of Relationship Marketing existence, it is argued (Ballantine et al. 2000 cited in Harwood &amp; Garry, 2006) that customer relationship marketing is the most representative for achieving improved market and financial performance.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/5-pillars.jpg"><img class="aligncenter size-full wp-image-3241" title="5 pillars" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/5-pillars.jpg" width="423" height="500" /></a><!--more-->

Because developing long-term relationships with customers is not the best approach in all situations, special attention should be given to <strong>assessing customer relationships</strong> in terms of profitability, satisfaction etc. and this can be done by the means of a performance management process. The premises are that not all customers are willing to engage in relationship with their suppliers, nor do they all add value that makes them all attractive for the organization to invest in. Hence, organizations should invest resources in those relationships that are profitable for them and which they can nurture in the best way possible so as to have satisfied and content customers.

Although the question of accurately assessing the <strong>Return on Relationship Investment (ROR) </strong>remains unclear (Gummesson 2004 cited in Bonnemaizon et al. 2007), the technological developments, mainly in the shape of <strong>CRM (customer relationship management)</strong> and other IT tools and databases give an outstanding value and facilitation to the efforts of measuring and managing relationships. It is argued that these tools strive to employ <strong>tangible metrics to evaluate intangible dimensions</strong> that occur in the context of Relationship Marketing, such as trust and cooperation (Lages et al. 2008).

It is argued that the use of relationship performance metrics serves various<strong> purposes</strong>, among which: helping organizations to administer resources more efficiently by allocating them differently to different kinds of customers and identifying deviations from objectives, establishing priorities in terms of marketing efforts and even supporting motivational and rewards policies by relying on comprehensive data (Lages et al. 2008). Performance Management can support the constant monitoring and improvement of customer relationship processes.

Nigel Piercy (1998) describes the <strong>systems employed to monitor outcome performance of Relationship Marketing</strong> as part of the implementation stage of the Relationship Marketing strategy. He suggests an extended approach to measuring not only the outcomes, but investigating also the drivers of these outcomes, which rely on the behavior of the people within the organization that impacts on what the customer receives in terms of service and quality. The author suggests a <strong>three stage customer satisfaction measurement process</strong> that covers the interaction between the customer and the internal environment:
<ul>
	<li>The first stage describes the managerial use of customer satisfaction measurement in areas such as quality and operations management, staff training and evaluation and strategic management control;</li>
	<li>This further on helps diminishing the internal processes barriers to Relationship Marketing (perceived market drivers, logistics, corporate culture etc.);</li>
	<li>Which in turn enhance the third stage, the marketing strategies (service and quality, competitive differentiation etc.).</li>
</ul>
This describes a strategic and decisional three-stage process that relies on the measurement, but with a fourth element - the measurement that closes a <strong>strategic cycle of measure - use - improve.</strong>
<h3><strong>References</strong></h3>
<ul>
	<li>Bonnemaizon et al. 2007, ‘Relationship Marketing in 2015: A Delphi Approach,’ European Management Journal, vol. 25, no. 1, pp. 50-59.</li>
	<li>Gummesson, E 2004, ‘Return on relationships (ROR): the value of relationship marketing and CRM in business-to-business contexts,’ Journal of Business &amp; Industrial Marketing, vol. 19, no. 2, pp. 136-148.</li>
	<li>Harwood, TG &amp; Garry, T 2006, ‘Relationship marketing: why bother?,’ Handbook of Business Strategy, pp. 107-11.</li>
	<li>Lages et al. 2008, ‘The B2B-RELPERF scale and scorecard: Bringing relationship marketing theory into business-to-business practice,’ Industrial Marketing Management, vol. 37, pp. 696-697.</li>
	<li>Piercy, NF 1998, ‘Barriers to implementing relationship marketing: analyzing the internal market-place,’ Journal of Strategic Marketing, vol. 6, pp. 209-22.</li>
</ul>]]></content:encoded>
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<title>Healthcare performance measures at national level</title>
<link>http://www.smartkpis.com/blog/healthcare-performance-measures-at-national-level/</link>
<pubDate>Sun, 09 May 2010 13:12:48 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[National Healthcare Disparities Report (NHDR)]]></category>

		<category domain="tag" nicename="national-healthcare-disparities-report-nhdr"><![CDATA[National Healthcare Disparities Report (NHDR)]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[The Agency for Healthcare Research and Quality (AHRQ)]]></category>

		<category domain="tag" nicename="the-agency-for-healthcare-research-and-quality-ahrq"><![CDATA[The Agency for Healthcare Research and Quality (AHRQ)]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3252</guid>
<description></description>
<content:encoded><![CDATA[The Agency for Healthcare Research and Quality (AHRQ) has issued the seventh annual report on the state of health care quality nationally, the <em>National Healthcare Quality Report</em> (NHQR) and the <em>National Healthcare Disparities Report</em> (NHDR).

Both reports present <strong>the latest available findings on quality and access to healthcare.</strong>
<ul>
	<li><strong><em>The National Healthcare Quality Report</em><em> </em></strong>presents performance management in healthcare system through quality measures, focused both on process and outcome.</li>
	<li><strong>The <em>National Healthcare Disparities Report</em></strong> offers a broader perspective upon healthcare quality and access among various racial, ethnic, and income groups and other priority populations, such as children and older adults.</li>
</ul>
<strong>The main conclusions of the reports are:</strong>
<ul>
	<li>Agency for Healthcare Research and Quality (2010) reported that improvements in patient safety continue to lag. <strong>Quality is improving at a slow pace.</strong> Of the 33 core measures, two-thirds improved, the median rate of change being 2% per year.</li>
</ul>
<ul>
	<li><strong>Process and outcome measures are improving. </strong>Of the 68 process measures, 23 (34%) improved at a rate greater than 5% per year. Overall, the median rate of change was 2.2% per year. Improvement is somewhat slower for outcomes. Of the 92 outcome measures, 23 (25%) improved at a rate greater than 5% per year. Overall, the median rate of change was 2.3% per year.<strong> </strong></li>
</ul>
<p style="text-align: center;"><strong>Change in quality over time</strong></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Change-in-quality-over-time1.jpg"><img class="aligncenter size-full wp-image-3257" title="Change in quality over time" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Change-in-quality-over-time1.jpg" width="311" height="414" /></a><span style="color: #888888;">Change in quality over time, (Agency for Healthcare Research and Quality 2010, p.9)<!--more-->
</span></p>

<ul>
	<li>Although rates are improving incrementally, Agency for Healthcare Research and Quality (2010) considered that minirities are less likely to receive preventive antibiotics before surgery in a timely manner.</li>
	<li>The reports indicate that <strong>the</strong> <strong>lack of health insurance slows improvement in healthcare</strong> quality and reduction of disparities, being the strongest predictor of poor quality care.</li>
</ul>
<strong><a href="http://www.smartkpis.com/blog/tag/dashboard/" target="_blank">smartkpis.com</a> </strong>provides its users with a comprehensive library of <a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/healthcare/healthcare-support-services/" target="_blank">Healthcare KPIs in practice</a> (smartKPIs.com 2010), which shows how other healthcare organizations  from around the world monitor performance.

<strong>References:</strong>

Agency for Healthcare Research and Quality, 2010, <em>National Healthcare Disparities Report, </em>U.S. Department of Health and Human Services, U.S.

Agency for Healthcare Research and Quality, 2010, <em>National Healthcare Quality Report</em>,   U.S. Department of Health and Human Services , U.S.

smartKPIs.com 2010, <em>Healthcare KPIs in practice</em>, viewed 15 April 2010, &lt;<a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/healthcare/healthcare-support-services/" target="_blank">http://www.smartkpis.com/kpi_examples_in_practice/industries/healthcare/healthcare-support-services/</a>&gt; .]]></content:encoded>
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<wp:post_date>2010-05-10 00:12:48</wp:post_date>
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<title>Over 600 Key Performance Indicators (KPI) in practice reports on smartkpis.com</title>
<link>http://www.smartkpis.com/blog/over-600-key-performance-indicators-kpi-in-practice-reports-on-smartkpis-com/</link>
<pubDate>Mon, 10 May 2010 13:15:39 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3140</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered users can now learn about how companies use Key Performance Indicators (KPIs) to monitor their performance by reviewing <strong>over 600 <em>KPIs in practice</em> reports documented and published</strong> in the online repository. The <strong>smartKPIs.com</strong> team focused in the last month on publishing reports from the manufacturing , and retail industries. <em>KPIs in practice</em> reports specific to the publishing and hospitality industries were also added to the database.

<!--more-->The <em>KPIs in practice</em> repository now contains reports from almost all industries in the smartKPIs.com business taxonomy, from over 60 countries, as diverse as <strong><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/jordan/" target="_blank">Jordan</a></strong>, <a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/japan/" target="_blank"><strong>Japan</strong></a>, <a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/new-zealand/" target="_blank"><strong>New Zealand</strong></a>, <strong><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/romania/" target="_blank">Romania</a></strong>,<a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/singapore/" target="_blank"> <strong>Singapore</strong></a> or <a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/bermuda/" target="_blank"><strong>Bermuda</strong></a>. The countries with the highest number of KPIs in practice reports are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/united-states/" target="_blank">United States (154)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/united-kingdom/" target="_blank">United Kingdom (94)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/australia/" target="_blank">Australia (65)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/canada/" target="_blank">Canada (36)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/germany/" target="_blank">Germany (34)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/manufacturing/" target="_blank">Manufacturing (86)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/financial-institutions/" target="_blank">Financial Institutions (73)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/healthcare/" target="_blank">Healthcare (59)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/transportation/" target="_blank">Transportation (44)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/education-training/" target="_blank">Education &amp; Training (39)</a></li>
</ul>
Example of a documented KPIs in practice report:<strong><a href="http://www.smartkpis.com/kpi_examples_in_practice/google-performance-report-other-industry-958.html" target="_blank"> Google
</a></strong>
<h3><em>KPIs in Practice</em> user experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn</strong>: To learn more about Performance Management and Key  Performance Indicators visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">KPIs 101 section</a>.</li>
	<li><strong>Explore</strong>: To explore the <strong><em>KPIs in Practice</em></strong> catalog by navigating the functional area and industry directory, visit  the <a href="http://www.smartkpis.com/kpi_examples_in_practice/browse-kpis/" target="_blank">Browse<em><strong> KPIs in Practice</strong></em> section</a>.</li>
	<li><strong>Customize</strong>: To build your customized catalog of <strong><em>KPIs in  Practice </em></strong>reports by saving favorite reports for later use, visit  the <a href="http://www.smartkpis.com/kpi_examples_in_practice/user-kpis.html" target="_blank">My  <em><strong>KPIs in Practice</strong></em> section</a>.</li>
	<li><strong>Contribute</strong>: To propose a new example of<strong><em> KPIs in  Practice</em></strong> report, visit the <a href="http://www.smartkpis.com/kpi_examples_in_practice/submit.html" target="_blank">Submit <em><strong>KPIs in Practice</strong></em> report section</a>.</li>
	<li><strong>Collaborate</strong>: To collaborate with other users and to discuss <em><strong>KPIs  in Practice</strong></em> reports, add comments on each <a href="http://www.smartkpis.com/kpi_examples_in_practice/united-states-postal-service-performance-report-postal-and-courier-services-industry-61.html" target="_blank"><em><strong>KPIs in Practice</strong></em> report description page</a>.</li>
</ul>]]></content:encoded>
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<wp:post_id>3140</wp:post_id>
<wp:post_date>2010-05-11 00:15:39</wp:post_date>
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<title>What is wrong with Performance Measurement?</title>
<link>http://www.smartkpis.com/blog/what-is-wrong-with-performance-measurement/</link>
<pubDate>Fri, 14 May 2010 02:56:06 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Theory]]></category>

		<category domain="tag" nicename="theory"><![CDATA[Theory]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3461</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 19/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
A simple answer is over-reliance on measurement and its merits.

Since ancient times, humans had a fascination with measurement. In discovering the natural universe, measurement has its merits and one might say it is indispensable. Evaluating the physical properties of the world around us, we have gradually developed a rather objective and accurate way to determine distance, weight, density among others.

In administrative science things are different, tough. Measurement is done by humans and results are used by humans in a much more subjective environment, conducive of errors. It is not something new, and it will not be easily addressed, if ever.

<strong>Protagoras of Abdera</strong>, who lived between 480-410 B.C. famously said:<em> “Man is the measure of all things”. </em>His words have deep philosophical meanings that reverberate deeply in a performance measurement context. The implications are on one hand at a practical level, as ancient Greek measurement systems used in construction and architecture were based on the dimensions of the human body. On the other hand, at conceptual level, it underpins some of the human evaluation dilemmas that has been in place for centuries.

<!--more-->A relevant example of this dilemma is the practice of conducting individual performance evaluation. The precise origin of performance appraisals is not known but the practice dates back to the third century when the emperors of the <strong>Wei Dynasty</strong> (221-265AD) rated the performance of the official family members (Banner &amp; Cooke (1984); Coens and Jenkins (2000)). Fairness of raters was questioned since the third century by the Chinese philosopher <strong>Sin Yu </strong>who reportedly criticized a rater employed by the Wei Dynasty with the following words:<em> "The Imperial Rater of Nine Grade seldom rates men according to their merits, but always according to his likes and dislikes”</em> (Patten (1977) as cited in Banner &amp; Cooke (1984)).

Fast forward a few hundred years and at the turn of the 20th century a performance measurement revolution is announced and driven by Harvard Business School researchers. Eccles published his famous manifesto on 1991 and Kaplan and Norton seized the opportunity to give the world the tool to drive change, fueling it with an equally famous article in 1992 that promoted the Balanced Scorecard as a performance measurement tool. They have quickly realized that measurement is not the key and shifted their efforts towards strategy and performance measurement overall. However, as a result of the growing popularity of the Balanced Scorecard as a strategic performance management system, the efforts of many researchers and practitioners focused on the measurement side of things, trusting that performance management is taken care of. Thousands of articles and books on performance measurement were written in the 90s, many addressing questions such as:
<ul>
	<li>Why to measure?</li>
	<li>What to measure?</li>
	<li>When to measure?</li>
	<li>Who should measure?</li>
	<li>Where to measure?</li>
	<li>How to measure?</li>
</ul>
By the beginning of the 21st century, the attitude towards Performance Measurement as a discipline was similar to the one towards Physics a century ago, when <strong>Lord Kelvin </strong>said: <em>"There is nothing new to be discovered in physics now. All that remains is more and more precise measurement."</em>

Fueled by advanced in technology, accelerated rate of change in the environment in which many organizations operate and the enthusiastic momentum of the 90s, performance measurement continued dominate the Performance Management research and practice agenda. The fascination of the measurement promise is similar to the one in Physics. There seems to be an attitude that there is nothing new to be discovered in Performance Management now. All that remains is more and more precise performance measurement. As in Physics this view is far from being accurate. There are two major flows with is:
<ol>
	<li>It is not the data that matters, but what you do with it and the impact. Having a very accurate set of data that is used incorrectly and leads to the wrong decisions is worse than having a less accurate set of data, but used smartly in leading to the correct decisions.</li>
	<li>We should not discount the possibility that data accuracy in human administration is an elusive desideratum. Coming back to Physics, <strong>Nield Bohr</strong>’s statement gives food for thought: <em>“Accuracy and clarity of statement are mutually exclusive”.</em></li>
</ol>
One of today’s tragedies provides the scene to put things into context. We might never know exactly the amount of oil that leaked in the Gulf of Mexico as a result of the The Deepwater Horizon incident. What matters more is not the exact quantities and linking them to bonuses for cleaning or penalties for the accident taking place. Learning the right lessons from such an incident, changing attitudes and behaviors and making a positive impact on both recovery efforts and the future operations of the company, response teams, the industry, local community and the regulators is what matters.

Performance measurement puts too much value on measurement. And as <strong>Benjamin Franklin</strong> once said <em>“I conceive that the great part of the miseries of mankind are brought upon them by false estimates they have made of the value of things.”</em>

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan

<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>

<strong>References</strong>

Banner, D.K., &amp; Cooke, R.A. (1984). Ethical dilemmas in performance appraisal. Journal of Business Ethics, No. 3, pp. 327-333.

Coens,T., &amp; Jenkins, M. (2000). Abolishing performance appraisals: why they backfire and what to do instead. San Francisco: Berrett-Koehler Publishers

Eccles, R.G. 1991, “The performance measurement manifesto”, Harvard Business Review, Vol 69, No.1 January-February, pp. 131-137.

Kaplan, R. S. and Norton D. P. (1992, Jan-Feb) ‘The Balanced Scorecard - Measures That Drive Performance’, Harvard Business Review, Vol.70, No.1, pp.71-79

Patten, T.H., Jr (1977), Pay: Employee Compensation and Incentive Plans, pp. 352 Free Press, London.]]></content:encoded>
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<title>A visual representation of the Balanced Scorecard concept </title>
<link>http://www.smartkpis.com/blog/a-visual-representation-of-the-balanced-scorecard-concept/</link>
<pubDate>Wed, 19 May 2010 05:23:18 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

		<category domain="tag"><![CDATA[Strategy]]></category>

		<category domain="tag" nicename="strategy"><![CDATA[Strategy]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4805</guid>
<description></description>
<content:encoded><![CDATA[There are many popular figures representing the Balanced Scorecard concept. Perhaps the most famous one is the one illustrating the four traditional perspectives, with corresponding questions and related objectives, measures, targets and initiatives:

<a href="http://www.smartkpis.com/blog/wp-content/uploads/BSC-concept-BalancedScorecardReview.com_1.jpg"><img class="aligncenter size-full wp-image-4807" title="BSC concept - BalancedScorecardReview.com" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/BSC-concept-BalancedScorecardReview.com_1.jpg" width="671" height="503" /></a>]]></content:encoded>
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<wp:post_id>4805</wp:post_id>
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<title>Performance Management - a story told through key survey figures and statistics</title>
<link>http://www.smartkpis.com/blog/performance-management-a-story-told-through-key-survey-figures-and-statistics/</link>
<pubDate>Fri, 21 May 2010 03:42:03 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Figures]]></category>

		<category domain="tag" nicename="figures"><![CDATA[Figures]]></category>

		<category domain="tag"><![CDATA[History]]></category>

		<category domain="tag" nicename="history"><![CDATA[History]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[statistics]]></category>

		<category domain="tag" nicename="statistics"><![CDATA[statistics]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3487</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 20/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
Performance Management is one of the most dynamic business disciplines today. Its evolution accelerated over the last 20 years and due to the large number of concepts it employs and unstructured body of knowledge, having a comprehensive big picture view of the topic is rather challenging. One way of achieving this is by reading a lot and doing a critical review to the various ideas proposed. Another option is by monitoring the pulse of the discipline as reflected in studies and survey reports covering performance management topics.

Listed below is a random list of relevant statistics published in performance management studies over the last few years. It is interesting to put them together as pieces in a puzzle, to create a picture of the state of the discipline. This is the plus. On the other hand, each study used different research tools and varied in rigor, so the results need to be analyzed in the context of the survey as illustrated in the original report.

Overall they form an interesting read and while the degree of accuracy for their findings may vary, they can be useful in understanding the thinking and direction in Performance Management research and practice:
<h2><!--more-->2010</h2>
<ul>
	<li>" ...the most growth in BI<strong> [Business Intelligence] </strong>tools to support <strong>performance management</strong> has been in operations (51%), finance (50%) and customer management (49%) " (Ventana Research, 2010)</li>
	<li>" ...more than  half of participants (53%) said that they are only somewhat confident or not confident at all that their BI <strong>[Business intelligence] technology</strong> meets the needs of the organization".... with only 9% being "very satisfied with their organization's BI efforts." (Ventana Research, 2010)</li>
	<li>"...lack of resources (60%) and lack of a budget (43%) are the two most common barriers to <strong>improving BI and performance management</strong>.... The top two people issues are lack of awareness (36%) and lack of executive support (26%)" (Ventana Research, 2010)</li>
	<li>"...41% of participating organizations<strong> evaluate performance data</strong> and 29% are assessing metrics or measures to do so." (Ventana Research, 2010)</li>
	<li>"...two thirds (66%) of organizations are planning to evaluate <strong>new technologies for BI and performance management</strong>." (Ventana Research, 2010)</li>
</ul>
<h2>2009</h2>
<ul>
	<li><strong>Balanced Scorecard</strong> is the sixth most used management tool all over the world. (Bain &amp; Company, 2009)</li>
	<li>53% of the surveyed companies use a <strong>Balanced Scorecard</strong>, with an overall satisfaction score of 3,83 from 5. (Bain &amp; Company, 2009)</li>
	<li>“ On average, 84% of employees at Best in Class organizations were rated “meets” or “exceeds” <strong>performance expectations</strong>...”<strong> </strong>(Aberdeen Group, 2009)</li>
	<li>“… An <strong>[Enterprise Performance Management] EPM system</strong> with strong reporting capabilities is a critical enabler for the Best in Class (companies) by enabling leaders and managers to make better decisions…”<strong> </strong>(Aberdeen Group, 2009)</li>
	<li>"Most of the companies agree that systemically <strong>deriving KPIs from their strategy </strong>and effectively communicating that strategy are crucial to ensuring strategic objectives are met"<strong> </strong>(PricewaterhouseCoopers, 2009)</li>
	<li>"....only 33% have implemented <strong>strategy maps</strong>. Nevertheless 67% of the companies use strategy development tools such as value chain analysis." (PricewaterhouseCoopers, 2009)</li>
	<li>" While many companies say they derive KPIs from strategy (61%), a smaller number indicate that they have been through the process of defining<strong> strategic value drivers</strong> (54%) to break strategy and identify relevant KPIs." (PricewaterhouseCoopers, 2009)</li>
	<li>"On a scale of 1 (not integrated) to 6 (fully integrated), 73% of the companies rate their<strong> [Performance Management] process integration</strong> as a 4 or above." (PricewaterhouseCoopers, 2009)</li>
	<li>"...many companies focus on classic financial control measures. 81% stated that they use<strong> KPIs</strong> concerning profit or loss, liquidity, profitability and operational business." (PricewaterhouseCoopers, 2009)</li>
	<li>" ...along financial indicators, 51% of the participating companies explicitly indicated <strong>non-financial measures</strong> like customer satisfaction or quality of delivered services as KPIs in use" (PricewaterhouseCoopers, 2009)</li>
	<li>"On average more than 80% of companies think their <strong>[Performance Management] PM processes</strong> need improvement...the planning, budgeting and forecasting processes seem to be especially problematic"<strong> </strong>(BARC, 2009)</li>
	<li>" ..the number of people involved in performance management processes has increased over the last years with an average of 30% across all <strong>[Performance Management] PM processes</strong>." (BARC, 2009)</li>
</ul>
<h2>2008</h2>
<ul>
	<li>“ <strong>Corporate performance management (CPM)</strong> is the highest priority in business intelligence (BI)…” (Gartner, 2008)</li>
	<li>‘’….through 2011, at least 50% of companies implementing CPM will simply automate existing finance oriented processes and fail to improve <strong>performance management processes </strong>across the organization.” (Gartner, 2008)</li>
	<li>“……organizations that allowed their <strong>finance function to lead a CPM implementation</strong> were on average 25% less mature in their use of CPM than organizations that had an equal partnership between finance, IT and Key business users in their CPM project.” (Gartner, 2008)</li>
	<li>[Global Market]  "....financial measures still dominate. In every country, <strong>financial measures</strong> are the most frequently measured and over half of those surveyed report that over 50% of their measures are financial" (Neely et al. 2008)</li>
	<li>[Chinese Market] "... 89% reported that they had adopted a formal structure for their<strong> enterprise  performance management system</strong>." (Neely et al. 2008)</li>
	<li>[Japanese Market] "According to data over 60% of Japanese companies have now adopted <strong>performance management frameworks</strong> such as the<strong> balanced scorecard</strong>." (Neely et al. 2008)</li>
	<li>[U.K. Market] " ... only 17.3% believe they have the <strong>right</strong> number of <strong>measures</strong>, while 38.6% have concerns about the <strong>quality of </strong>their <strong>data</strong>." (Neely et al. 2008)</li>
	<li>[U.S. Market] " Despite the abundant literature on<strong> mapping strategies</strong>, the majority of the respondents, 62%, do not visualize their strategies." (Neely et al. 2008)</li>
	<li>[Australian Market] "...65.5% of the respondents claim to have a<strong> balanced scorecard</strong>..... no other framework for <strong>enterprise performance management design</strong> being prominent in Australia, with 39.3% of respondents preferring to use their own basis for designing their<strong> enterprise performance management system</strong>." (Neely et al. 2008)</li>
</ul>
<h2>2007</h2>
<ul>
	<li><strong>Measuring performance against goals and tracking KPIs </strong>occur in 80% of companies. (SAS, 2007)</li>
	<li>"8 in 10 organizations in this research are engaged in<strong> measuring performance against goals</strong>, ahead of summarizing and consolidating information. Three-quarters are tracking key performance indicators (KPIs)":</li>
</ul>
<p style="padding-left: 60px;">• Performance measures against goals - 81%</p>
<p style="padding-left: 60px;">• Summarized reporting of financial performance information on department level - 78%</p>
<p style="padding-left: 60px;">• Key performance indicators tracked - 76%</p>
<p style="padding-left: 60px;">• Decision making based on understanding of which measures drive the business - 64%<strong> </strong>(SAS, 2007) <strong> </strong></p>

<ul>
	<li><strong>Benefits achieved</strong> based on performance management activities</li>
</ul>
<p style="padding-left: 60px;">• Competitive advantage: up to 63%</p>
<p style="padding-left: 60px;">• Agility: up to 56%</p>
<p style="padding-left: 60px;">• Compliance/Governance: up to 50%</p>
<p style="padding-left: 60px;">• Budget/plan aligned with strategy: up to 47%</p>
<p style="padding-left: 60px;">• Revenue growth: up to 47%</p>
<p style="padding-left: 60px;">• Innovation: up to 44%</p>
<p style="padding-left: 60px;">• Strategic alignment: up to 44%</p>
<p style="padding-left: 60px;">• Response to market threats/risks: up to 41%</p>
<p style="padding-left: 60px;">• Resource alignment/optimization: up to 38%</p>
<p style="padding-left: 60px;">• Financial transparency: up to 38% (SAS, 2007)</p>

<h2>2006</h2>
<ul style="padding-left: 30px;">
	<li>“In an evaluation of their budgeting, forecasting, and reporting processes, an astonishing 60% of companies surveyed exhibited limited<strong> adoption of [Business Performance Management] BPM</strong> best practices, 36% showed ‘some adoption’ while less than 4% showed strong adoption.”<strong> </strong>(Active Planning, 2006)</li>
	<li>“Across all companies, 78% of respondents are still using <strong>spreadsheets as their primary budgeting and forecasting tool</strong>…..only 41% are using graphical dashboards or scorecards in their reporting processes…..and fully 76% have not rebuilt their planning model in over a year” (Active Planning, 2006)</li>
</ul>
<h2>2004</h2>
<ul>
	<li>"Average companies include nearly nine times <strong>too many metrics</strong>, focus heavily on historical finance data and not enough on forward-looking indicators." (Hackett Group (2004) as cited by PMA, 2005)</li>
	<li>"Less than 20% of all typical companies have<strong> mature balanced scorecard implementations</strong> in place that are generating business value." (Hackett Group (2004) as cited by PMA, 2005)</li>
	<li>"…..world class companies are 159% more likely..... than typical companies to have <strong>mature balanced scorecards</strong>" (Hackett Group (2004) as cited by PMA, 2005)</li>
	<li>"...companies <strong>report an average of 132 measures </strong>to senior management each month (83 financial and 49 operational). This is nearly nine times the number of measures suggested as appropriate when the concept of the balanced scorecard was introduced in 1992" (Hackett Group (2004) as cited by PMA, 2005)</li>
</ul>
Same as in Performance Management, "seeing beyond figures" makes the interpretation and use of such results more balanced and relevant.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan

<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>

<strong>References:</strong>
<ul>
	<li>Aberdeen Group 2009, Research Brief,<em> SuccessFactors: Addressing the Pillars of Employee Performance Management Success</em>, available at <a href="http://www.aberdeen.com/aberdeen-library/6253/RB-employee-performance-management.aspx" target="_blank"> http://www.aberdeen.com/aberdeen-library/6253/RB-employee-performance-management.aspx</a>, accessed 18 May 2010</li>
	<li>Adaptive Planning  2006, Press releases: Mountain View, CA, December 11, 2006,<em> Business Performance Management Survey Reveals 60% of Finance Departments Have Not Adopted Best Practices</em> - available at <a href="http://www.adaptiveplanning.com/news/company_press_121106.php" target="_blank">http://www.adaptiveplanning.com/news/company_press_121106.php</a>, accessed 18 May 2010</li>
	<li>Bain &amp; Company 2009, <em>Management Tools 2009. An Executive's Guide by Darrell K. Rigby</em>, available at <a href="http://bain.com/management_tools/tools_balanced.asp?groupCode=2" target="_blank">http://bain.com/management_tools/tools_balanced.asp?groupCode=2</a>, accessed 18 May 2010</li>
	<li>Business Application Research Center (BARC) 2009,<em> Performance Management - Current Challenges and Future Directions</em>. A global survey, available at <a href="http://www.barc.de/en/marktforschung/performance-mangement-survey.html" target="_blank">http://www.barc.de/en/marktforschung/performance-mangement-survey.html</a>, accessed 18 May 2010</li>
	<li>Gartner 2008, Press Releases: Egham, UK, February 6, 2008 - <em>Gartner Survey shows Corporate Performance Management is the highest priority in Business Intelligence in Europe</em> - <a href="http://www.gartner.com/it/page.jsp?id=597910" target="_blank">http://www.gartner.com/it/page.jsp?id=597910</a>, accessed 18 May 2010</li>
	<li><em>Hackett Group Research</em>, Performance Measurement Association (PMA), 2005 Perspectives on Performance, Volume 4, Issue 1, pp 3, available at <a href="http://www.som.cranfield.ac.uk/som/" target="_blank">http://www.som.cranfield.ac.uk</a>, accessed 18 May 2010</li>
	<li>Neely, A.D.; Yaghi, B. and Youell, N. (2008) "Enterprise Performance Management: The Global State of the Art", Oracle and Cranfield School of Management, available at <a href="http://www.ifm.eng.cam.ac.uk/people/adn1000/" target="_blank">http://www.ifm.eng.cam.ac.uk/people/adn1000/</a>, accessed 18 May 2010</li>
	<li>Neely, A.D.; Cuganesan, S; Yaghi, B. and Youell, N. (2008) "Enterprise Performance Management: The Australian State of the Art", Oracle, Macquarie University and Cranfield School of Management, available at <a href="http://www.ifm.eng.cam.ac.uk/people/adn1000/" target="_blank">http://www.ifm.eng.cam.ac.uk/people/adn1000/</a>, accessed 18 May 2010</li>
	<li>Neely, A.D.;Yaghi, B.; Dietrich, R. and Youell, N. (2008) "Enterprise Performance Management: The US State of the Art", Oracle, Fisher College of Business and Cranfield School of Management,available at  <a href="http://www.ifm.eng.cam.ac.uk/people/adn1000/" target="_blank">http://www.ifm.eng.cam.ac.uk/people/adn1000/</a>, accessed 18 May 2010</li>
	<li>Neely, A.D.; Yaghi, B. and Youell, N. (2008) "Enterprise Performance Management: The UK State of the Art", Oracle and Cranfield School of Management. available at <a href="http://www.ifm.eng.cam.ac.uk/people/adn1000/" target="_blank">http://www.ifm.eng.cam.ac.uk/people/adn1000/</a>, accessed 18 May 2010</li>
	<li>Neely, A.D.; Shimizu, T.; Yaghi, B. and Youell, N. (2008) "Enterprise Performance Management: The Japanese State of the Art", Oracle, Waseda University and Cranfield School of Management, available at <a href="http://www.ifm.eng.cam.ac.uk/people/adn1000/" target="_blank">http://www.ifm.eng.cam.ac.uk/people/adn1000/</a>, accessed 18 May 2010</li>
	<li>Neely, A.D.; Yaghi, B.; Zhijun Wang, Z. and Youell, N. (2008) "Enterprise Performance Management: The Chinese State of the Art", Oracle, Peking University and Cranfield School of Management, available at <a href="http://www.ifm.eng.cam.ac.uk/people/adn1000/" target="_blank">http://www.ifm.eng.cam.ac.uk/people/adn1000/</a>, accessed 18 May 2010</li>
	<li>PricewaterhouseCoopers 2009, <em>European Corporate Performance Management Survey</em>, available at <a href="http://www.pwc.com/gx/en/finance-consulting-services/euro-cpm-report.jhtml" target="_blank">http://www.pwc.com/gx/en/finance-consulting-services/euro-cpm-report.jhtml</a>, accessed 08 June 2010</li>
	<li>SAS  2007, <em>The Truth About Performance Management - A Report of Survey Findings</em>,  available at <a href="http://www.sas.com/ci/whitepapers/102716.pdf" target="_blank">http://www.sas.com/ci/whitepapers/102716.pdf</a>, accessed 18 May 2010</li>
	<li>Ventana Research 2010, Business Intelligence and Performance Management for the 21st Century, available at <a href="http://intelligent-enterprise.informationweek.com/channels/business_intelligence/showArticle.jhtml;jsessionid=2KTJGT15JLV1TQE1GHPSKHWATMY32JVN?articleID=225200684&amp;pgno=4" target="_blank">http://intelligent-enterprise.informationweek.com/channels/business_intelligence/showArticle.jhtml;jsessionid=2KTJGT15JLV1TQE1GHPSKHWATMY32JVN?articleID=225200684&amp;pgno=4</a>, accessed 09 June 2010</li>
</ul>]]></content:encoded>
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<title>Retail KPIs in practice - Foot Locker 2010</title>
<link>http://www.smartkpis.com/blog/retail-kpis-in-practice-foot-locker-2010/</link>
<pubDate>Thu, 27 May 2010 04:00:24 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Foot Locker]]></category>

		<category domain="tag" nicename="foot-locker"><![CDATA[Foot Locker]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

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		<category domain="tag"><![CDATA[Retail]]></category>

		<category domain="tag" nicename="retail"><![CDATA[Retail]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3282</guid>
<description></description>
<content:encoded><![CDATA[Foot Locker, Inc., the New York-based specialty athletic retailer, recently reported first quarter financial results. Some of the Key Performance Indicators (KPIs) used within the report are:
<ul>
	<li>% Increase in earnings per share = 70%</li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/net-income-after-taxes-niat-539.html" target="_blank">$ Net income</a> = $54 million</li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/earnings-per-share-eps-468.html" target="_blank">$ Earnings per share</a> = $0,34</li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/sales-growth-2308.html" target="_blank">% Sales growth</a> = 5 %</li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/sales-growth-in-stores-open-at-least-12-months-1699.html" target="_blank">% Sales growth in stores open at least one year</a> = 4.8 %</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Foot-Locker-Inc..png"><img class="aligncenter size-full wp-image-3287" title="Foot Locker, Inc." alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Foot-Locker-Inc..png" width="491" height="395" /></a><span style="color: #888888;">Condensed Consolidated Statements of Operations (Foot Locker, Inc. 2010)</span></p>
<!--more-->Ken C. Hicks, Chairman of the Board and Chief Executive Officer of Foot Locker, Inc. stated in the news release that “<em>these strong results reflect the hard work of our associates worldwide who drove sales gains by providing diligent customer service at the store level, while managing our inventories and operating expenses effectively</em>. ” (Foot Locker, Inc. 2010)

Foot Locker, Inc. operates 3,500 stores in 21 countries in North America, Europe and Australia.

For further examples of performance reports in the retail industry, explore the <a href="../../kpi_examples_in_practice/industries/retail/" target="_blank">Retail KPIs in practice</a> section of <strong><a href="http://www.smartkpis.com/blog/tag/dashboard/" target="_blank">smartkpis.com</a></strong> (smartKPIs.com 2010), which include links to the <a href="http://www.smartkpis.com/kpi_examples_in_practice/foot-locker-performance-report-retail-industry-979.html" target="_blank">Foot Locker, Inc.</a> performance reports.

<strong>References:</strong>

Foot Locker, Inc. 2010,<em> Foot Locker, Inc. reports first quarter financial results , </em>news release, 20 May 2010, New York, viewed 27 May 2010, &lt; <a href="http://www.footlocker-inc.com/investors.cfm?page=2010-1q10-earnings-release" target="_blank">http://www.footlocker-inc.com/investors.cfm?page=2010-1q10-earnings-release</a>&gt;.

smartKPIs.com 2010, <em>Retail KPIs in practice</em>, viewed 27 May 2010, &lt;<a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/retail/" target="_blank">http://www.smartkpis.com/kpi_examples_in_practice/industries/retail/</a>&gt;.

smartKPIs.com 2010, <em>Foot Locker, Inc. KPI in practice</em>, viewed 27 May 2010, &lt;<a href="http://www.smartkpis.com/kpi_examples_in_practice/foot-locker-inc--performance-report-retail-industry-979.html" target="_blank">http://www.smartkpis.com/kpi_examples_in_practice/foot-locker-inc--performance-report-retail-industry-979.html</a>&gt;]]></content:encoded>
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<title>Plan-Do-Check-Act (PDCA) / Plan-Do-Study-Act (PDSA), Philosophy and Performance Management</title>
<link>http://www.smartkpis.com/blog/plan-do-check-act-pdca-plan-do-study-act-pdsa-philosophy-and-performance-management/</link>
<pubDate>Thu, 27 May 2010 13:22:42 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

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		<category domain="tag"><![CDATA[Management]]></category>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3751</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 21/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
One of the administrative science domains that feeds Performance Management as a discipline is the quality movement. The Plan-Do-Check-Act (PDCA) cycle is at the core of the link between the two fields. It has been promoted and used in its current form for over 50 years. However, its roots can be traced back to ancient Greece.

Socrates (469-399 BC) formulated the dialectic inquiry process based on the idea of questioning and modifying understanding through the conflict of opposing ideas. This technique was further refined by Aristotle (384-322 BC), who enunciated a method of scientific investigation that employed both dialectics and empirical observations. His deductive reasoning approach combined with inductive elements became the foundation of the western scientific method, influencing philosophy and scientific inquiry for hundreds of years.

The famous arab scholar Ibn Sina, known to the western world as Avicenna (980-1037), proposed two stages of the scientific knowledge discovery process: conceptualizing what is meant and verifying what is being conceptualized, the basis of what evolved into what is being called the “Avicennian logic”.

Francis Bacon (1561-1626), considered one of the fathers of the scientific revolution, employed such an approach in defining a more modern version of the scientific method, with the balance leaning more towards the induction reasoning. The conceptualization becomes hypothesis and verification is separated into two further steps: data gathering and results analysis.

<!--more-->In the 20<sup>th</sup> century, Dr. Walter Shewhart (1891-1967) brought this process of inquiry traditionally used in research and education in business organizations. His collaborator and mentee, Dr. Edwards Deming (1900-1993) refined and popularized this concept as the Plan – Do – Check – Act (PDCA). Deming called it the "Shewhart cycle" and later replaced Check with Study, however in common use it remained the PDCA process, referred to as the “Deming cycle”.

In the 1990s, with the ascent of new management concepts such as the Six Sigma and the Balanced Scorecard, the PDCA process morphs into the new mutations. In Quality Management, the Six Sigma methodology employed the DMAIC project methodology: Define – Measure – Analyze – Improve – Control and the DMADV project methodology: Define – Measure – Analyze – Design and Verify.

In Performance Management, when the Balanced Scorecard as a concept needed a more robust application framework in mid 1990s, the PDCA came to the rescue again. It provided the elements required for migrating the Balanced Scorecard concept from a Management Accounting stage to the Strategic Management stage.

Today, at the down of a new phase of evolution of Performance Management as a discipline, these stages of scientific inquiry of process execution form the essence of the “management” component in “Performance Management”. They illustrate that Performance Measurement is required but not sufficient. Sound Performance Management practices based on the PDCA cycle give context and make the entire journey of improving performance interesting and relevant.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan

<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>

<strong>
</strong>

<strong>Relevant links
</strong>

Aristotle: <a href="http://galileoandeinstein.physics.virginia.edu/lectures/aristot2.html">http://galileoandeinstein.physics.virginia.edu/lectures/aristot2.html</a>

Bacon: <a href="http://plato.stanford.edu/entries/francis-bacon/">http://plato.stanford.edu/entries/francis-bacon/</a>

Ibn Sina: <a href="http://www.iep.utm.edu/avicenna/">http://www.iep.utm.edu/avicenna/</a>

Socrates: <a href="http://philosophy.lander.edu/ethics/socrates.html">http://philosophy.lander.edu/ethics/socrates.html</a>]]></content:encoded>
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<title>Sustainability Performance Management software from SAP BusinessObjects</title>
<link>http://www.smartkpis.com/blog/sustainability-performance-management-software-from-sap-businessobjects/</link>
<pubDate>Tue, 01 Jun 2010 01:34:00 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

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<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/Sustain.jpg"><img class="alignright size-full wp-image-3324" title="Sustain" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Sustain.jpg" width="300" height="300" /></a>We live in a time when sustainability is becoming a rising priority for companies as a vast number of stakeholder groups such as investors, management and employees try to understand the social and environmental implications of the company’s operational and financial activities and decisions. Sustainability has become <em>“both a strategic imperative and a performance driver”</em> that strives to maximize business impact (Gorbach, 2009)

SAP is one of the major companies in the world with an interest in identifying new solutions for tracking and measuring Sustainability Performance Management. <em>SAP BusinessObjects Sustainability Performance Management Application</em> is an example of such a solution.  It aims to help organizations measure and communicate their sustainability performance, by enabling them to <em>“ set goals and objectives, manage risks and monitor activities”</em> all these with the promise of shortening the time to collect data and significantly reducing the costs associated with this activity.

Starting from the premise that in today's business world more than 80% of the Global FORTUNE 250 companies report their sustainability performance, SAP identified a large number of business challenges  that companies face when reporting their sustainability performance and built the application by targeting these challenges with key features, expected to deliver specific benefits:
<ul>
	<li><strong><!--more-->Business Challenges</strong>, encountered while measuring sustainability performance:</li>
</ul>
<p style="padding-left: 60px;"><em>• “Resources tied up in collecting sustainability data</em></p>
<p style="padding-left: 60px;"><em>• Multiple overlapping sustainability standards and guidelines</em></p>
<p style="padding-left: 60px;"><em>• Lack of auditability and transparency in performance reporting</em></p>
<p style="padding-left: 60px;"><em>• Lack of alignment between sustainability activities and other management activities</em></p>
<p style="padding-left: 60px;"><em>• Inability to implement a sustainability strategy that the rest of the organization will follow” </em>(SAP BusinessObjects, Sustainability Performance Management, 2009)</p>

<ul>
	<li><strong>Key Features</strong> of the SAP BusinessObjects Sustainability Performance Management application:</li>
</ul>
<p style="padding-left: 60px;"><em>• “Defining reporting frameworks – Manage multiple sustainability frameworks and key performance indicators (KPIs) while optimizing opportunities for reuse</em></p>
<p style="padding-left: 60px;"><em>• Data collection – Automatically gather quantitative and qualitative sustainability performance data from people and systems</em></p>
<p style="padding-left: 60px;"><em>• Performance management – Align sustainability KPIs to corporate objectives and risks; turn sustainability data into actionable information to improve financial and sustainability performance; and set goals to motivate improvement</em></p>
<p style="padding-left: 60px;"><em>• Integration – Leverage existing data and management processes by integrating with other SAP applications” </em>(SAP BusinessObjects, Sustainability Performance Management, 2009)</p>

<ul>
	<li><strong>Business Benefits</strong> of the SAP BusinessObjects Sustainability Performance Management application:</li>
</ul>
<p style="padding-left: 60px;"><em>• “Reduce the cost of measuring sustainability performance</em></p>
<p style="padding-left: 60px;"><em>• Turn strategy and data into actionable insights where sustainability performance improvements also improve profitability</em></p>
<p style="padding-left: 60px;"><em>• Improve enterprise transparency and performance by making key drivers visible</em></p>
<p style="padding-left: 60px;"><em>• Provide sustainability results to the right levels in the organization so information is actionable</em></p>
<p style="padding-left: 60px;"><em>• Manage and mitigate stakeholder risk</em></p>
<p style="padding-left: 60px;"><em>• Incorporate sustainability into existing management systems and processes through strategic planning, initiative creation, risk management, and process streamlining”</em> (SAP BusinessObjects, Sustainability Performance Management, 2009)</p>
By incorporating a streamlined tracking, measuring and reporting performance management system the <em>SAP BusinessObjects Sustainability Performance Management application</em> can be a good alternative for companies interested in addressing sustainability issues.

To learn more on the key features and benefits of the application follow <a href="http://www.sap.com/solutions/sustainability/index.epx" target="_blank">www.sap.com/solutions/sustainability</a>.

<strong>References:</strong>

• SAP, Sustainability Performance Management – drive social, environmental, and economic improvement, United States official website, viewed 2nd June 2010, <a href="http://www.sap.com/usa/solutions/executiveview/sustainability/sustainability-performance/index.epx" target="_blank">http://www.sap.com/usa/solutions/executiveview/sustainability/sustainability-performance/index.epx</a>

• SAP BusinessObjects, Sustainability Performance Management (2009) – Solution brief: Find opportunity in sustainability, viewed 2nd June2010, <a href="http://download.sap.com/download.epd?context=8F6123E79CEBB1786B91F6FD2039663BB00C56B834F94B39C826D7B3AAFB0EABE2F6E4EA09786D942420432E6EC03AC3BBC2A34F9608270A" target="_blank">http://download.sap.com/download</a>

• Gorbach, Greg (2009) – SAP Analyst Report: Deliver sustainability promises – New SAP Solution Helps Companies Deliver Their Sustainability Promises, viewed 2nd June 2010, <a href="http://download.sap.com/download.epd?context=4C34A56DB5616075FC172B257D6434F0454D558EBB9314D4957AFCF24F62C2BF77E33B2B20B2EF55EFC8D7694BCC5C7055F7AB3A0AA21C89" target="_blank">http://download.sap.com/download</a>

<strong>Additional Resources:</strong>

• smartkpis.com 2010, <em>CSR/ Sustainability/ Environmental Care KPIs Examples</em>, viewed 2nd June 2010, <a href="http://www.smartkpis.com/kpi/functional-areas/csr-sustainability-environmental-care/" target="_blank">http://www.smartkpis.com/kpi/functional-areas/csr-sustainability-environmental-care/</a>]]></content:encoded>
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<wp:post_date>2010-06-01 12:34:00</wp:post_date>
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<title>Social and Financial Performance of Microfinance Institutions</title>
<link>http://www.smartkpis.com/blog/social-and-financial-performance-of-microfinance-institutions/</link>
<pubDate>Wed, 02 Jun 2010 12:37:49 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Finance]]></category>

		<category domain="tag" nicename="finance"><![CDATA[Finance]]></category>

		<category domain="tag"><![CDATA[Financial Institutions]]></category>

		<category domain="tag" nicename="financial-institutions"><![CDATA[Financial Institutions]]></category>

		<category domain="tag"><![CDATA[Microfinance]]></category>

		<category domain="tag" nicename="microfinance"><![CDATA[Microfinance]]></category>

		<category domain="tag"><![CDATA[Social Performance]]></category>

		<category domain="tag" nicename="social-performance"><![CDATA[Social Performance]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3337</guid>
<description></description>
<content:encoded><![CDATA[<strong>Microfinance institutions (MFIs</strong>) are mainly private-held companies, whose owners tend to have long-term interests (Ingo, W., Krauss, N. 2008). Most MFIs are strongly related with a social mission. For example, the most common “raison d’être” for MFIs is to broaden access to financial services, reduce poverty, empower women, build community solidarity, or promote economic development and regeneration.<strong> </strong>
<p style="text-align: left;"><strong>MFIs social performance</strong><em> </em>refers to the extent of their success in meeting these goals, representing more the impact rather than an outcome (IFAD 2006).</p>
<p style="text-align: center;"><a href="http://www.ifad.org/ruralfinance/pub/performance.pdf"><img class="aligncenter size-large wp-image-3364" title="Impact pathways" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Impact-pathways-1024x613.png" width="574" height="343" /></a><span style="color: #888888;">Impact pathways (IFAD 2006)</span></p>
<!--more-->As social organizations, MFIs apply commercial principles for achieving social impact. <strong>MFIs performance</strong> focuses both on<strong> social impact and financial outcomes.</strong> The social impact is achieved through the way financial services improve the lives of poor and excluded clients, by widening the range of opportunities for communities.

<strong>Financial outcomes</strong> are achieved through strategic management and focus on assuring organizational performance. The <strong>KPIs used to measure performance of microfinance institutions</strong> are usually structured in core areas, (Rosenberg 2006) such as:
<ul>
	<li><strong><em>Outreach</em></strong>—what number of clients are being served?</li>
	<li><strong><em>Client poverty level</em>—</strong>how poor are the clients?</li>
	<li><em><strong>Financial sustainability</strong></em>—how profitable is the MFI, in order to maintain and expand its services, without having continued injections of subsidized donor funds?</li>
	<li><em><strong>Collection performance</strong></em>—is the MFI collecting its loans as planned and expected?</li>
	<li><strong><em>Efficiency</em></strong>—is the MFI controlling its administrative costs at an optimal level?</li>
</ul>
&nbsp;

A <strong>standard international KPI </strong>monitored in MFIs is<em> </em><a href="http://www.smartkpis.com/kpi-key-performance-indicator/portfolio-at-risk-403.html" target="_blank"><strong>Portfolio at Risk (PAR)</strong></a><em><a href="http://www.smartkpis.com/kpi-key-performance-indicator/portfolio-at-risk-403.html" target="_blank"><strong>.</strong></a><strong> </strong></em>It measures the loan portfolio with at least one day missed payment to total loan outstanding at a given time. It refers to the outstanding balance of all the loans that have an amount overdue.

For further examples of MFIs performance indicators, explore the <a href="http://www.smartkpis.com/kpi/industries/financial-institutions/banking-mortgages-and-credit/" target="_blank">Banking, Mortgages and Credit KPIs examples</a> and the  section of <strong><a href="http://www.smartkpis.com/blog/tag/dashboard/" target="_blank">smartkpis.com</a></strong> (smartKPIs.com 2010).

<strong>References:</strong>
<p style="text-align: left;">IFAD 2006: <em>Assessing and managing social performance in microfinance</em>,  Rome</p>
<p style="text-align: left;">Ingo, W., Krauss, N. 2008: <em>Can Microfinance Reduce Portfolio Volatility?</em>, Working Paper Series, USA: New York University</p>
<p style="text-align: left;">Rosenberg, R. 2006: <em>Review of UNDP Microfinance Portfolio</em>, The Consultative Group to Assist the Poor (CGAP), Washington D.C.</p>
<p style="text-align: left;">smartKPIs.com 2010, Banking, Mortgages and Credit KPIs examples, viewed 27 May 2010, &lt;<a href="http://www.smartkpis.com/kpi/industries/financial-institutions/banking-mortgages-and-credit/" target="_blank">http://www.smartkpis.com/kpi/industries/financial-institutions/banking-mortgages-and-credit/</a>&gt;.</p>]]></content:encoded>
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<wp:post_id>3337</wp:post_id>
<wp:post_date>2010-06-02 23:37:49</wp:post_date>
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<title>Applying Design Thinking principles in Performance Management</title>
<link>http://www.smartkpis.com/blog/applying-design-thinking-principles-in-performance-management/</link>
<pubDate>Thu, 03 Jun 2010 08:00:08 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Knowledge and Innovation]]></category>

		<category domain="tag" nicename="knowledge-and-innovation"><![CDATA[Knowledge and Innovation]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Theory]]></category>

		<category domain="tag" nicename="theory"><![CDATA[Theory]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3418</guid>
<description></description>
<content:encoded><![CDATA[The process of creation is very important in music. In order to create great symphonies you have to be results-orienteted, metrics driven and always think outside the box. The same applies to performance management.

<strong>Design Thinking Methodology
</strong>

In organization and management theory, Design Thinking forms part of the Architecture/Design/Anthropology (A/D/A) paradigm, which characterizes innovative  human-centered enterprises (Asian Development Bank, 2010).

The design thinking process is based on seven stages which can occur simultaneously and can be repeated. The steps and the related activities within each step are presented below.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Design-thinking.jpg"><img class="aligncenter size-full wp-image-3419" title="Design thinking" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Design-thinking.jpg" width="634" height="380" />
</a><!--more--></p>
Like in music, design is always subject to personal taste. Thus, design thinkers share a common set of values that drive innovation: these values are mainly creativity, ambidextrous thinking, teamwork, end-user focus, curiosity.

<strong>Why is important for business and how can it be used with Performance Management?</strong>

Design thinking is changing the way creativity and business interact. Today, the world economy is coming to an era where there is only one winner. In other words, it is completely useless and meaningless, if it is not meant being the best.  An original product is the essence to the key of being the best, and in order to produce an ingenious creation one must attain a talent of being original and creative.

The only question remaining is <strong><em>"How would you use Design Thinking principles in Performance Management?"</em></strong>

<strong>References:</strong>
<ul>
	<li>Asian Development Bank 2010, Design Thinking by Olivier Serrat, available at<a href="http://www.adb.org/documents/information/knowledge-solutions/design-thinking.pdf" target="_blank"> http://www.adb.org/documents/information/knowledge-solutions/design-thinking.pdf</a>, accessed 6 May 2010</li>
</ul>]]></content:encoded>
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<title>Measuring the performance of the R&amp;D function</title>
<link>http://www.smartkpis.com/blog/measuring-the-performance-of-the-rd-function/</link>
<pubDate>Fri, 04 Jun 2010 08:06:32 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Business Innovation and Skills Department]]></category>

		<category domain="tag" nicename="business-innovation-and-skills-department"><![CDATA[Business Innovation and Skills Department]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[R&amp;D]]></category>

		<category domain="tag" nicename="rd"><![CDATA[R&amp;D]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3395</guid>
<description></description>
<content:encoded><![CDATA[Innovation is probably one of the most common words in the business “arena”. Even in these tough times, surprising and extraordinary innovation efforts take place in businesses across the globe. CEOs are recognizing the power and potential of innovative ideas: <em>“We can innovate and differentiate only by investing in R&amp;D.”</em> (Infotech, 2010)

In short, Research and Development (R&amp;D) is the key to innovation. In a <a href="http://www.smartkpis.com/blog/2010/03/23/the-worlds-most-innovative-companies-in-2010/" target="_blank">previous post</a> we presented the world’s most innovative companies. Below is an adaptation of that ranking, for the top 10 most innovative companies in 2010.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/RD-1.jpg"><img class="aligncenter size-full wp-image-3396" title="R&amp;D 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/RD-1.jpg" width="438" height="269" /></a>Source: Fast Company, 2010</p>
<!--more-->In the current post we will concentrate broadly on R&amp;D expenditures, metrics and the importance of R&amp;D activity, as a key benchmark of economic competitiveness.

A recent report published by Business Innovation and Skills Department, UK (2009) investigated the performance of the top UK and global corporate investors in R&amp;D. The analysis and case studies in the 2009 R&amp;D Scoreboard report were written by the Economist Intelligence Unit. The table below shows the R&amp;D expenditures and average R&amp;D growth among the top ranked companies.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/RD2.jpg"><img class="aligncenter size-full wp-image-3397" title="R&amp;D2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/RD2.jpg" width="495" height="567" /></a>Source: Department for Business Innovation &amp; Skills , UK, 2009</p>
So, what makes the world’s most innovative company? Is not just exploiting a single idea. Doing things completely differently, making money and saving costs - requires more. It is well known that progress depends on the contribution made by systematic research. Broadly defined, the purpose of research is to answer questions and acquire new knowledge (Marczik et al., 2005). There is a call to benchmark and monitor performance in R&amp;D area and for using the right metrics.  A recent report showed that the “top five” R&amp;D metrics are:
<p style="padding-left: 30px;"><em><strong>1.  R&amp;D spending as a percentage of sales (77%)</strong></em></p>
<p style="padding-left: 30px;"><em><strong>2.  Total patents filed/pending/awarded/rejected (61%)</strong></em></p>
<p style="padding-left: 30px;"><em><strong>3. Total R&amp;D headcount (59%)</strong></em></p>
<p style="padding-left: 30px;"><em><strong>4. Current-year percentage sales due to new products released in the past six years (56%)</strong></em></p>
<p style="padding-left: 30px;"><em><strong>5. Number of new products released (53%)</strong></em> (Goldense Group Inc., 2010)</p>
These days it is not enough to be good at innovating. To survive and prosper more and more organizations find that they need to innovate faster than their competitors.

<strong>References:</strong>
<ul>
	<li>Business Innovation and Skills Department UK 2009, The global leaders in R&amp;D, available at <a href="http://www.innovation.gov.uk/rd_scoreboard/?p=14" target="_blank">http://www.innovation.gov.uk/rd_scoreboard/?p=14</a>, accessed 5 May 2010</li>
</ul>
<ul>
	<li>Fast Company 2010, The world’s most innovative companies 2010, available at <a href="http://www.fastcompany.com/mic/2010" target="_blank"> http://www.fastcompany.com/mic/</a>2010, accessed 5 May 2010</li>
</ul>
<ul>
	<li>Goldense Group Inc. 2010, Biannual Survey, Product Development Metrics Survey 2008, Innovation Processes, Tools &amp; Top Corporate Metrics Practices, available at<a href="http://www.goldensegroupinc.com/biennial-2008.shtml" target="_blank"> http://www.goldensegroupinc.com/biennial-2008.shtml</a>, accessed 5 May 2010</li>
</ul>
<ul>
	<li>Infotech 2010, We can innovate and differentiate only by investing in R&amp;D, available at <a href="http://dqindia.ciol.com/content/cio_handbook07/CEO/2010/1010010701.asp" target="_blank">http://dqindia.ciol.com/content/cio_handbook07/CEO/2010/1010010701.asp</a>, accessed 5 May 2010</li>
</ul>
<ul>
	<li>Marczyk and DeMatteo 2005, Essential of Research Design and Methodology, John Wiley&amp; Sons, Inc., Hoboken, New Jersey, pp. 1.</li>
</ul>
<strong>Additional resources:</strong>
<ul>
	<li>smartKPIs.com (2010), “KPI examples for Knowledge and Innovation Functional Area, Innovation subcategory”, available at<a href="http://www.smartkpis.com/blog/2010/01/13/innovation-and-firm-performance-in-services-nottingham-university-business-school/" target="_blank"> http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/innovation/</a> ,accessed 21 March 2010</li>
	<li>smartKPIs.com (2010), “The Innovation Capacity Index” blog post, available at<a href="http://www.smartkpis.com/blog/2010/01/17/the-innovation-capacity-index/" target="_blank"> http://www.smartkpis.com/blog/2010/01/17/the-innovation-capacity-index/</a> , accessed 21 March 2010</li>
	<li>smartKPIs.com (2010), “The World's most Innovative companies” blog post, available at <a href="http://www.smartkpis.com/blog/2010/03/23/the-worlds-most-innovative-companies-in-2010/" target="_blank">http://www.smartkpis.com/blog/2010/03/23/the-worlds-most-innovative-companies-in-2010/</a>, accessed 05 June 2010</li>
</ul>]]></content:encoded>
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<wp:post_id>3395</wp:post_id>
<wp:post_date>2010-06-04 19:06:32</wp:post_date>
<wp:post_date_gmt>2010-06-04 08:06:32</wp:post_date_gmt>
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<title>Performance Management case study: Plan - Do - Check - Act (PDCA) in a non-profit organization</title>
<link>http://www.smartkpis.com/blog/performance-management-case-study-plan-do-check-act-pdca-in-a-non-profit-organization/</link>
<pubDate>Sat, 05 Jun 2010 06:53:29 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[Non-Governmental]]></category>

		<category domain="tag" nicename="non-governmental"><![CDATA[Non-Governmental]]></category>

		<category domain="tag"><![CDATA[Non-Profit]]></category>

		<category domain="tag" nicename="non-profit"><![CDATA[Non-Profit]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

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<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 22/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
Improving children's quality of life in developing countries is today a priority of thousands of non-for-profit organizations. It is a difficult journey, influenced by many macro and microeconomic, political, social, cultural and religious factors. Many such efforts are structured in programs and projects. Monitoring not only their implementation, but also their impact is a requirement not only for tracking if they make a difference, but also for attracting new funding and other resources for future programs. Overall, many non-profit programs employ robust performance management systems to support the achievement of their purpose. Designing and using such systems is not as straightforward as it may seem.
<h3><strong>Organisation</strong></h3>
<strong> </strong>A non-profit organization.
<h3><strong><!--more-->Setting</strong></h3>
<strong> </strong>The organization operates in both urban and rural regions, implementing programs and projects targeting specific health and early childhood development issues.
<h3><strong>Mandate</strong></h3>
<strong> </strong>Improve the health and education of children in at risk communities in developing countries.
<h3><strong>Instruments</strong></h3>
A performance management system is in place, linking objectives, performance indicators and initiatives.
<h3><strong>Performance indicators</strong></h3>
To monitor the achievement of this objective a set of performance measures can be established, targeting some of the specific issues to be addressed. For example:

% Incidents of anemia

# Average scores on language and communication skills for toddlers

# Average scores for vocabulary tests
<h3><strong>Scenario
</strong></h3>
The organization is following the standard Deming cycle applied in a performance management context: Plan-Do-Check-Act (PDCA). Each year it formulates a plan of activities, specifying objectives, performance indicators and projects to be implemented. It monitors results every six months, when following an analysis of these results, review meetings take place. They generally result in a recalibration of initiatives and sometimes new ones are established. Several programs and projects are running at any time, aimed at raising awareness in the community of health and educational issues. Additional projects targeted specific issues such as improving the economic situation of the families in the community, better equipping the kindergarten / primary school and training the educators.

Some success was reflected by the reduction of the incidents of anemia and improvement in the scores.

However, after a while, the performance reports started to reflect a stabilization of results and no further improvements were achieved.
<h3>Questions</h3>
<ul>
	<li>What changes to the existing portfolio of projects and programs should the organization make to improve results?</li>
	<li>How should the organization alter the Performance Management System in use to facilitate better results?</li>
	<li>What approach to stakeholder management should the organization take to facilitate sustainable changes in the community?</li>
</ul>
Stay smart! Enjoy smartKPIs.com!

Aurel Brudan

<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>

<strong>
</strong>
<h2><span style="color: #ff0000;">Discuss the case in the smartKPIs.com Forum</span></h2>
This <a href="http://www.smartkpis.com/forum/showthread.php?13-Performance-Management-case-study-3-PDCA-in-a-non-profit-organization" target="_blank">Performance Management Case Study</a> is now available in the<a href="http://www.smartkpis.com/forum" target="_blank"> smartKPIs.com Forum</a>, where members of the smartKPIs.com community are invited to contribute to the discussion (after logging in by using their registration details). New members are invited to join (for free) the <a href="http://www.smartkpis.com" target="_blank">smartKPIs.com community</a>.]]></content:encoded>
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<title>An overview of Business, Corporate and Enterprise Performance Management</title>
<link>http://www.smartkpis.com/blog/an-overview-of-business-corporate-and-enterprise-performance-management/</link>
<pubDate>Mon, 07 Jun 2010 12:20:08 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Corporate Services]]></category>

		<category domain="tag" nicename="corporate-services"><![CDATA[Corporate Services]]></category>

		<category domain="tag"><![CDATA[Framework]]></category>

		<category domain="tag" nicename="framework"><![CDATA[Framework]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Process Management]]></category>

		<category domain="tag" nicename="process-management"><![CDATA[Process Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3376</guid>
<description></description>
<content:encoded><![CDATA[Simply stated, Business Performance Management (BPM) can be described as a series of business processes, systems and applications designed to optimize both the development and the execution of business plans.

<strong>Definition of BPM</strong>

In an effort to provide clarity to the industry, a BPM standards group was established in 2003. Their definition for BPM was<em> “a set of integrated, closed-loop management and analytic processes, supported by technologies, that address financial and operational activities.”</em> (Frolick et al., 2006)

<!--more-->Synonyms for "Business Performance Management" include <strong>"Corporate Performance Management"</strong> and <strong>"Enterprise Performance Management"</strong>.

Some consider Corporate Performance Management (CPM) is the area of business intelligence (BI) involved with monitoring and managing an organization's performance, according to key performance indicators (KPIs) such as revenue, <a href="http://www.smartkpis.com/kpi-key-performance-indicator/human-capital-return-on-investment-roi-90.html" target="_blank">return on investment (ROI)</a>, overhead, and operational costs. (SearchDataManagement.com, 2010)

If we regard Business Performance Management (BPM) and Corporate Performance Management (CPM) as near synonyms: BPM would serve as the more generalised and used  term.

However, because the use of the acronym<strong> "BPM" </strong>can cause confusion with "Business Process Management", using terms such as <strong>"Corporate Performance Management"</strong> or <strong>"Enterprise Performance Management"</strong> can avoid that confusion.

<strong>The history of BPM</strong>

Similar to other past trends in information systems, BPM has evolved over several decades. An account of its history is illustrated in the table below:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/BPM-1.jpg"><img class="aligncenter size-full wp-image-3378" title="BPM 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/BPM-1.jpg" width="623" height="237" /></a>Source: Frolick et al., 2006</p>
<strong>Examples of BPM frameworks</strong>

Core BPM processes include financial and operational planning, consolidation and reporting, business modeling, analysis, and monitoring of key performance indicators linked to strategy ( BPM Magazine, 2010).

According to other sources, the BPM framework is composed of four core processes. These four key steps are the foundation for designing, implementing, and managing BPM (Frolick et al., 2006):

<a href="http://www.smartkpis.com/blog/wp-content/uploads/BPM-2.jpg"><img class="alignright size-full wp-image-3379" title="BPM 2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/BPM-2.jpg" width="342" height="246" /></a>

1. Strategize

2. Plan

3. Monitor and analyze

4. Take corrective action

The first two steps represent the formulation of business strategy, and the last two steps define how to modify and execute strategy. These four core processes form a closed loop that captures business strategy, which is then translated into strategically aligned business operations. (Image Source: Frolick et al., 2006)

Another example of a BPM or CPM  Framework is the one developed by PriceWaterHouseCoopers (2008). It is structured on 6 steps: strategy, plan, measure, insight, execute and reward. It also identifies 5 key enablers that help organizations driving strategy into sustainable performance: Culture, Governance, Data Management, Technology and Process.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/BPM-3.jpg"><img class="aligncenter size-full wp-image-3386" title="BPM 3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/BPM-3.jpg" width="333" height="234" /></a>Source: PricewaterwouseCoopers, 2008</p>
Various methodologies for implementing BPM exist. They provide companies a top-down framework by which to align planning and execution, strategy and tactics with business-unit and enterprise objectives. Various management concepts are intertwined in practice: Six Sigma, Balanced Scorecard, Activity-Based Costing (ABC), Total Quality Management, Economic Value-Add, Integrated Strategic Measurement and Theory of Constraints.

The Balanced Scorecard is the most widely adopted performance management methodology, especially as a system.

Methodologies on their own cannot deliver a full solution to an enterprise's BPM needs. Many pure-methodology implementations fail to deliver the anticipated benefits due to lack of integration with fundamental BPM processes.

<strong>References</strong>
<ul>
	<li>Decision Support Systems Resources 2010, available at <a href="http://dssresources.com/" target="_blank">http://dssresources.com</a>, accessed 28 May 2010</li>
</ul>
<ul>
	<li>Frolick, Mark N.; Thilini R. Ariyachandra 2006, "Business performance management: one truth" , Information System Management, Winter 2006, pp. 41-48,  available at <a href="http://snyfarvu.farmingdale.edu/~schoensr/bpm.pdf" target="_blank">http://snyfarvu.farmingdale.edu/~schoensr/bpm.pdf</a>, accessed 28 May 2010</li>
</ul>
<ul>
	<li>PricewaterhouseCoopers, Corporate Perfrormance Management 2008, available at <a href="http://www.pwc.com/" target="_blank">http://www.pwc.com</a>/, accessed 28 May 2010</li>
</ul>
<ul>
	<li>TechTarget, Definitions data management 2010, available at <a href="http://searchdatamanagement.techtarget.com/" target="_blank">SearchDataManagement.com</a>, accessed 28 May 2010</li>
</ul>
<ul>
	<li>Business Performance Management Magazine, available at  <a href="http://bpmmag.net/mag/performance-managements-quest-optimal-simplicity-1203/" target="_blank">http://bpmmag.net/</a>, accessed 28 May 2010</li>
</ul>]]></content:encoded>
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<title>Readership - Key Performance Metric for Newspaper Advertising</title>
<link>http://www.smartkpis.com/blog/readership-key-performance-metric-for-newspaper-advertising/</link>
<pubDate>Mon, 07 Jun 2010 14:11:02 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Advertising]]></category>

		<category domain="tag" nicename="advertising"><![CDATA[Advertising]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Publishing]]></category>

		<category domain="tag" nicename="publishing"><![CDATA[Publishing]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3613</guid>
<description></description>
<content:encoded><![CDATA[A recent analysis of daily printed newspaper readership and circulation data for<strong> 25 leading U.S. newspapers</strong> conducted by Scarborough Research and Newspaper National Network LP (NNN) indicates that <strong>Readers-Per-Copy (RPC) rates increased over the past three years by an average of 7.5 percent.</strong>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Readers-Per-Copy.png"><img class="aligncenter size-large wp-image-3615" title="Readers Per Copy" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Readers-Per-Copy-1024x561.png" width="614" height="337" /></a><span style="color: #888888;">Newspaper Reader-Per-Copy Trend (</span><span style="color: #888888;">Source: Newspaper National Network LP &amp;</span><span style="color: #888888;"> Scarborough Research, 2010)</span></p>
<p style="text-align: left;"><strong><!--more-->Readership</strong> <strong>is considered a key metric for media planning and buying.</strong> <em>“This analysis shows that readership is key for buying newspaper advertising, not only because it correlates with circulation, but because readership provides the qualitative dimension of the newspaper audience -- demographics, shopping and purchasing behavior, and lifestyles – that buyers need to make informed decisions</em>” (Newspaper National Network LP &amp; Scarborough Research, 2010).</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Circulation-and-Readership-trends.png"><img class="aligncenter size-large wp-image-3614" title="Circulation and Readership trends" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Circulation-and-Readership-trends-1024x570.png" width="614" height="342" /></a><span style="color: #888888;">Circulation and Readership Trends</span><span style="color: #888888;">(Source: Newspaper National Network LP &amp; Scarborough Research, 2010)</span></p>
<p style="text-align: left;">The analysis concludes that:</p>

<ul>
	<li><strong>Readership and circulation </strong>are two metrics highly correlated<strong>, </strong>that have been moving in the same direction over time. In today’s media environment, these metrics are strongly linked to planning and buying newspaper advertising.</li>
	<li>Readership provides advertisers with very important <strong>qualitative information</strong>. For example, the analysis shows that newspapers attract upscale, educated consumers, therefore being able to compete for a share of a brand’s media budget.</li>
	<li>The publishers' <strong>efforts to jettison unprofitable or unproductive circulation have been successful.</strong> An example is the decrease in distribution outside the paper’s core market.</li>
</ul>
The <strong>Key Performance Indicators</strong> (KPIs) used within this analysis are:
<ul>
	<li><strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/readership-4459.html" target="_blank">% Readership</a></strong></li>
	<li><strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/print-circulation-4321.html" target="_blank"># Circulation</a></strong></li>
	<li><strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/readers-per-copy-2909.html" target="_blank"># Readers per copy</a></strong></li>
</ul>
For further examples of performance indicators, explore the <a href="http://www.smartkpis.com/kpi/industries/publishing/" target="_blank">Publishing KPIs examples</a> and the section of <strong><a href="http://www.smartkpis.com/blog/tag/dashboard/" target="_blank">smartkpis.com</a></strong> (smartKPIs.com, 2010).

<strong>References:</strong>

Newspaper National Network LP &amp; Scarborough Research 2010, <em>Telling the Whole Story: Analysis Supports Readership as Key Metric for Planning and Buying</em> <em>Newspaper Advertising</em>, available at  <a href="http://www.scarborough.com/press_releases/Scarborough%20NNN%20Study%20Design%20Draft%20FINALa.pdf" target="_blank">http://www.scarborough.com/press_releases/Scarborough%20NNN%20Study%20Design%20Draft%20FINALa.pdf</a> (accessed 7 June 2010).

smartKPIs.com (2010), <em>Publishing KPI examples,</em> available at<a href="http://www.smartkpis.com/kpi/industries/publishing/" target="_blank"> http://www.smartkpis.com/kpi/industries/publishing/</a> (accessed 7 June 2010).]]></content:encoded>
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<title>The interplay between Business Intelligence and Performance Management in today&#039;s organizations</title>
<link>http://www.smartkpis.com/blog/the-interplay-between-business-intelligence-and-performance-management-in-todays-organizations/</link>
<pubDate>Tue, 08 Jun 2010 14:27:26 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Business Intelligence]]></category>

		<category domain="tag" nicename="business-intelligence"><![CDATA[Business Intelligence]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Ventana Research]]></category>

		<category domain="tag" nicename="ventana-research"><![CDATA[Ventana Research]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3546</guid>
<description></description>
<content:encoded><![CDATA[Many business users still rely today on spreadsheets, presentations and e-mail as their tools for information and analysis, despite major investments in technology and their willingness to manage or improve organizational performance.

A new study by Ventana Research, "<em>Business Intelligence and Performance Management for the 21st Century</em>", reveals that these desktop productivity tools obstruct efficiency and effectiveness when used in enterprise processes.

<strong>The Findings</strong>

Ventana Research undertook this benchmark research to assess the current state of maturity, trends and best practices. The goal was to determine how organizations approach Business Intelligence (BI) and performance management and prioritize their key components by identifying what elements they desire in a comprehensive approach.

The research found strong interest in a growing demand for BI and performance management. Departmentally, the most growth in adoption of BI tools to support performance management has been in Operations (51%), Finance (50%) and Customer Management (49%).
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Ventana-research.jpg"><img class="aligncenter size-full wp-image-3547" title="Ventana research" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Ventana-research.jpg" width="506" height="339" /></a>Source: UBM TechWeb Reader Services, 2010</p>
<!--more-->However, the research paints a picture of a market in an early stage of development. It shows that most organizations face considerable obstacles. They have only basic BI capabilities such as:
<ul>
	<li>querying sources for specific data (74%),</li>
	<li>generating reports from data (74%)</li>
	<li>accessing data from a spreadsheet for further analysis (70%).</li>
</ul>
Moreover, the capabilities they currently are working to deploy are only somewhat more sophisticated:
<ul>
	<li>communicating data in the right format (27%),</li>
	<li>searching for data (26%),</li>
	<li>presenting data effectively (25%)</li>
	<li>creating measures and metrics (24%).</li>
</ul>
Organizations are aware that more advanced capabilities exist; the ones our participants said most often that they hope to establish are being able to access data via a mobile device (27%), to conduct what-if analysis (25%) and to collaborate on data and metrics (23%).

The research shows that lack of resources (60%) and lack of a budget (43%) are the two most common barriers to improving BI and performance management. A significant percentage of the participants said that in the next year or two they will choose hosted software managed off-site, or rented software as a service (SaaS), as the means of deploying such software.

These methods can be more economical than the traditional on-premises deployment and require fewer in-house resources such as hardware and IT staff.

<strong>What To Do Next</strong>

According with the research, organizations can follow a series of steps as presented below:
<p style="padding-left: 30px;">1. Assess your organization’s maturity in BI and performance management.</p>
<p style="padding-left: 30px;">2. Consider the effectiveness of your current tools and applications.</p>
<p style="padding-left: 30px;">3. Reduce the number of BI tools and the use of spreadsheets.</p>
<p style="padding-left: 30px;">4. Compare the BI capabilities you have with those you want.</p>
<p style="padding-left: 30px;">5. Determine whether products currently in use can handle performance management well.</p>
<p style="padding-left: 30px;">6. Identify the types of data you need to access and analyze.</p>
<p style="padding-left: 30px;">7. Consider adopting or expanding metrics for performance management.</p>
<p style="padding-left: 30px;">8. Address organizational barriers to improving BI and performance management.</p>
<p style="padding-left: 30px;">9. Look into alternative means of software deployment</p>
<p style="padding-left: 30px;">10. Examine software that can be deployed across roles in the enterprise.</p>
<strong>References:</strong>
<ul>
	<li>UBM TechWeb Reader Services, 2010, 10 Steps to 21st Century BI &amp; Performance Management , available at <a href="http://intelligent-enterprise.informationweek.com/channels/performance_management/corporate/showArticle.jhtml;jsessionid=Y41F4SQZWEVG1QE1GHPSKHWATMY32JVN?articleID=225200684&amp;pgno=2" target="_blank">http://intelligent-enterprise.informationweek.com/channels/performance_management/corporate/showArticle.jhtml;jsessionid=2MNI1FW0ZFYGNQE1GHPSKHWATMY32JVN?articleID=225200684&amp;pgno=4</a>, accessed 08 June 2010</li>
</ul>]]></content:encoded>
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<title>Over 3300 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-3300-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Wed, 09 Jun 2010 14:38:46 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Indicator]]></category>

		<category domain="tag" nicename="performance-indicator"><![CDATA[Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3645</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered users can now select their Key Performance Indicators (KPIs) from<strong> over 3300 Performance Measures documented and published</strong> in the online repository. The team focused in the last month on publishing examples from the Publishing, Hospitality &amp; Tourism and Telecommunication / Call Center industries among others.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (438)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (336)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (333)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (172)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (171)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (166)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation  (215)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/professional-services/" target="_blank">Professional Services (144)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/hospitality-tourism/" target="_blank">Hospitality &amp; Tourism (74)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">Healthcare (72)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (69)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/readership-4459.html" target="_blank">% Readership</a>
<h3>User experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>.</li>
</ul>]]></content:encoded>
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<wp:post_id>3645</wp:post_id>
<wp:post_date>2010-06-10 01:38:46</wp:post_date>
<wp:post_date_gmt>2010-06-09 14:38:46</wp:post_date_gmt>
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<title> &quot;The truth about Performance Management&quot; ... as revealed by a SAS survey report</title>
<link>http://www.smartkpis.com/blog/the-truth-about-performance-management-as-revealed-by-a-sas-survey-report/</link>
<pubDate>Fri, 11 Jun 2010 05:45:15 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Research]]></category>

		<category domain="tag" nicename="research"><![CDATA[Research]]></category>

		<category domain="tag"><![CDATA[SAS]]></category>

		<category domain="tag" nicename="sas"><![CDATA[SAS]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3431</guid>
<description></description>
<content:encoded><![CDATA[According with a 2007 SAS report on performance management issues, alignment is the most important benefit of performance management efforts. The report was based on survey data gathered online from 1143 respondents from cross-industry organizations across the globe (SAS, 2007). The report presents a detailed picture over the use of performance management tools, frameworks, systems and practices in the worldwide organizations.

Among the most important findings that were outlined from the survey<strong> </strong>(SAS, 2007) are:
<p style="padding-left: 60px;">• Performance Management practices have spread over most of the organizational functional areas. According the SAS survey findings, the operations function is most likely to drive the effort followed closely by the finance and human resources departments.</p>
<p style="padding-left: 60px;">• Even though most of the performance management practices are multi-departmental, only a third of them are aligned across all departments.</p>
<p style="padding-left: 60px;">• Most companies are looking for performance management initiatives that could boost their competitiveness.</p>
<p style="padding-left: 60px;">• Cultural resistance, the human factor, is the primary factor to achieving performance management success.</p>
<p style="padding-left: 60px;">• Organizations have problems in integrating multiple systems employed to solve problems across their structure.</p>
<p style="padding-left: 60px;">• Companies who are following a sequential approach to integrating performance management practices across all organizational levels are the most likely to succeed.</p>
<p style="padding-left: 60px;">• Technology plays an important role in the performance management success.</p>
<p style="padding-left: 60px;">• The more a company is mature in the use of information, the more successful will be in nurturing successful performance management practices.<strong> </strong></p>
Additionally, a table with the most significant performance management findings from the survey can be visualized below:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/stats.jpg"><img class="aligncenter size-full wp-image-3432" title="stats" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/stats.jpg" width="338" height="648" /></a><span style="color: #888888;">Source: The truth about Performance Management, A report of survey findings, SAS 2007<!--more-->
</span></p>
Although the SAS report presents a comprehensive picture of the use of performance management practices across organizations, other surveys available for the larger public might present different results. Each study uses different research tools and attributes different rigor in data collection and interpretation. A compendium of such statistics on performance management practices can be found in the<a href="http://www.smartkpis.com/blog/2010/05/21/performance-management-a-story-told-through-key-survey-figures-and-statistics/" target="_blank"> smartKPIs.com Performance Architect update 20/2020.</a>

&nbsp;

<strong>References:</strong>
<ul>
	<li>SAS 2007, The truth about performance management: a report of survey findings - white paper, available at <a href="http://www.sas.com/ci/whitepapers/102716.pdf" target="_blank">http://www.sas.com/ci/whitepapers/102716.pdf</a>,  accessed 08 June 2010</li>
</ul>
<strong>Additional resources:</strong>
<ul>
	<li><a href="http://www.smartkpis.com/dashboard/" target="_blank">smartkpis.com,</a> 2010, Performance Management Architect Update 20/2010, Performance Management - a story told through key survey figures and statistics, available at <a href="http://www.smartkpis.com/blog/2010/05/21/performance-management-a-story-told-through-key-survey-figures-and-statistics/" target="_blank">http://www.smartkpis.com/blog/2010</a>, accessed 09 June 2010</li>
</ul>]]></content:encoded>
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<wp:post_date_gmt>2010-06-11 05:45:15</wp:post_date_gmt>
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<title>Working with initiatives in Performance Management – Check and Act vs. Study and Act</title>
<link>http://www.smartkpis.com/blog/working-with-initiatives-in-performance-management-%e2%80%93-check-and-act-vs-study-and-act/</link>
<pubDate>Sat, 12 Jun 2010 02:23:10 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Initiative]]></category>

		<category domain="tag" nicename="initiative"><![CDATA[Initiative]]></category>

		<category domain="tag"><![CDATA[Non-Governmental]]></category>

		<category domain="tag" nicename="non-governmental"><![CDATA[Non-Governmental]]></category>

		<category domain="tag"><![CDATA[Non-Profit]]></category>

		<category domain="tag" nicename="non-profit"><![CDATA[Non-Profit]]></category>

		<category domain="tag"><![CDATA[PDCA]]></category>

		<category domain="tag" nicename="pdca"><![CDATA[PDCA]]></category>

		<category domain="tag"><![CDATA[PDSA]]></category>

		<category domain="tag" nicename="pdsa"><![CDATA[PDSA]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3926</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 23/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
In one of my previous updates I reviewed the <a href="http://www.smartkpis.com/blog/2010/05/28/plan-do-check-act-pdca-plan-do-study-act-pdsa-philosophy-and-performance-management/" target="_blank">history of the Deming cycle</a> and its relevance for Performance Management. One of the most important benefits of managing performance in organizations is that it facilitates a structured process of improving the achieved results, which is the essence of performance.

Improvement doesn’t automatically derive from measurement. A robust process of analysis and decision making is required to facilitate suitable actions or initiatives. And to illustrate this process, <em>Study </em>as in the PDSA cycle is more meaningful than the<em> Check</em> as in the PDCA cycle.

The Performance Management case study presented the scenario of a non-profit organization interested in addressing childhood development issues. Some of the measures used were:
<ul>
	<li>% Incidents of anemia</li>
	<li># Average scores on language and communication skills for toddlers</li>
	<li># Average scores for vocabulary tests</li>
</ul>
<!--more-->Using the traditional <em>Plan - Do - Check - Act (PDCA) </em>approach, the <em>Check </em>and <em>Act</em> phases would resume to gathering performance results data, reviewing it and taking actions to improve results. Generally the initiatives established as a result of this process would aim at doing more of the same thing. Improve efficiency or increase the volume of efforts.

However, a subtle change, that might appear superficial and technical to some, might mean more that it seems. Replacing <em>Check</em> with <em>Study</em>, shifts the emphasis from control and fixing the existing approach to learning and finding new ways to address the issue. For many years performance management has been associated with checking, inspecting, and controlling conformance. Performance Management for learning is a more balanced, mature approach to improvement.

In the case analyzed above, a review of the literature in the field and the latest research in the area of children health and development would reveal that the solution to the stagnation in achieving results might come from a surprising new direction. Under the title “Housing, Health, and Happiness” a new study published by the American Economic Journal: Economic Policy reveals that “replacing dirt floors with cement floors interrupts the transmission of parasitic infestations and should therefore reduce the incidence of both diarrhea and anemia. The reduction in anemia is expected to have positive effects on cognitive development” (Cattaneo et al, 2009).

The study, commissioned by the Mexican government, reveals the following results achieved during the experiment conducted in Mexico (UCBerkeleyNews, 2009):
<ul>
	<li>20.1% reduction in incidents of anemia</li>
	<li>30.2 percent higher score on the McArthur test (language and communication skills for toddlers ages 12 to 30 months)</li>
	<li>9% improvement in the scores obtained in the PPVT test (vocabulary tests for children ages 36 to 71 months)</li>
</ul>
When limiting themselves to checking the data and doing more of the same thing, organizations do not create the suitable conditions for leaning and integrating new ideas. Expanding the scope of inquiry from current approaches to researching new ones and investigating what happens in the field they operate in around the world, the improvement process benefits from using a more robust view on performance management, that emphasize the role of the study component.

In the case described above, reviewing recent research in the issue of health and early childhood development reveals a potential new approach that might just be the solution sought after. Setting up a new initiative that aims at replacing dirt floors with cement promises to a positive impact on the health and cognitive development of young children in the targeted community.

<em>Study</em> puts initiatives management in a new light.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan

<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>

<strong>
</strong>

<strong>References
</strong>

Cattaneo, Matias D., Sebastian Galiani, Paul J. Gertler, Sebastian Martinez, and Rocio Titiunik. 2009. "Housing, Health, and Happiness" American Economic Journal: Economic Policy, 1(1): 75–105. Note: a working paper version of the article is available at: <a href="http://www.stanford.edu/group/siepr/cgi-bin/siepr/?q=system/files/shared/pubs/papers/pdf/SCID367.pdf" target="_blank">http://www.stanford.edu/group/siepr/cgi-bin/siepr/?q=system/files/shared/pubs/papers/pdf/SCID367.pdf</a>

UCBerkeleyNews, 2009, “Inexpensive flooring change improves child health in urban slums” available at: <a href="http://berkeley.edu/news/media/releases/2009/03/10_floors.shtml" target="_blank">http://berkeley.edu/news/media/releases/2009/03/10_floors.shtml</a>, accessed 05 June 2010.]]></content:encoded>
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<wp:post_id>3926</wp:post_id>
<wp:post_date>2010-06-12 13:23:10</wp:post_date>
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<title>South Africa 2010 FIFA World Cup social media fever - the most viewed ads on YouTube</title>
<link>http://www.smartkpis.com/blog/south-africa-2010-fifa-world-cup-social-media-fever-the-most-viewed-ads-on-youtube/</link>
<pubDate>Sun, 13 Jun 2010 14:03:47 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Football]]></category>

		<category domain="tag" nicename="football"><![CDATA[Football]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

		<category domain="tag"><![CDATA[South Africa]]></category>

		<category domain="tag" nicename="south-africa"><![CDATA[South Africa]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

		<category domain="tag"><![CDATA[World Cup 2010]]></category>

		<category domain="tag" nicename="world-cup-2010"><![CDATA[World Cup 2010]]></category>

		<category domain="tag"><![CDATA[YouTube]]></category>

		<category domain="tag" nicename="youtube"><![CDATA[YouTube]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3693</guid>
<description></description>
<content:encoded><![CDATA[Without any doubt, social media is one of the hottest topics in marketing practice today. Both large and small businesses use it to leverage their marketing efforts. Benefits are obvious and they rely mainly on the “viral” characteristic that social media platforms enhance.

The latest example of a company who brilliantly explored the advantages of the social media marketing by associating one of its marketing campaigns with the second biggest sport competition in the world after Olympic Games, the World Cup South Africa 2010, is Nike.

Even though is not an official partner of the World Cup event, Nike turned the buzz created round the world soccer competition into its favor, by mastering a brilliant social marketing campaign.

As the latest Nielsen Company study reveals, Nike was mentioned in 30.2% of the English messages online, outrunning by far important World Cup South Africa 2010 partners such as Adidas, Coca-Cola, Sony or Visa (Nielsen Wire, 2010).

The study was conducted between May 7th to June 6th 2010 and looked at all World Cup related messages on blogs, message boards, groups, videos and image sites including You Tube, Facebook or Twitter – that mentioned at least one of the 10 official FIFA partners and sponsors with a global footprint or two of their top competitors (Nielsen Wire, 2010).
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Social-Buzz.jpg"><img class="aligncenter size-full wp-image-3695" title="Social Buzz" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Social-Buzz.jpg" width="480" height="321" /></a>Source: Nielsen Wire, 2010</p>
<p style="text-align: justify;"><!--more-->Additionally, if it is to make a top of the most viewed TV commercial ads and songs relating with the  World Cup South Africa 2010 event, as outlined by the metric <strong># Views</strong> on YouTube, we find Nike as the clear leader, again:</p>

<h3 style="text-align: justify;"><strong>1. Nike: # Views = 14,829,784 </strong>(accessed 13 June 2010)</h3>
<p style="text-align: left;"><object style="width: 550px; height: 331px;" width="550" height="331" classid="clsid:d27cdb6e-ae6d-11cf-96b8-444553540000" codebase="http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0"><param name="src" value="http://www.youtube.com/v/idLG6jh23yE&amp;hl=en_US&amp;fs=1&amp;" /><embed style="width: 550px; height: 331px;" width="550" height="331" type="application/x-shockwave-flash" src="http://www.youtube.com/v/idLG6jh23yE&amp;hl=en_US&amp;fs=1&amp;" /></object></p>

<h3>2. Shakira &amp; FIFA World Cup South Africa 2010 - Official Song: # Views = 6,595,756 (accessed 13 June 2010)</h3>
<p style="text-align: left;"><object style="width: 550px; height: 331px;" width="550" height="331" classid="clsid:d27cdb6e-ae6d-11cf-96b8-444553540000" codebase="http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0"><param name="src" value="http://www.youtube.com/v/HEXOSDcT3H0&amp;hl=en_US&amp;fs=1&amp;" /><embed style="width: 550px; height: 331px;" width="550" height="331" type="application/x-shockwave-flash" src="http://www.youtube.com/v/HEXOSDcT3H0&amp;hl=en_US&amp;fs=1&amp;" /></object></p>

<h3>3. Adidas: # Views = 2,961,940 (accessed 13 June 2010)</h3>
<p style="text-align: left&amp;amp;"><object width="550" height="331" classid="clsid:d27cdb6e-ae6d-11cf-96b8-444553540000" codebase="http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0"><param name="src" value="http://www.youtube.com/v/3Zd_khk6zXo&amp;hl=en_US&amp;fs=1&amp;" /><param name="allowfullscreen" value="true" /><embed width="550" height="331" type="application/x-shockwave-flash" src="http://www.youtube.com/v/3Zd_khk6zXo&amp;hl=en_US&amp;fs=1&amp;" allowfullscreen="true" /></object></p>

<h3>4. Pepsi: # Views = 788,766 (accessed 13 June 2010)</h3>
<p style="text-align: left;"><object style="width: 550px; height: 331px;" width="550" height="331" classid="clsid:d27cdb6e-ae6d-11cf-96b8-444553540000" codebase="http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0"><param name="src" value="http://www.youtube.com/v/AiB3683PztQ&amp;hl=en_US&amp;fs=1&amp;" /><embed style="width: 550px; height: 331px;" width="550" height="331" type="application/x-shockwave-flash" src="http://www.youtube.com/v/AiB3683PztQ&amp;hl=en_US&amp;fs=1&amp;" /></object></p>

<h3>5. Optus: # Views = 134,987 (accessed 13 June 2010)</h3>
<p style="text-align: left;"><object style="width: 550px; height: 331px;" width="550" height="331" classid="clsid:d27cdb6e-ae6d-11cf-96b8-444553540000" codebase="http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0"><param name="src" value="http://www.youtube.com/v/wPfsM4yBZps&amp;hl=en_US&amp;fs=1&amp;" /><embed style="width: 550px; height: 331px;" width="550" height="331" type="application/x-shockwave-flash" src="http://www.youtube.com/v/wPfsM4yBZps&amp;hl=en_US&amp;fs=1&amp;" /></object></p>
<strong>References:</strong>
<ul>
	<li>Nielsen Wire 2010, <em>Nike Ambushes Official World Cup Sponsors,</em> available at <a href="http://blog.nielsen.com/nielsenwire/media_entertainment/nike-ambushes-official-world-cup-sponsors/" target="_blank">http://blog.nielsen.com/nielsenwire/media_entertainment/nike-ambushes-official-world-cup-sponsors/</a>, (accessed 13 June 2010)</li>
</ul>
<strong>Additional resources:</strong>
<ul>
	<li>smartkpis.com blog 2010,<em> Performance in Social Media marketing: Tweet, but don't forget to measure!</em>, available at <a href="http://www.smartkpis.com/blog/2010/03/04/performance-in-social-media-marketing-tweet-but-don%E2%80%99t-forget-to-measure/" target="_blank">http://www.smartkpis.com/blog/2010/03/04/performance-in-social-media-marketing-tweet-but-don%E2%80%99t-forget-to-measure/</a>, (accessed 13 June 2010)</li>
	<li>smartkpis.com blog 2010,<em> Measuring advertising performance: a recommended set of 8 media metrics</em>, available at <a href="http://www.smartkpis.com/blog/2010/02/22/measuring-advertising-performance-a-recommended-set-of-8-media-metrics/" target="_blank">http://www.smartkpis.com/blog/2010/02/22/measuring-advertising-performance-a-recommended-set-of-8-media-metrics/</a>, (accessed 13 June 2010)</li>
	<li>smartkpis.com 2010, <em>Advertising KPIs examples</em>, available at<a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/advertising/" target="_blank"> http://www.smartkpis.com/kpi/functional-areas/marketing-communications/advertising/</a>, (accessed 13 June 2010)</li>
</ul>]]></content:encoded>
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<wp:post_id>3693</wp:post_id>
<wp:post_date>2010-06-14 01:03:47</wp:post_date>
<wp:post_date_gmt>2010-06-13 14:03:47</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
<wp:ping_status>open</wp:ping_status>
<wp:post_name>south-africa-2010-fifa-world-cup-social-media-fever-the-most-viewed-ads-on-youtube</wp:post_name>
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<title>Investment bankers views on the 2010 World Cup South Africa - The World Cup and Economics 2010</title>
<link>http://www.smartkpis.com/blog/investment-bankers-views-on-the-2010-world-cup-south-africa-the-world-cup-and-economics-2010/</link>
<pubDate>Tue, 15 Jun 2010 02:24:24 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[FIFA rankings]]></category>

		<category domain="tag" nicename="fifa-rankings"><![CDATA[FIFA rankings]]></category>

		<category domain="tag"><![CDATA[Goldman Sachs]]></category>

		<category domain="tag" nicename="goldman-sachs"><![CDATA[Goldman Sachs]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

		<category domain="tag"><![CDATA[The World Cup and Economics]]></category>

		<category domain="tag" nicename="the-world-cup-and-economics"><![CDATA[The World Cup and Economics]]></category>

		<category domain="tag"><![CDATA[World Cup 2010]]></category>

		<category domain="tag" nicename="world-cup-2010"><![CDATA[World Cup 2010]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3654</guid>
<description></description>
<content:encoded><![CDATA[The 2010 report on the<strong> The World Cup and Economics </strong>was recently released by the Global Investment Research Division of Goldman Sachs. Besides forecasting football scores and rankings, the report presents an analysis regarding the correlation with other types of indicators within the World Cup context, such as:
<ul>
	<li><strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/gross-national-product-per-capita-2902.html" target="_blank">Gross National Product (GNP) per Capita</a></strong> - measures the dollar value of the outputs (goods and services) produced within a country, divided by the number of its citizens (smartkpis.com, 2010)</li>
	<li><strong>Growth Environment Scores (GES) - </strong>represents a composite measure of growth conditions for 170 countries, aimed at summarizing the overall growth environment. Goldman Sachs introduces the GES in 2005, to rank countries according to their ability to achieve their growth potential. (Goldman Sachs, 2006)</li>
</ul>
<!--more-->After testing statistically both GNP per capita and GES with the current FIFA rankings, the conclusions were:
<ul>
	<li><strong>The correlation between GNP per capita and the current FIFA rankings is –0.17</strong>, lower than the correlation in 2006 (–0.41), this being an indication of a weak relationship between GNP per capita and a country’s FIFA ranking.</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/GNP.png"><img class="aligncenter size-full wp-image-3655" title="GNP" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/GNP.png" width="681" height="407" /></a><span style="color: #888888;">FIFA World Cup Rankings vs GNP per Capita (Goldman Sachs 2010)</span></p>

<ul>
	<li>Overall, <strong>the correlation between GES and FIFA rankings is also weak</strong>, only –0.07. For developed countries, the correlation is 0.29, while for developing countries it is –0.004. A reason for this low correlation level is Brazil and Argentina, for which, their GES cannot explain their high ranking.</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/GES-.png"><img class="aligncenter size-full wp-image-3656" title="GES" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/GES-.png" width="335" height="257" /></a><span style="color: #888888;">GES and FIFA Ranking correlation score (Goldman Sachs, 2010)</span></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/GES-correlation1.png"><img class="aligncenter size-full wp-image-3662" title="GES correlation" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/GES-correlation1.png" width="697" height="258" /></a><span style="color: #888888;">Improvement in GES and FIFA Ranking (Goldman Sachs, 2010)</span></p>

<ul>
	<li>For the smaller emerging markets, <strong>the improvement in GES could conceivably be associated with better infrastructure and funding facilities for football</strong>. For example, Algeria has improved the most among developing countries, in both its GES and FIFA ranking. (Goldman Sachs 2010)</li>
</ul>
At its fourth edition, <strong>World Cup and Economics 2010</strong> report presents also football statistics and odds for each country, offering even an intriguing exercise that calculates probabilities for the likely winner of the Cup.

<strong>References:</strong>

Goldman Sachs 2010,<em> The World Cup and Economics 2010, </em>available at:<em> </em><a href="http://www2.goldmansachs.com/ideas/global-economic-outlook/the-world-cup-2010-doc.pdf" target="_blank">http://www2.goldmansachs.com/ideas/global-economic-outlook/the-world-cup-2010-doc.pdf</a> (accessed 7 June 2010)

Goldman Sachs 2006,<em> </em><em>You Reap What You Sow: Our 2006 Growth Environment Scores</em><em>, </em>available at:<em> </em><a href="http://www2.goldmansachs.com/ideas/brics/book/BRICs-Chapter6.pdf" target="_blank">http://www2.goldmansachs.com/ideas/brics/book/BRICs-Chapter6.pdf</a> (accessed 7 June 2010)

smartkpis.com (2010), <em>Gross national product per capita</em>, available at <a href="http://www.smartkpis.com/kpi-key-performance-indicator/gross-national-product-per-capita-2902.html" target="_blank">http://www.smartkpis.com/kpi-key-performance-indicator/gross-national-product-per-capita-2902.html</a> (accessed 14 June 2010).]]></content:encoded>
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<wp:post_id>3654</wp:post_id>
<wp:post_date>2010-06-15 13:24:24</wp:post_date>
<wp:post_date_gmt>2010-06-15 02:24:24</wp:post_date_gmt>
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<title>Over 700 Key Performance Indicators (KPI) in practice reports on smartkpis.com</title>
<link>http://www.smartkpis.com/blog/over-700-key-performance-indicators-kpi-in-practice-reports-on-smartkpis-com/</link>
<pubDate>Wed, 16 Jun 2010 02:15:53 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3735</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered members can now learn about how companies use Key Performance Indicators (KPIs) to monitor their performance by reviewing <strong>over 700 <em>KPIs in practice</em> reports documented and published</strong> in the online repository. The <strong>smartKPIs.com</strong> team focused in the last month on publishing reports from Financial Institutions and the Healthcare industry. <em>KPIs in practice</em> reports specific to the Manufacturing, Utilities and Hospitality &amp; Tourism industries were also added to the database.

<!--more-->The <em>KPIs in practice</em> repository now contains reports from almost all industries in the smartKPIs.com business taxonomy, from over 60 countries, as diverse as <strong><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/jordan/" target="_blank">Jordan</a></strong>, <a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/japan/" target="_blank"><strong>Japan</strong></a>, <a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/new-zealand/" target="_blank"><strong>New Zealand</strong></a>, <strong><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/romania/" target="_blank">Romania</a></strong>,<a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/singapore/" target="_blank"> <strong>Singapore</strong></a> or <a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/bermuda/" target="_blank"><strong>Bermuda</strong></a>. The countries with the highest number of KPIs in practice reports are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/united-states/" target="_blank">United States (193)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/united-kingdom/" target="_blank">United Kingdom (103)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/australia/" target="_blank">Australia (68)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/canada/" target="_blank">Canada (41)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/germany/" target="_blank">Germany (38)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/manufacturing/" target="_blank">Manufacturing (107)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/financial-institutions/" target="_blank">Financial Institutions (94)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/healthcare/" target="_blank">Healthcare (71)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/transportation/" target="_blank">Transportation (46)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/education-training/" target="_blank">Education &amp; Training (39)</a></li>
</ul>
Example of a documented KPIs in practice report<strong>: <a href="http://www.smartkpis.com/kpi_examples_in_practice/eli-lilly-and-company-performance-report-healthcare-support-services-industry-748.html" target="_blank">Eli Lilly &amp; Company</a><a href="http://www.smartkpis.com/kpi_examples_in_practice/google-performance-report-other-industry-958.html" target="_blank">
</a></strong>
<h3><em>KPIs in Practice</em> user experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn</strong>: To learn more about Performance Management and Key  Performance Indicators visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">KPIs 101 section</a>.</li>
	<li><strong>Explore</strong>: To explore the <strong><em>KPIs in Practice</em></strong> catalog by navigating the functional area and industry directory, visit  the <a href="http://www.smartkpis.com/kpi_examples_in_practice/browse-kpis/" target="_blank">Browse<em><strong> KPIs in Practice</strong></em> section</a>.</li>
	<li><strong>Customize</strong>: To build your customized catalog of <strong><em>KPIs in  Practice </em></strong>reports by saving favorite reports for later use, visit  the <a href="http://www.smartkpis.com/kpi_examples_in_practice/user-kpis.html" target="_blank">My  <em><strong>KPIs in Practice</strong></em> section</a>.</li>
	<li><strong>Contribute</strong>: To propose a new example of<strong><em> KPIs in  Practice</em></strong> report, visit the <a href="http://www.smartkpis.com/kpi_examples_in_practice/submit.html" target="_blank">Submit <em><strong>KPIs in Practice</strong></em> report section</a>.</li>
	<li><strong>Collaborate</strong>: To collaborate with other users and to discuss <em><strong>KPIs  in Practice</strong></em> reports, add comments on each <a href="http://www.smartkpis.com/kpi_examples_in_practice/united-states-postal-service-performance-report-postal-and-courier-services-industry-61.html" target="_blank"><em><strong>KPIs in Practice</strong></em> report description page</a>.</li>
</ul>]]></content:encoded>
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<wp:post_id>3735</wp:post_id>
<wp:post_date>2010-06-16 13:15:53</wp:post_date>
<wp:post_date_gmt>2010-06-16 02:15:53</wp:post_date_gmt>
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<title>Investment bankers views on the 2010 World Cup South Africa - England likely to win the World Cup</title>
<link>http://www.smartkpis.com/blog/investment-bankers-views-on-the-2010-world-cup-south-africa-england-likely-to-win-the-world-cup/</link>
<pubDate>Thu, 17 Jun 2010 09:59:50 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[FIFA rankings]]></category>

		<category domain="tag" nicename="fifa-rankings"><![CDATA[FIFA rankings]]></category>

		<category domain="tag"><![CDATA[Football]]></category>

		<category domain="tag" nicename="football"><![CDATA[Football]]></category>

		<category domain="tag"><![CDATA[JP Morgan]]></category>

		<category domain="tag" nicename="jp-morgan"><![CDATA[JP Morgan]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

		<category domain="tag"><![CDATA[The Quant Model]]></category>

		<category domain="tag" nicename="the-quant-model"><![CDATA[The Quant Model]]></category>

		<category domain="tag"><![CDATA[World Cup 2010]]></category>

		<category domain="tag" nicename="world-cup-2010"><![CDATA[World Cup 2010]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3780</guid>
<description></description>
<content:encoded><![CDATA[In a previous blog post we presented the Goldman Sachs Investment Research Division report on <strong><a href="http://www.smartkpis.com/blog/2010/06/15/investment-bankers-views-on-the-2010-world-cup-south-africa-the-world-cup-and-economics-2010/" target="_blank">"The World Cup and Economics 2010"</a></strong>. Besides forecasting football scores and rankings, the report also presents some interesting correlations between the FIFA world rankings and two economic indicators: <strong>Gross National Product (GNP) per capita</strong> and <strong>Growth Environment Scores (GES)</strong>.

In today’s post we  present a second report on World Cup 2010, currently released by J.P. Morgan Europe Equity Research Division.

The J.P. Morgan report <strong><a href="http://www.scribd.com/doc/31537878/JP-Morgan-Quantitative-Guide-to-World-Cup-2010" target="_blank">“A Quantitative Guide to the 2010 World Cup”</a></strong> predicts that according to the forecasting algorithm used, England is likely to win the 2010 World Cup edition.

Although the initial <strong>World Cup Model Score</strong> shows Brazil as the strongest team taking part at the tournament, further correlations with the fixture table give<strong> England</strong> as the World Cup winners, followed on the 2nd place by <strong>Spain </strong>and on the 3rd place by <strong>Netherlands</strong>.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/jp-morgan-4.jpg"><img class="aligncenter size-full wp-image-3781" title="jp morgan 4" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/jp-morgan-4.jpg" width="509" height="319" /></a>Source: J.P. Morgan 2010 - A quantitative report to winning the World Cup 2010</p>
<p style="text-align: justify;"><!--more-->The forecasting algorithm used is based, according with the JP Morgan experts, on a successful <strong>Quant Model</strong> developed by J.P. Morgan over the years, which combines in its current adapted methodology: market prices, FIFA rankings, historical results and the J.P. Morgan team strength indicators. All these metrics, but also many others that were not mentioned above, are grouped in what is called the <strong>J.P. Morgan Cazenove Quant World Cup-Picking Model</strong> presented below.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/jp-morgan-24.jpg"><img class="aligncenter size-full wp-image-3788" title="jp morgan 2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/jp-morgan-24.jpg" width="800" height="120" /></a>Source: J.P. Morgan 2010 - A quantitative report to winning the World Cup 2010</p>
Three of the most interesting and flavored metrics used in this model are:
<p style="padding-left: 30px;">• <strong>Consistency in Market Sentiment</strong>: Average (Probability of Winning) / (Max (Probability of Winning) – Min (Probability of Winning))</p>
In terms of this metric,<strong> Brazil, England and Ivory Coast</strong> provide less risk in terms of the results surprise.
<p style="padding-left: 30px;">• <strong>J.P. Morgan Cazenove Success Ratio Indicator</strong>: it is calculated by computing the<strong> Win Ratio</strong> (Proportion of wins from the total number of games played) and scaling it by <strong>FIFA World Ranking</strong></p>
In terms of this metric, <strong>Netherlands, Spain, Chile and Brazil</strong> should be preferred, when picking a winner for the World Cup 2010.

As the model in its current structure takes in consideration only fixture results from the normal playing time interval, a new metric was decided to be introduced in order to cover the probability of a drawn match in the knockout phases.
<p style="padding-left: 30px;">• <strong>Penalty shootout metric</strong>: combines<strong> ability to score </strong>with <strong>goalkeeper ability</strong> using the formula shown below.</p>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/jp-morgan-3.jpg"><img class="aligncenter size-full wp-image-3795" title="jp morgan 3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/jp-morgan-3.jpg" width="450" height="45" /></a>

In terms of this metric, <strong>England, Spain, Netherlands and Germany</strong> are the favorites to win the World Cup.

Other noticeable facts that are outlined by the report are the <strong>World ranking vs probability of winning</strong> correlations which show that there are a few disagreements between FIFA World Ranking and the low probability of winning, in the cases of <strong>Portugal, Netherlands, Greece</strong> or high probability of winning, in the cases of <strong>England, Argentina and Ivory Coast.</strong>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/jp-morgan1.jpg"><img class="aligncenter size-full wp-image-3803" title="jp morgan1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/jp-morgan1.jpg" width="622" height="243" /></a>
<p style="text-align: center;">Source: J.P. Morgan 2010 - A quantitative report to winning the World Cup 2010</p>
Additionally to these findings, a final aspect that the J.P. Morgan report indicates is that the 3 favorite teams, as outlined by the World Cup Model Score<strong>:  Brazil, Spain and England </strong> represent a 52, 5% probability of winning the World Cup.

However, despite all these predictions, football fans should still keep up in mind at all times that the <em>"ball is round"</em> and that football is by its nature an unpredictable game.  No later than last night, Spain, the European Reigning Champions were defeated with 1-0 by their Swiss opponents, which started as outsiders, in a game from the first round of the group stage at the South Africa World Cup 2010.

<strong>References:</strong>
<ul>
	<li>J.P. Morgan 2010, A Quantitative Guide to the World Cup, available at, <a href="http://www.scribd.com/doc/31537878/JP-Morgan-Quantitative-Guide-to-World-Cup-2010" target="_blank">http://www.scribd.com/doc/31537878/JP-Morgan-Quantitative-Guide-to-World-Cup-2010</a>, (accessed 17 June 2010)</li>
	<li>smartkpis.com blog 2010, Investment bankers views on the 2010 World Cup South Africa – The World Cup and Economics 2010, available at <a href="http://www.smartkpis.com/blog/2010/06/15/investment-bankers-views-on-the-2010-world-cup-south-africa-the-world-cup-and-economics-2010/" target="_blank">http://www.smartkpis.com/blog/2010/06/15/investment-bankers-views-on-the-2010-world-cup-south-africa-the-world-cup-and-economics-2010/</a>, (accessed 17 June 2010)</li>
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<title>Benchmarking, Rank Xerox and Canon</title>
<link>http://www.smartkpis.com/blog/benchmarking-rank-xerox-and-canon/</link>
<pubDate>Fri, 18 Jun 2010 05:58:28 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Benchmark]]></category>

		<category domain="tag" nicename="benchmark"><![CDATA[Benchmark]]></category>

		<category domain="tag"><![CDATA[Canon]]></category>

		<category domain="tag" nicename="canon"><![CDATA[Canon]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3935</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 24/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
Benchmarking as a management concept is reported to have its roots in land surveying, where the altitude of objects is estimated based on a pre-established point of reference on an arbitrary landmark (McNary, 1994). Frederick Taylor is reported to be the first to use benchmarking along with other principles in a business enterprise to improve performance. Elements of benchmarking can be recognized in Taylor's scientific management approach applied during his time at Bethlehem Steel Company (McNary, 1994), popularized in "<a href="http://www.marxists.org/reference/subject/economics/taylor/principles/index.htm" target="_blank">The Principles of Scientific Management"</a> .

Benchmarking as we know it today was first applied by the Xerox Corporation in later 70s, early 80s. Faced with increased competition from Japanese imports, Xerox set upon improve its order fulfillment process and other processes deemed unproductive. One of the first accounts of the “competitive benchmarking” approach at Xerox was given in 1992 by Rob Walker, the Director of Business Management Systems and Quality at Rank Xerox (U.K.) Ltd. at the time. In his article “Rank Xerox – Management Revolution”, he describes in detail the challenges, changes made and impact of the “competitive benchmarking” approach at the company. Under the “competitive benchmarking” initiative. Xerox compared itself to its Japanese competitors as well as large organizations operating outside of the industry: <em>“American Express for billing and collections, American Hospital Supply for automated inventory control, LL Bean for distribution, warehousing and order-taking”</em> (Walker, 1992).

<!--more-->The ascent of benchmarking in the 80s resulted in numerous books and articles published, reflected in the business environment by an increase in the use of benchmarking around the world. Comparing to others is natural to humans, so benchmarking was rather easy to understand in theory. Applying it in practice and generating value from it is a different story.

In sports and tennis in particular, performance metrics are monitored by players and coaches to track progress and how the game plan was executed. In terms of benchmarking KPIs between players, this needs to be explored with care. The playing style is different from one player to another. One player might have a very powerful serve, but generally inaccurate. Another might have a high percentage of net approaches, but ineffective. On top of this, in tennis the concentration power and determination is in many instances more important than game statistics. Similarly, in business, many companies zoom to a different tune. While benchmarking sounds good in theory, there are many practical issues relating to data accuracy and relevance of results. There are many questions organisations need to clarify before embarking on such a road:

<em><strong>a. Who may the beneficiaries of such an exercise be?</strong></em>

<em><strong>b. What is the added value?</strong></em>

<em><strong>c. Who has done this well?</strong></em>

The graph below raises another question:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Xerox-Canon-Benchmarking.jpg"><img class="aligncenter size-full wp-image-3937" title="Xerox Canon Benchmarking" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Xerox-Canon-Benchmarking.jpg" width="761" height="326" /></a><span style="color: #888888;">Source: <a href="http://www.google.com/finance?chdnp=1&amp;chdd=1&amp;chds=1&amp;chdv=1&amp;chvs=maximized&amp;chdeh=0&amp;chfdeh=0&amp;chdet=1277091961070&amp;chddm=3287528&amp;chls=IntervalBasedLine&amp;cmpto=INDEXSP:.INX;NYSE:CAJ&amp;cmptdms=0;0&amp;q=NYSE:XRX&amp;ntsp=0" target="_blank">Google Finance</a>, 2010</span></p>
<em><strong>Did it ultimately work for Rank Xerox?</strong></em>

or even

<em><strong>What did Canon differently to generate such a gap between the stock price performance over the last 10 years?</strong></em>

Comparing performance across entities is even easier today. Availability of information technology and rich datasets facilitates benchmarking across multiple dimensions. However, embarking on benchmarking initiatives  because <em>"it seems to be a popular tool"</em> or because it was recommended by a consultant can be risky. Same as if it is pursued  <em>"just because we can" </em>or with unreliable data. Done properly, it might still be a good idea overall, but then another question needs to be asked:

<em><strong>Are there any other better ideas?</strong></em>

Yet again, <em>Study</em> puts <a href="http://www.smartkpis.com/blog/2010/06/12/working-with-initiatives-in-performance-management-%E2%80%93-check-and-act-vs-study-and-act/" target="_blank">initiatives management</a> in a new light.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan

<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>

<strong>
</strong>

<strong>References</strong>

McNary, Lisa D. 1994, "Thinking about excellence and benchmarking", The Journal for Quality and Participation, July-August 1994, v17, n4, p90(1)

Walker, Rob 1992, “Rank Xerox – Management Revolution”, Long Range Planning, Vol. 25, No. 1, pp. 9 to 21
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	mso-header-margin:.5in; 	mso-footer-margin:.5in; 	mso-paper-source:0;} div.WordSection1 	{page:WordSection1;} --><!--[if gte mso 10]> <mce:style><!   /* Style Definitions */  table.MsoNormalTable 	{mso-style-name:"Table Normal"; 	mso-tstyle-rowband-size:0; 	mso-tstyle-colband-size:0; 	mso-style-noshow:yes; 	mso-style-priority:99; 	mso-style-qformat:yes; 	mso-style-parent:""; 	mso-padding-alt:0in 5.4pt 0in 5.4pt; 	mso-para-margin-top:0in; 	mso-para-margin-right:0in; 	mso-para-margin-bottom:10.0pt; 	mso-para-margin-left:0in; 	line-height:115%; 	mso-pagination:widow-orphan; 	font-size:11.0pt; 	font-family:"Calibri","sans-serif"; 	mso-ascii-font-family:Calibri; 	mso-ascii-theme-font:minor-latin; 	mso-hansi-font-family:Calibri; 	mso-hansi-theme-font:minor-latin; 	mso-bidi-font-family:"Times New Roman"; 	mso-bidi-theme-font:minor-bidi;} --> <!--[endif]-->
<p class="MsoNormal"><span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Walker, Rob 1992,“</span>Rank Xerox – Management Revolution”, <span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Long Range Planning, Vol. 25, No. 1, pp. 9 to 21</span></p>

</div>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>3935</wp:post_id>
<wp:post_date>2010-06-18 16:58:28</wp:post_date>
<wp:post_date_gmt>2010-06-18 05:58:28</wp:post_date_gmt>
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<title>Castrol Index and the World Cup South Africa 2010</title>
<link>http://www.smartkpis.com/blog/castrol-index-and-the-world-cup-south-africa-2010/</link>
<pubDate>Sat, 19 Jun 2010 08:21:48 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Africa]]></category>

		<category domain="tag" nicename="africa"><![CDATA[Africa]]></category>

		<category domain="tag"><![CDATA[Castrol Index]]></category>

		<category domain="tag" nicename="castrol-index"><![CDATA[Castrol Index]]></category>

		<category domain="tag"><![CDATA[Football]]></category>

		<category domain="tag" nicename="football"><![CDATA[Football]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

		<category domain="tag"><![CDATA[World Cup 2010]]></category>

		<category domain="tag" nicename="world-cup-2010"><![CDATA[World Cup 2010]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3872</guid>
<description></description>
<content:encoded><![CDATA[In a previous blog post “<strong><a href="http://www.smartkpis.com/blog/2009/11/13/performance-in-sport-a-new-era-has-began/" target="_blank">Performance in sport: a new era has began</a></strong>” we reviewed the ascent of sport in popular culture, bringing together entertainment, business and healthcare. Football in particular became in the last two decades a veritable industry that started to attract increased attention from analysts and media.

The Castrol Index and Ranking System is the world’s first ranking program based on the actual performance of football players. Using the latest technology to objectively analyze each player’s performance on the pitch, the Castrol Index tracks every move of each player during a game and assess whether it has a positive or negative impact on a team’s ability to score or concede a goal. In doing so, an index of more than 20 performance measures, such as: assists, blocked shot, duels won, minutes played, passing accuracy or shots on target are used.

<!--more-->Being an official partner of the  World Cup South Africa 2010, Castrol through Castrol Football have recently launched a  several new features that were added to the old Ranking System. Fans from all over the world are able now to assess the performance of their favorite players and teams present at the World Cup.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/castrol-rankings.jpg"><img class="aligncenter size-full wp-image-3882" title="castrol rankings" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/castrol-rankings.jpg" width="292" height="289" /></a><span style="color: #888888;">Source: Castrol Football, 2010</span></p>
Additionally, FIFA World Cup Predictor functionality allows fans to visualize each team’s chances of progression through the tournament, providing with insights into how a particularly team will fare in the group, who they will face in the knock out stages and ultimately their chance to win the World Cup.

To give an example we have choose England as a case study for a complete presentation of the FIFA World Cup Predictor  main features or characteristics. However, while being into the online application you can view predictions for any of the 32 participating teams at the World Cup 2010.
<h3><strong>1. Success Predictor: How far is your team likely to progress in the 2010 World Cup?</strong></h3>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/SuccessPredictorENG_med_7a2c5bdffcbb2d3eb261d4a6c2fb4397.png"><img class="aligncenter size-full wp-image-3887" title="SuccessPredictorENG_med_7a2c5bdffcbb2d3eb261d4a6c2fb4397" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/SuccessPredictorENG_med_7a2c5bdffcbb2d3eb261d4a6c2fb4397.png" width="550" height="350" /></a><span style="color: #888888;">Source: Castrol Football, 2010</span></p>

<h3><strong>2. Group Predictor: How will your team perform in their group?</strong></h3>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/GroupPredictorENG_med_69cc4773322abb8622d89c3344b55848.png"><img class="aligncenter size-full wp-image-3888" title="GroupPredictorENG_med_69cc4773322abb8622d89c3344b55848" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/GroupPredictorENG_med_69cc4773322abb8622d89c3344b55848.png" width="550" height="300" /></a><span style="color: #888888;">Source: Castrol Football, 2010</span></p>

<h3 style="text-align: justify;">3. Match Predictor: What are your team's chance of beating its World Cup rivals?</h3>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/MatchPredictorENG-DZA_med_f57a7386276812c3defb3a88f95b7f4e-3.png"><img class="aligncenter size-full wp-image-3889" title="MatchPredictorENG-DZA_med_f57a7386276812c3defb3a88f95b7f4e-3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/MatchPredictorENG-DZA_med_f57a7386276812c3defb3a88f95b7f4e-3.png" width="608" height="315" /></a><span style="color: #888888;">Source: Castrol Football, 2010</span></p>

<h3 style="text-align: justify;">4. Opponent Predictor: Who is your team most likely to play with  in the knockout stages?</h3>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/OpponentPredictorENG_med_9a8c1874ed73caed5f7c409eaf6e1bc5.png"><img class="aligncenter size-full wp-image-3890" title="OpponentPredictorENG_med_9a8c1874ed73caed5f7c409eaf6e1bc5" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/OpponentPredictorENG_med_9a8c1874ed73caed5f7c409eaf6e1bc5.png" width="608" height="424" /></a><span style="color: #888888;">Source: Castrol Football, 2010</span></p>

<h3 style="text-align: justify;">5. Tournament Predictor: Which teams are likely to progress to the later stages and who will they play with?</h3>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/TournamentPredictor_med_e0c66ec0b85057cdbadadbda9a25945e.png"><img class="aligncenter size-full wp-image-3891" title="TournamentPredictor_med_e0c66ec0b85057cdbadadbda9a25945e" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/TournamentPredictor_med_e0c66ec0b85057cdbadadbda9a25945e.png" width="785" height="400" /></a><span style="color: #888888;">Source: Castrol Football, 2010</span></p>

<h3 style="text-align: justify;">6. World Cup 2010 Winner Predictor: Who is most likely to win the 2010 World Cup?</h3>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/WinnerPredictor_med_a121626c559202848a7c5eb7cb007390.png"><img class="aligncenter size-full wp-image-3892" title="WinnerPredictor_med_a121626c559202848a7c5eb7cb007390" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/WinnerPredictor_med_a121626c559202848a7c5eb7cb007390.png" width="608" height="432" /></a>Source: Castrol Football, 2010</p>
<p style="text-align: justify;">The <strong><a href="http://www.castrolfootball.com/" target="_blank">Castrol Index and Ranking System</a></strong> makes football performance measurement easier. Debates such as who is a better player or which team payed better now have an analytical based answer...In the new edition of the Castrol blog post series we will present a new feature of the Index, which is about to be released soon, by Castrol Football, during the knock out stages of the World Cup 2010: the <strong><a href="http://www.castrolfootball.com/penaltyanalysis/" target="_blank">Castrol Edge Penalty Analysis</a></strong>!</p>
<p style="text-align: justify;"><strong>References:</strong></p>

<ul>
	<li>Castrol Football 2010, available at<a href="http://www.castrolfootball.com/index/" target="_blank"> http://www.castrolfootball.com/index/</a>, (accessed 18 June 2010)</li>
</ul>
<p style="text-align: justify;"><strong>Additional resources:</strong></p>

<ul>
	<li>smartkpis.com 2010, Performance in sport: a new era has began, available at <a href="http://www.smartkpis.com/blog/2009/11/13/performance-in-sport-a-new-era-has-began/" target="_blank">http://www.smartkpis.com/blog/2009/11/13/performance-in-sport-a-new-era-has-began/</a>, (accessed 18 June 2010)</li>
	<li>smartkpis.com 2010, Football KPIs examples, available at <a href="http://www.smartkpis.com/kpi/industries/sports/football-soccer/" target="_blank">http://www.smartkpis.com/kpi/industries/sports/football-soccer/</a>, (accessed 18 June, 2010)</li>
</ul>
<p style="text-align: justify;"></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>3872</wp:post_id>
<wp:post_date>2010-06-19 19:21:48</wp:post_date>
<wp:post_date_gmt>2010-06-19 08:21:48</wp:post_date_gmt>
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<title>World Cup South Africa 2010 - most buzzed players in the social media</title>
<link>http://www.smartkpis.com/blog/world-cup-south-africa-2010-most-buzzed-players-in-the-social-media/</link>
<pubDate>Mon, 21 Jun 2010 08:33:15 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Cristiano Ronaldo]]></category>

		<category domain="tag" nicename="cristiano-ronaldo"><![CDATA[Cristiano Ronaldo]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Lionel Messi]]></category>

		<category domain="tag" nicename="lionel-messi"><![CDATA[Lionel Messi]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

		<category domain="tag"><![CDATA[Wayne Rooney]]></category>

		<category domain="tag" nicename="wayne-rooney"><![CDATA[Wayne Rooney]]></category>

		<category domain="tag"><![CDATA[World Cup 2010]]></category>

		<category domain="tag" nicename="world-cup-2010"><![CDATA[World Cup 2010]]></category>

		<category domain="tag"><![CDATA[YouTube]]></category>

		<category domain="tag" nicename="youtube"><![CDATA[YouTube]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3843</guid>
<description></description>
<content:encoded><![CDATA[As one of the latest Nielsen (2010) studies related to World Cup 2010 reveal, the most buzzed player in the social media is the Ivory Coast striker and star player <strong>Didier Drogba</strong> (3.40%). He is followed quite at a long distance by the Netherlands star <strong>Arjen Robben</strong> (1.60%), with Argentinean and world best player in 2009, <strong>Lionel Messi</strong> on the third spot (1.40%), and Portuguese playmaker <strong>Cristiano Ronaldo</strong> on the fourth position only (1.10%).

The study was conducted in the week previous to the start of the South Africa World Cup 2010 and looked at all World Cup related messages on blogs, message boards, groups, videos and image sites including You Tube, Facebook or Twitter – that mentioned at least one of 345 leading players related to the squads that qualified for the World Cup 2010 (Nielsen Wire, 2010).

The indicator that was used to measure this analysis results was: <strong> <a href="http://www.smartkpis.com/kpi-key-performance-indicator/player-buzz-in-the-social-media-3611.html" target="_blank">% Selected player Buzz in the social media</a></strong>
<p style="text-align: center;"><strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/buzzed-players.jpg"><img class="aligncenter size-full wp-image-3845" title="buzzed players" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/buzzed-players.jpg" width="581" height="376" /></a></strong><span style="color: #888888;">Source: Nielsen Wire, 2010</span></p>
<!--more-->What is striking, is that most of the pre World-Cup player social media buzz was dominated by player injuries talk, while names such as those of the world football stars Wayne Rooney, Cristiano Ronaldo or Lionel Messi caught up frontline positions only due to the players leading roles in the Nike and Pepsi advertising campaigns, about which we talked in a previous blog post: <strong><a href="http://www.smartkpis.com/blog/2010/06/14/south-africa-2010-fifa-world-cup-social-media-fever-the-most-viewed-ads-on-youtube/" target="_blank">South Africa 2010 FIFA World Cup Social media fever – the most viewed ads on YouTube.</a></strong>

<strong>References:</strong>
<ul>
	<li>Nielsen Wire 2010, Injury Talk Dominates pre-World Cup Player Buzz, available at <a href="http://blog.nielsen.com/nielsenwire/online_mobile/injury-talk-dominates-pre-world-cup-player-buzz/" target="_blank">http://blog.nielsen.com/nielsenwire/online_mobile/injury-talk-dominates-pre-world-cup-player-buzz/</a>, (accessed 18 June 2010)</li>
</ul>
<strong>Additional resources:</strong>
<ul>
	<li>smartkpis.com blog 2010, Performance in Social Media marketing: Tweet, but don’t forget to measure!, available at <a href="http://www.smartkpis.com/blog/2010/03/04/performance-in-social-media-marketing-tweet-but-don%E2%80%99t-forget-to-measure/" target="_blank">http://www.smartkpis.com/blog/2010/03/04/performance-in-social-media-marketing-tweet-but-don%E2%80%99t-forget-to-measure/</a>, (accessed 18 June 2010)</li>
	<li>smartkpis.com blog 2010,Measuring advertising performance: a recommended set of 8 media metrics, available at <a href="http://www.smartkpis.com/blog/2010/02/22/measuring-advertising-performance-a-recommended-set-of-8-media-metrics/" target="_blank">http://www.smartkpis.com/blog/2010/02/22/measuring-advertising-performance-a-recommended-set-of-8-media-metrics/</a>, (accessed 18 June 2010)</li>
	<li>smartkpis.com 2010, Advertising KPIs examples, available at<a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/advertising/" target="_blank"> http://www.smartkpis.com/kpi/functional-areas/marketing-communications/advertising/</a>, (accessed 18 June 2010)</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>3843</wp:post_id>
<wp:post_date>2010-06-21 19:33:15</wp:post_date>
<wp:post_date_gmt>2010-06-21 08:33:15</wp:post_date_gmt>
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<title>Econometrics and the most significant World Cup performance value drivers</title>
<link>http://www.smartkpis.com/blog/econometrics-and-the-most-significant-world-cup-performance-value-drivers/</link>
<pubDate>Tue, 22 Jun 2010 02:28:56 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[FIFA rankings]]></category>

		<category domain="tag" nicename="fifa-rankings"><![CDATA[FIFA rankings]]></category>

		<category domain="tag"><![CDATA[Football]]></category>

		<category domain="tag" nicename="football"><![CDATA[Football]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[PricewaterhouseCoopers]]></category>

		<category domain="tag" nicename="pricewaterhousecoopers"><![CDATA[PricewaterhouseCoopers]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

		<category domain="tag"><![CDATA[World Cup 2010]]></category>

		<category domain="tag" nicename="world-cup-2010"><![CDATA[World Cup 2010]]></category>

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<content:encoded><![CDATA[In two previous blog posts we have presented different methodologies incorporating a variety of correlations, constructed by consultants from Goldman Sachs and J.P Morgan to determine the most probable winners of the World Cup 2010.

Today we will bring to your attention a third perspective, an econometric model adapted by PricewaterhouseCoopers consultants for analyzing the most influential drivers of World Cup performance and determine which are the most likely national teams to win this year’s World Cup edition.

For calculating the econometric model 2 broader measures for national performance in football were taken into consideration:
<p style="padding-left: 60px;">• <strong>Total World Cup Points ever gained </strong>at a final tournament, where one victory counts for 3 points and a draw for 1</p>
<p style="padding-left: 60px;">• <strong>Total FIFA World Ranking points</strong></p>
<p style="text-align: center;"><strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/PWC.jpg"><img class="aligncenter size-full wp-image-3915" title="PWC" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/PWC.jpg" width="557" height="559" /></a></strong><span style="color: #888888;">Source: PricewaterhouseCoopers, 2010</span><strong> </strong></p>
<!--more-->These 2 main measures were than separately correlated in the econometric model developed with what were considered to be three of the most important external drivers of world cup performance.
<p style="padding-left: 60px;"><strong>• Gross Domestic Product (GDP) per capita</strong></p>
<p style="padding-left: 60px;"><strong>• Population size</strong></p>
<p style="padding-left: 60px;"><strong>• Host country advantage</strong></p>
The results of the econometric analysis showed out that while population size and gross domestic product are statistically insignificant for determining the most probable winners of the World Cup, the two constants from the model, <strong>the historic World Cup performance </strong>and<strong> the FIFA world ranking </strong>together with the <strong>host country advantage driver</strong> demonstrated to be the most important factors that count for determining the World Cup winners.

More than that, the advantage of the host country seems to have a highly significant positive effect in determining the teams who will have good performance at the World Cup. Host crowd support and familiar climate conditions are probably two significant factors in that respect.

As the table below shows, only the Spanish team outperformed at the 1982 World Cups, the hosts of the other World Cup editions having decent, if not even brilliant performances. Thus, countries such as Ghana, Nigeria or South Africa are likely to have good performances at the World Cup 2010 edition, even though it is hardly believable that they will be able to win the tournament.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/pwc-3.jpg"><img class="aligncenter size-full wp-image-3916" title="pwc 3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/pwc-3.jpg" width="550" height="350" /></a><span style="color: #888888;">Source: PricewaterhouseCoopers, 2010</span></p>
Finally, according with the three most important drivers or determinants of World Cup performance, as showed by the PricewaterhouseCoopers econometric model, Brazil is the most likely team to win the World Cup. It is ranked on the first place both in the Historical World Cup performance ranking and in the FIFA World rankings and is the only team who has ever won a world cup title outside of its own continent.

<strong>References:</strong>
<ul>
	<li>PricewaterhouseCoopers 2010,<em> What can econometrics tell us about World Cup performance?</em>, available at <a href="http://www.pwc.com/fi_FI/fi/tiedotteet-2010/tiedostot/Drivers_of_World_Cup_success_May2010.pdf" target="_blank">http://www.pwc.com/fi_FI/fi/tiedotteet-2010/tiedostot/Drivers_of_World_Cup_success_May2010.pdf</a>, (accessed 21 June 2010)</li>
	<li>PricewaterhouseCoopers 2010, Power vs passion: Wealth comes second to location and tradition when projecting World Cup winners, available at<a href="http://www.pwc.com/ru/en/press-releases/2010/Power-v-passion.jhtml" target="_blank"> http://www.pwc.com/ru/en/press-releases/2010/Power-v-passion.jhtml</a>, (accessed 21 June 2010)</li>
</ul>
<strong>Additional resources:</strong>
<ul>
	<li>smartkpis.com 2010, KPIs Blog, Investment bankers views on the 2010 World Cup South Africa - England likely to win the World Cup, available at <a href="http://www.smartkpis.com/blog/2010/06/17/investment-bankers-views-on-the-2010-world-cup-south-africa-england-likely-to-win-the-world-cup/" target="_blank">http://www.smartkpis.com/blog/2010/06/17/investment-bankers-views-on-the-2010-world-cup-south-africa-england-likely-to-win-the-world-cup/</a>, (accessed 21 June 2010)</li>
	<li>smartkpis.com 2010, KPIs Blog, Investment bankers views on the 2010 World Cup South Africa - The World Cup and Economics 2010, available at <a href="http://www.smartkpis.com/blog/2010/06/15/investment-bankers-views-on-the-2010-world-cup-south-africa-the-world-cup-and-economics-2010/" target="_blank">http://www.smartkpis.com/blog/2010/06/15/investment-bankers-views-on-the-2010-world-cup-south-africa-the-world-cup-and-economics-2010/</a>, (accessed 21 June 2010)</li>
</ul>
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<wp:post_id>3914</wp:post_id>
<wp:post_date>2010-06-22 13:28:56</wp:post_date>
<wp:post_date_gmt>2010-06-22 02:28:56</wp:post_date_gmt>
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<wp:post_name>econometrics-and-the-most-significant-world-cup-performance-value-drivers</wp:post_name>
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<title>World Cup 2010 and social media performance - England goalkeeper Robert Green&#039;s mistake attracts social media attention!</title>
<link>http://www.smartkpis.com/blog/world-cup-2010-and-social-media-performance-england-goalkeeper-robert-greens-mistake-attracts-social-media-attention/</link>
<pubDate>Wed, 23 Jun 2010 03:57:30 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Football]]></category>

		<category domain="tag" nicename="football"><![CDATA[Football]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Rober Green]]></category>

		<category domain="tag" nicename="rober-green"><![CDATA[Rober Green]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

		<category domain="tag"><![CDATA[Sport]]></category>

		<category domain="tag" nicename="sport"><![CDATA[Sport]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3860</guid>
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<content:encoded><![CDATA[A shocking error from the England’s goalkeeper Robert Green, earned the U.S.A. squad a 1-1 draw in the first match of the South Africa World Cup 2010 group stage.

The goalkeeper blunder, as outlined by one of the latest Nielsen (2010) analysis, triggered unexpected levels of reactions in the social media from England and USA, but with however contrasting effect in the overall buzz level changes from the two countries.

The analysis outlines the share of online buzz, in English language social media talks surrounding U.S and English national team players related to the 2010 World Cup squads. (Nielsen Wire, 2010)

The analysis is based on two performance indicators:
<p style="padding-left: 30px;"><strong>• % Player buzz in the social media</strong></p>
<p style="padding-left: 30px;"><strong>• % Change in overall buzz levels</strong></p>
<p style="text-align: center;"><strong> USA and England Soccer Player Buzz Rankings, at  14 June 2010</strong></p>
<strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/robert-green.jpg"><img class="aligncenter size-full wp-image-3861" title="robert green" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/robert-green.jpg" width="582" height="254" /></a></strong>
<p style="text-align: center;"><span style="color: #888888;">Source: Nielsen Wire, 2010</span><strong> </strong></p>
<!--more-->As the Nielsen analysis  outlines, two major reactions were registered in the social media talks after the England vs. USA game from the World Cup 2010, both having english goalkeeper Robert Green’s stunning mistake as a trigger point.

On the one hand, the mistake, who upset almost 50 million English fans, pulled the goalkeeper out from obscurity in the social media spotlight (Nielsen Wire, 2010). Newspaper titles such as “hand of clod”, “cock –up keeper Green wrecks dream start” “tainted glove” or “worst howler ever”, triggered a storm of discussions on social media forums that earned Robert Green an 11.4 % buzz share and the first spot in the Nielsen rankings ahead of more famous team mate Wayne Rooney.

On the other hand, this unfortunate and costly mistake for the England soccer team produced a 21 % drop in the overall social media discussions around the squad, reflecting the general disappointment of the English nation. In stark contrast, same mistake  produced a 250% increase in the social media discussions round the USA team, as the Nielsen analyst suggest.

Overall, it appears that a simple mistake from a goalkeeper has the power to ignite, through social media channels, the hearts and minds of USA fans, bringing this sport into spotlight in a country where baseball, ice hockey , american football or basketball are the major sport attractions.

<strong>References:</strong>
<ul>
	<li>Nielsen Wire 2010, Blooper Turns to Buzz for English Soccer Goalkeeper, Fires Up U.S. World Cup Interest, available at <a href="http://blog.nielsen.com/nielsenwire/media_entertainment/blooper-turns-to-buzz-for-english-soccer-goalkeeper-fires-up-u-s-world-cup-interest/" target="_blank">http://blog.nielsen.com/nielsenwire/media_entertainment/blooper-turns-to-buzz-for-english-soccer-goalkeeper-fires-up-u-s-world-cup-interest/</a>, (accessed 18 June 2010)</li>
</ul>
<strong>Additional resources:</strong>
<ul>
	<li>smartkpis.com blog 2010, Performance in Social Media marketing: Tweet, but don’t forget to measure!, available at <a href="http://www.smartkpis.com/blog/2010/03/04/performance-in-social-media-marketing-tweet-but-don%E2%80%99t-forget-to-measure/" target="_blank">http://www.smartkpis.com/blog/2010/03/04/performance-in-social-media-marketing-tweet-but-don%E2%80%99t-forget-to-measure/</a>, (accessed 18 June 2010)</li>
	<li>smartkpis.com blog 2010, Measuring advertising performance: a recommended set of 8 media metrics, available at <a href="http://www.smartkpis.com/blog/2010/02/22/measuring-advertising-performance-a-recommended-set-of-8-media-metrics/" target="_blank">http://www.smartkpis.com/blog/2010/02/22/measuring-advertising-performance-a-recommended-set-of-8-media-metrics/</a>, (accessed 18 June 2010)</li>
	<li>smartkpis.com 2010, Advertising KPIs examples, available at <a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/advertising/" target="_blank">http://www.smartkpis.com/kpi/functional-areas/marketing-communications/advertising/</a>, (accessed 18 June 2010)</li>
	<li>yahoo7Sport 2010, Hand of clod - English press slam Green, available at <a href="http://g.au.sports.yahoo.com/football/world-cup/news/hand-of-clod-english-press-slam-green--fbintl_aap-au-5dfa09de5527851e5a1b05948706aa1e.html" target="_blank">http://g.au.sports.yahoo.com/football/world-cup/news/hand-of-clod-english-press-slam-green--fbintl_aap-au-5dfa09de5527851e5a1b05948706aa1e.html</a>, (accessed 18 June 2010)</li>
</ul>]]></content:encoded>
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<wp:post_id>3860</wp:post_id>
<wp:post_date>2010-06-23 14:57:30</wp:post_date>
<wp:post_date_gmt>2010-06-23 03:57:30</wp:post_date_gmt>
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<title>Performance measures for the global newspaper publishing market </title>
<link>http://www.smartkpis.com/blog/performance-measures-for-the-global-newspaper-publishing-market/</link>
<pubDate>Thu, 24 Jun 2010 06:32:57 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[OECD report]]></category>

		<category domain="tag" nicename="oecd-report"><![CDATA[OECD report]]></category>

		<category domain="tag"><![CDATA[Organisation for Economic Co-operation and Development]]></category>

		<category domain="tag" nicename="organisation-for-economic-co-operation-and-development"><![CDATA[Organisation for Economic Co-operation and Development]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Publishing]]></category>

		<category domain="tag" nicename="publishing"><![CDATA[Publishing]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3949</guid>
<description></description>
<content:encoded><![CDATA[The report <strong><em>The evolution of news and the Internet</em></strong>, recently launched by the Organisation for Economic Co-operation and Development (OECD), provides a <strong>thorough analysis of the global newspaper market and its evolution</strong>. It explores its economics, the development of online news, related opportunities and challenges and policy approaches.

According to the statistics presented within the report, <strong>the newspaper publishing industry faces declining advertising revenues, titles and circulation,</strong> this downward being amplified also by the economic crisis.  Newspaper readership faced decline in 20 out of 30 OECD countries, numbers being usually lower among younger people who tend to attribute less importance to print media. The revenues of the global newspaper publishing market derives mainly from advertising ( 57%).
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/New-Picture-19.jpg"><img class="aligncenter size-full wp-image-4000" title="Contribution of advertising and copy sales to paid-for daily newspaper revenues" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/New-Picture-19.jpg" width="500" height="291" /></a><span style="color: #888888;">Contribution of advertising and copy sales to paid-for daily newspaper revenues
in per cent, 2008 or latest year available (OECD 2010)</span></p>
<!--more-->Online news are highly popular in some OECD countries (up to 77 per cent in Korea), but the willingness to pay for online news remains low. While younger age groups are much more active online news readers, it is usually slightly older groups -- 25-34 year-olds – who are most active in most OECD countries. About 5% of all Internet visits are related to reading news online, which is a conservative estimate. (OECD 2010)
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/New-Picture-18.jpg"><img class="aligncenter size-full wp-image-3999" title="Proportion of individuals reading/downloading online newspapers/news magazines over the Internet for private purposes" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/New-Picture-18.jpg" width="758" height="317" /></a><span style="color: #888888;">Proportion of individuals reading/downloading online newspapers/news magazines over the
Internet for private purposes (OECD 2010)</span></p>
The internet is rapidly replacing the conventional news media, as for example in Korea, where it has long overpowered all other forms of communication, especially the offline newspaper  (OECD 2010).

The <strong>performance measures </strong>used within the report for the global newspaper market are:

<strong>Online newspapers:</strong>
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/unique-visitors-2614.html" target="_blank"># Unique visitors per page</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/pageviews-1427.html" target="_blank"># Page views</a></li>
	<li># Time spent online</li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/online-news-consumption-4316.html" target="_blank">% Online news consumption</a></li>
</ul>
<strong>Printed newspaper:</strong>
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/readership-4459.html" target="_blank">% Newspaper readership</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/print-circulation-4321.html" target="_blank"># Print circulation</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/revenue-from-printed-ads-4333.html" target="_blank">% Revenue from printed ads</a></li>
</ul>
For further examples of performance indicators, explore the <a href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank">Publishing KPI examples</a> and  <a href="http://www.smartkpis.com/kpi/functional-areas/online-presence-ecommerce/" target="_blank">Online Presence - eCommerce KPI examples</a> sections of the library of KPI examples available on <strong><a href="http://www.smartkpis.com/blog/tag/dashboard/" target="_blank">smartkpis.com</a></strong> (smartKPIs.com, 2010).

<strong>References:</strong>

OECD 2010, <em>The evolution of news and the Internet, </em>available at <a href="http://www.olis.oecd.org/olis/2009doc.nsf/LinkTo/NT00009C92/$FILE/JT03285390.PDF" target="_blank">http://www.olis.oecd.org/olis/2009doc.nsf/LinkTo/NT00009C92/$FILE/JT03285390.PDF</a> (accessed 20 June 2010).

smartKPIs.com (2010), <em>Publishing KPI examples,</em> available at <a href="http://www.smartkpis.com/kpi/industries/publishing/" target="_blank">http://www.smartkpis.com/kpi/industries/publishing/</a> (accessed 7 June 2010).

smartKPIs.com (2010), <em>Online Presence -eCommerce examples,</em> available at<a href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank">http://www.smartkpis.com/kpi/functional-areas/online-presence-ecommerce/</a> (accessed 7 June 2010).]]></content:encoded>
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<wp:post_id>3949</wp:post_id>
<wp:post_date>2010-06-24 17:32:57</wp:post_date>
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<title>Indicators Measuring the Equity of European Educational Systems</title>
<link>http://www.smartkpis.com/blog/indicators-measuring-the-equity-of-european-educational-systems/</link>
<pubDate>Fri, 25 Jun 2010 02:38:17 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[The European Group of Research on Equity of the Education Systems (GERESE)]]></category>

		<category domain="tag" nicename="the-european-group-of-research-on-equity-of-the-education-systems-gerese"><![CDATA[The European Group of Research on Equity of the Education Systems (GERESE)]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3828</guid>
<description></description>
<content:encoded><![CDATA[<strong><em>Equity of the European Educational Systems. A Set of Indicators</em></strong> is a project that attempted to demonstrate the feasibility of building a set of indicators regarding the equity of education. The publication reports on a two-year period work on the issue of the equity of educational systems and covers three main parts:
<ul>
	<li>The concepts of equality and equity, and the framework of indicators and its guiding principles.</li>
	<li>A set of twenty-nine indicators on the equity of the educational systems, built in the context of this project and organized according to the framework.</li>
	<li>An interpretation of the 29 indicators in an analytical interpretation of the equity indicators.</li>
</ul>
<p style="text-align: left;"><!--more-->The European Group of Research on Equity of the Education Systems (GERESE) has been constituted in 2001 for developing <strong>a set of indicators for measuring the equity of education systems in the European Union Member States.</strong> The final report presents the <strong>29 indicators </strong>developed as an informative tool to support decision-makers to redefine the educational politics.</p>
<p style="text-align: center;"><strong>The matrix of indicators</strong></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Equity-indicators-in-Educational-Systems.jpg"><img class="aligncenter size-full wp-image-3831" title="Equity indicators in Educational Systems" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Equity-indicators-in-Educational-Systems.jpg" width="446" height="645" /></a><span style="color: #888888;">The matrix of indicators (GERESE, 2005)</span></p>
The indicators presented are intended to provide input to the debate on justice in education, by offering some elements of response to the following questions:
<ul>
	<li>What are the <strong>causes and the consequences </strong>of the individual educational inequalities ?</li>
	<li>What is the <strong>importance of educational inequalities</strong> between girls and boys or between groups of different social, economic or national origins ? To what extent are they due to the societal context or rather due to the process of the educational system ?</li>
	<li>How being below a minimum skill threshold can have <strong>important consequences for the individuals</strong> in and outside the school context ?</li>
</ul>
<p style="text-align: center;"><strong>An approach to the fairness of European education systems</strong></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/New-Picture-17.jpg"><img class="aligncenter size-full wp-image-3838" title="An approach to the fairness of European education systems" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/New-Picture-17.jpg" width="606" height="448" /></a><span style="color: #888888;">An approach to the fairness of European education systems</span><span style="color: #888888;"><strong> </strong>(GERESE, 2005)</span></p>
<p style="text-align: left;">The table above shows that in some education systems, the inequalities in education are homogeneous, being pronounced (Germany and to a lesser extent Belgium) or small (Finland, Sweden, and to a less marked extent, Spain and Ireland) according to the three criteria at the same time:</p>

<ul>
	<li>inequalities between individuals (2)</li>
	<li>inequalities between groups (3 and 4)</li>
	<li>proportion below the threshold (5).</li>
</ul>
The two main overall conclusions stated in the report and emerged from this analysis:
<ol>
	<li><strong>Education systems have clear differences in equity</strong>. The data does not confirm the premise according to which inequalities are low in countries where education has few external rewards.</li>
	<li>Some education systems that seem more (or less) fair than others on a large majority of the criteria, but for many the judgement of their fairness varies, sometimes considerably, depending on how we read the data. This study opted for a <strong>comparative and distinctive approach</strong>,<strong> pursuing a single principle of equity in the labyrinth of indicators, comparing equity, effectiveness and efficiency</strong>. (GERESE 2005)</li>
</ol>
<strong>References:</strong>
<p style="text-align: left;">European Group of Research on Equity of the Education Systems (GERESE) 2005, <em>Equity of the European Educational Systems. A Set of Indicators, </em>available at<em> <em> </em></em><a href="http://www.okm.gov.hu/download.php?ctag=download&amp;docID=296" target="_blank">http://www.okm.gov.hu/download.php?ctag=download&amp;docID=29</a>6 (accessed 10 June 2010)</p>]]></content:encoded>
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<title>Mission statements as strategic management tools – A brief history</title>
<link>http://www.smartkpis.com/blog/mission-statements-as-strategic-management-tools-%e2%80%93-a-brief-history/</link>
<pubDate>Sat, 26 Jun 2010 02:14:58 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Mission Statements]]></category>

		<category domain="tag" nicename="mission-statements"><![CDATA[Mission Statements]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag"><![CDATA[Strategic Management]]></category>

		<category domain="tag" nicename="strategic-management"><![CDATA[Strategic Management]]></category>

		<category domain="tag"><![CDATA[Tools]]></category>

		<category domain="tag" nicename="tools"><![CDATA[Tools]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4323</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 25/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
The pursuit of organizational clarity and alignment towards a strategic direction has preoccupied researchers and practitioners for many decades. Especially over the last 50 years, a variety of management concepts have been popularized and adopted by organizations with more or less success.

Two such management concepts that gained popularity since then are mission and vision statements. They are considered strategic management tools or instruments, one of the clearest definitions for both being: “<em>The mission statement is a statement of a company’s purpose,…, if mission outlines what the company is attempting to achieve at the present time, its vision offers a view of what the enterprise might become</em>.” (Grant 2002: 60).

The term “mission” is reported to have been used first by Jesuit monks, to depict the act of sending monks on overseas missions, such as the missions in the 16th century in South America, following the landing of Christopher Columbus (Merino and Newson 1995). Over time, the use of the term expanded from religion to the military, who used it to reflect a specific assignment allocated as part of a plan or strategy. The link between military and business vocabulary was facilitated by books such as “On War” by Carl von Clausewitz (1832), considered one of the most important treaties on the philosophy of war. An entire section of the book (“<em>Of strategy in general</em>”) was dedicated to strategy and is considered today an important precursor of strategy management literature.

<!--more-->One of the earliest uses of a mission statement outside of religious and military organizations is reported to have occurred in 1941, when the American Journal of Economics and Sociology was established by Adolph Lowe and Franz Oppenheimer. As founding members of the editorial board they adopted a mission statement for the journal that called for cooperation and constructive synthesis in social sciences (Forstater 2002).

In business context, the use of the term mission had a different path. As early as 1960, Stoller and Van Horn wrote about how the military approach to planning can be applied in a business context. Smalter (1964) published one of the first articles exploring the influence of military literature on management practice. It explored in detail how the military concept of missions can be applied in business, however the term was used more in a “<em>program-package</em>” sense and not in the sense it is widely used today. Tombach (1961:54) had a different approach to using the word “<em>missio</em>n” to cross-over from military to business literature: “<em>the mission of defense […] can be broadly defined as that of preventing or minimizing damage to a target or target complex […] from hostile action</em>.”

According to David (1989), the link to the business environment was facilitated by Peter Drucker, who started to write on the topic in mid 1970s. One of Drucker’s recommended questions for any organization was: “<em>What is our business</em>?”. David (1989:90) considered the answer is reflected in Drucker’s own words (1973): “<em>A business is not defined by its name, statutes, or articles of incorporation. It is defined by the business mission. Only a clear definition of the mission and purpose of the organization makes possible clear and realistic business objectives</em>.”

McGinnis (1981), Pearce II (1982), Staples and Black (1984) were among the first to dedicate entire articles to the discussion of the use of missions statements as strategic management tools. The term “<em>mission statement</em>” was understood as expressing the fundamental purpose specific to an organisation.

By 1986, two things occurred. On one hand, mission statements became widely used in corporate environments. Want (1986:48) notes that: “<em>Executives and consultants alike are familiar with mission statements, and many have participated in the mission-writing exercise.</em>” On the other hand, divergent views how mission statements should be formulated and used started to emerge. Pearce II and David (1987) proposed eight key components, among which mentions of target customers and markets, identification of products and services, geographic domain, core technologies and desired public image. Want (1986) lists as primary components of corporate mission statements: purpose, principle business aims, corporate identity, policies of the company and the values.

Regardless of these challenges, by 1990s research on the use of mission statements started to focus on their use (Ireland and Hitt 1992), their role (Leuthesser and Kohli 1997) and impact on firm performance (Bart and Baetz 1998). From 2000 onwards, researchers focused increasingly on questioning the value added by mission statements. Titles such as “<em>Mission Statements: Are They Smoke and Mirrors?</em>” (Bartkus, Glassman and McAfee 2000) and “<em>Mission Possible: Do School Mission Statements Work?</em>” (Davis, Ruhe, Lee, Rajadhyaksha 2007) are illustrative. Further research in the impact of mission statements on the financial performance concluded that they have little or no impact on financial performance (Bartkus, Glassman and McAfee 2006).

One of the most comprehensive reviews of the topic by Stallworth Williams (2008) concluded that despite the challenges in the formulation and use of mission statements, they shouldn’t be considered fads, as they withstood the test of time and continue to matter.

Mission statements continue to remain an important strategic management and business performance management tool, helping with grounding organisations by clarifying their purpose or reason to exist and framing the context of their operations.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan

<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>

<strong>
</strong>

<strong>References</strong>

Bart C, Baetz M (1998) The relationship between mission statements and firm performance: An exploratory study, Journal of Management Studies, 35(6): 823-853.

Bartkus B, Glassman M and McAfee B (2000), Mission Statements: Are They Smoke and Mirrors? Business Horizons, November-December: 23-28.

Bartkus B, Glassman M and McAfee B (2006), Mission Statement Quality and Financial Performance, European Management Journal, 24(1): 86–94.

David F. (1989) How Companies Define Their Mission, Long Range Planning, 22(1): 90-97.

Davis JH, Ruhe JA, Lee M, Rajadhyaksha U (2007), Mission Possible: Do School Mission Statements Work?, Journal of Business Ethics, 70:99–110.

Forstater M (2002) How the AJES Got its Mission Statement in 1941, American Journal of Economics and Sociology, 61(4):779-786.

Grant RM (2002) Contemporary Strategy Analysis, 4th edition, Blackwell Publishers, Oxford, UK.

Ireland RD and Hitt MA (1992) Mission Statements: Importance, Challenge, and Recommendations for Development, Business Horizons, May-June: 34-42.

Leuthesser L and Kohli C (1997) Corporate Identity: The Role Of Mission Statements, Business Horizons, May-June: 34-42.

McGinnis VJ (1981), The mission statement: A key step in strategic planning, Business, November December: 39-43.

Merino O, Newson LA (1995) ‘Jesuit Missions in Spanish America: The Aftermath of the Expulsion’. Paper presented at the Conference of Latin Americanist Geographers, accessed at http://sites.maxwell.syr.edu/CLAG/yearbook1995/newson.pdf on 29 June 2010.

Pearce II JA (1982), The Company Mission as a Strategic Goal, Sloan Management Review, Spring: 15-24.

Pearce II JA, David F (1987) Corporate Mission Statements: The Bottom Line, The Academy of Management Executive, 1(2):109- 115.

Smalter DJ (1964) The Influence of Department of Defense Practices on Corporate Planning, Management Technology, 4(2):115-138.

Stallworth Williams L (2008), The Mission Statement – A Corporate Reporting Tool With a Past, Present, Future, Journal of Business Communication, 45( 2): 94-119.

Staples WA, Black KU (1984) Defining Your Business Mission: A Strategic Perspective, Journal of Business Strategies, 1:33-39.

Stoller DS, Van Horn RL (1960) Design of a Management Information System, Management Technology, 1(1):86-91.

Tombach H (1961) Critique of Air Defense Measures of Effectiveness, Management Technology, 1(3):52-62.

Von Clausenwitz C (1832) On War, 1st edition in English (1874) translated by Colonel J.J. Graham, accessed at http://www.gutenberg.org/etext/1946 on 28 June 2010.

Want JH (1986) Corporate mission, Management Review, August: 46–50.
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 741px; width: 1px; height: 1px; overflow: hidden;">
<p class="MsoNormal"><span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Walker, Rob 1992,“</span>Rank Xerox – Management Revolution”, <span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Long Range Planning, Vol. 25, No. 1, pp. 9 to 21</span></p>

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<title>Enhancing business performance with intelligent data visualization - Ideas from sport</title>
<link>http://www.smartkpis.com/blog/enhancing-business-performance-with-intelligent-data-visualization-ideas-from-sport/</link>
<pubDate>Sun, 27 Jun 2010 15:26:45 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[South Africa]]></category>

		<category domain="tag" nicename="south-africa"><![CDATA[South Africa]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

		<category domain="tag"><![CDATA[World Cup 2010]]></category>

		<category domain="tag" nicename="world-cup-2010"><![CDATA[World Cup 2010]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4074</guid>
<description></description>
<content:encoded><![CDATA[Data presentation and visualization solutions have increased in popularity in the recent years. Tremendous advancements in information technology and the wide adoption of the internet had a positive effect on communication, data interchange and visualization across networks, business and social communities.

Driven by the business need of analyzing large volumes of data and presenting them in a concentrated, transparent and easy to read form, data visualization instruments such as dashboard solutions register nowadays an increased level of adoption in several activity fields.

<!--more-->Sport is one of them, and particularly those competitions with a large following all over the world, such as football, basketball, tennis, cricket, baseball or golf. These sports are benefiting from a wide variety of data presentations and visualization applications which enable a closer and easier connections with fans.

Only in the last month, once with the start off the World Cup South Africa 2010 a variety of presentation and visualization solutions were launched, slicing and dicing all competition details and data. An excellent visualization solution is presented by <a href="http://www.marca.com/deporte/futbol/mundial/sudafrica-2010/calendario-english.html" target="_blank">Marca.com:</a>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/marca-1.jpg"><img class="aligncenter size-full wp-image-4075" title="marca 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/marca-1.jpg" width="634" height="380" /></a><span style="color: #888888;">Source: Marca.com, 2010</span></p>
What is interesting though, is that what we are witnessing today in the data visualization field  is sort of an “<em>echolocation effect</em>”: ideas bounce back from business to sports and business again.  Such complex data visualization applications, as the one presented in the image above, which were first inspired from business visualization and representation solutions can be used now back as sources of inspirations for a more creative business data visualization solutions.

<strong>References:</strong>

Marca.com (2010), World Cup South Africa 2010 interactive calendar, available at<a href="http://www.marca.com/deporte/futbol/mundial/sudafrica-2010/calendario-english.html" target="_blank"> http://www.marca.com/deporte/futbol/mundial/sudafrica-2010/calendario-english.html</a>, (accessed 25 June 2010)]]></content:encoded>
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<title>Performance in tennis - the longest marathon match in the history of tennis</title>
<link>http://www.smartkpis.com/blog/performance-in-tennis-the-longest-marathon-match-in-the-history-of-tennis/</link>
<pubDate>Mon, 28 Jun 2010 15:35:14 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

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		<category domain="tag"><![CDATA[Performance Measurement]]></category>

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		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

		<category domain="tag"><![CDATA[Tennis]]></category>

		<category domain="tag" nicename="tennis"><![CDATA[Tennis]]></category>

		<category domain="tag"><![CDATA[Wimbledon]]></category>

		<category domain="tag" nicename="wimbledon"><![CDATA[Wimbledon]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4096</guid>
<description></description>
<content:encoded><![CDATA[A few days ago at Wimbledon, the third grand slam of the year hosted what became the longest match in the history of official tennis competitions. The protagonists, John Isner and Nicolas Mahut have dueled during three consecutive days in what was to become an epic battle, which probably will remain forever in the Wimbledon annals of tennis and not only. The match established several staggering records:
<p style="padding-left: 30px;">• <strong>Match duration</strong>: 11 hours, 5 minutes</p>
<p style="padding-left: 30px;">• <strong>Fifth set duration</strong>: 8 hours, 11 minutes</p>
<p style="padding-left: 30px;">• <strong>Total number of games</strong>: 183</p>
<p style="padding-left: 30px;">• <strong>Fifth set number of games</strong>: 138</p>
<p style="padding-left: 30px;">•<strong> Total games during which serve was held</strong>: 169</p>
<p style="padding-left: 30px;">• <strong>Total number of points</strong>: 980</p>
<p style="padding-left: 30px;">• <strong>Combined aces served</strong>: 215 (112/103)</p>
<p style="padding-left: 30px;">• <strong>Total winners</strong>: 490 (246/244)</p>
For a full statistics analysis you can visualize the scoreboard below:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/tennis1.jpg"><img class="aligncenter size-full wp-image-4097" title="tennis1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/tennis1.jpg" width="443" height="416" /></a><span style="color: #888888;">Source: Wimbledon tournament website, 2010</span></p>
<!--more-->Additionally,<a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank"> <strong>smartkpis.com</strong></a> contains a complete library of KPI examples from tennis, which can be accessed online on the<a href="http://www.smartkpis.com/kpi/industries/sports/tennis/" target="_blank"> <strong>Sport KPI examples</strong></a> sections of the site. Recently a set of five new metrics relating to the chair umpire decisions challenging system, named Hawk Eye were introduced. These are:
<p style="padding-left: 30px;"><strong>• <a href="http://www.smartkpis.com/kpi-key-performance-indicator/total-challenges-4103.html" target="_blank"># Total Challenges</a></strong></p>
<p style="padding-left: 30px;"><strong>• <a href="http://www.smartkpis.com/kpi-key-performance-indicator/correct-challenges-4104.html" target="_blank"># Correct challenges</a></strong></p>
<p style="padding-left: 30px;"><strong>• <a href="http://www.smartkpis.com/kpi-key-performance-indicator/incorrect-challenges-4108.html" target="_blank"># Incorrect challenges</a></strong></p>
<p style="padding-left: 30px;"><strong>• <a href="http://www.smartkpis.com/kpi-key-performance-indicator/overturned-4114.html" target="_blank">% Overturned</a></strong></p>
<p style="padding-left: 30px;"><strong>• <a href="http://www.smartkpis.com/kpi-key-performance-indicator/average-challenges-per-match-4111.html" target="_blank"># Average challenges per match</a></strong></p>
<strong>References:</strong>

Wimbledon Championships Website 2010, <em>Isner finally triumphs in longest-ever match</em>, available at <a href="http://www.wimbledon.org/en_GB/news/match_reports/2010-06-24/201006241277372652221.html?promo=sl_toparticles" target="_blank">http://www.wimbledon.org/en_GB/news/match_reports/2010-06-24/201006241277372652221.html?promo=sl_toparticles</a>, (accessed 25 June 2010)

Wimbledon Championships Website 2010, Player Challenge System, available at<a href="http://www.wimbledon.org/en_GB/scores/challenge/index.html" target="_blank"> http://www.wimbledon.org/en_GB/scores/challenge/index.html</a>, (accessed 25 June 2010)

Wimbledon Championships Website 2010, Match Statistics, available at <a href="http://www.wimbledon.org/en_GB/scores/stats/day11/1160ms.html" target="_blank">http://www.wimbledon.org/en_GB/scores/stats/day11/1160ms.html</a>, (accessed 25 June 2010)]]></content:encoded>
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<title>The financial performance of world&#039;s top football clubs - a &quot;Deloitte Football Money League&quot; special report</title>
<link>http://www.smartkpis.com/blog/the-financial-performance-of-worlds-top-football-clubs-a-deloitte-football-money-league-special-report/</link>
<pubDate>Wed, 30 Jun 2010 05:14:41 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Football]]></category>

		<category domain="tag" nicename="football"><![CDATA[Football]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3975</guid>
<description></description>
<content:encoded><![CDATA[Deloitte Football Money League reached its 13th edition, once with the launch of its latest report on March 2010, under a striking headline: “<em>Spanish Masters Football Money League</em>”.

The report, profiles the highest earning clubs of the world’s most popular sport, football, and was released nine months after the end of the 2008/2009 season.

The measure chosen for assessing the clubs performance is <strong>$ Club revenue</strong>, as it offers according with Deloitte analysts “<em>the best publicly available financial comparison</em>”. Other measures such as <strong># Fan base</strong>, <strong># Broadcast audience,</strong> or <strong># On pitch success</strong>, though good candidates for assessing club strength and performance, were not considered for the purpose of the current investigation.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/clubs-revenue.jpg"><img class="aligncenter size-full wp-image-3976" title="clubs revenue" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/clubs-revenue.jpg" width="791" height="370" /></a><span style="color: #888888;">Source: Deloitte, 2010</span></p>
<p style="text-align: justify;"><!--more-->Thus, according with the latest club financial performance results, Real Madrid is the first sports team to record revenues in excess of 400 million Euros in a financial year. What strikes out is the fact that this astronomic revenue was generated in the conditions of a relatively disappointing season, with poor performance results for the team, both in the internal arena, where they were overpowered by their life time rivals, F.C. Barcelona, but also on the international stage, where they suffered a six consecutive loss in a Champions League knock out stage. Despite all these misfortunes the matchday, broadcasting and commercial revenues, where all in triple figures at the end of the reporting period, maximizing club’s revenues.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/deloitte-3.jpg"><img class="aligncenter size-full wp-image-3981" title="deloitte 3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/deloitte-3.jpg" width="615" height="342" /></a><span style="color: #888888;">Source: Deloitte, 2010</span></p>
<p style="text-align: justify;">Even more impressive, the report reveals that the revenues of the Spanish top 2 clubs, Real Madrid and Barcelona, have tripled in the last 10 years as the graph below shows. This is mostly due to a tremendous increase in the revenues generated from broadcasting rights. Thus, the two clubs significantly ascended in the Deloitte Money League Rankings, Real Madrid from the 6th position up on the top spot and Barcelona from the 13th position on the 3rd place.</p>
<p style="text-align: center;"><strong>Revenue growth of selected Money League clubs 2000/01 to 2008/09  (Euros/millions)</strong></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/deloitte-5.jpg"><img class="aligncenter size-full wp-image-3984" title="deloitte 5" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/deloitte-5.jpg" width="605" height="370" /></a>Source: Deloitte, 2010</p>
<p style="text-align: justify;">As the report further reveals, the top 20 of the world’s most successful football clubs is entirely dominated by major European clubs. Most of them, as regular participants in the richest football clubs competition, the  UEFA Champions League, are also generating impressive revenues from it, both from the tickets sales and TV broadcasting rights but also from the match-day prize money. According with Deloitte analysts, the revenues generated by the most prestigious European football clubs competition over the last 18 years increased more than twenty fold, from 45 million Euros in 1992/93 season to a staggering 1, 090 billion Euros in 2009/10 season.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/deloitte-4.jpg"><img class="aligncenter size-full wp-image-3990" title="deloitte 4" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/deloitte-4.jpg" width="816" height="370" /></a><span style="color: #888888;">Source: Deloitte, 2010</span></p>
<p style="text-align: justify;">These figures, are further proof that  football has become indeed a major industry. Club performance is no longer measured only by the form showed on the pitch by teams during competitions, but  is becoming more and more dependent on the clubs leaders ability to manage "a real business", one in witch marketing campaigns are as important as football transfers, and leadership over the entire club is as important as the leadership that the football team captain has to show on the pitch.</p>
<p style="text-align: justify;">For more Sport Management KPIs visit: <a href="../../kpi/industries/sport-management/" target="_blank">http://www.smartkpis.com/kpi/industries/sport-management/</a></p>
<p style="text-align: justify;"><strong>References:</strong></p>

<ul>
	<li>Deloitte Sport Business Group 2010, <em>Spanish Master Football Money League</em>, available at<a href="https://www.deloitte.co.uk/registrationforms/pdf/DeloitteFML2010.pdf" target="_blank"> https://www.deloitte.co.uk/registrationforms/pdf/DeloitteFML2010.pdf</a>, (accessed 22 June 2010)</li>
	<li>Deloitte Sport Business Group 2010, <em>Deloitte Football Money League 2010</em>, available at<a href="http://www.deloitte.com/view/en_GB/uk/industries/sportsbusinessgroup/6a5fb29b3f907210VgnVCM100000ba42f00aRCRD.htm" target="_blank"> http://www.deloitte.com/view/en_GB/uk/industries/sportsbusinessgroup/6a5fb29b3f907210VgnVCM100000ba42f00aRCRD.htm</a>, (accessed 22 June 2010).</li>
</ul>]]></content:encoded>
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<title>Sport Management Performance Case Study: Competitive balance in the major football european leagues</title>
<link>http://www.smartkpis.com/blog/sport-management-performance-case-study-competitive-balance-in-the-major-football-european-leagues/</link>
<pubDate>Thu, 01 Jul 2010 01:06:12 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

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<content:encoded><![CDATA[Several months ago, Ernst &amp; Young Global Media &amp; Entertainment center launched the 6th edition of the<em> 'Football meets finance </em>study'. In this latest edition the analysts from Ernst &amp; Young are continuing a much debated topic in European football, the media rights and the impact on competitive balance.

According with the Ernst &amp; Young analysts, competitive balance or CB in team sports refers to <em>"the equilibrium of the sporting competition between different leagues of one sport or within a league or competition”</em>.

<!--more-->The importance of competitive balance for team sports, as proved by a multitude of empirical studies comes from the fact that the uncertainty on the match results has a positive impact in the number of spectators coming at stadiums as well as television viewers. An unbalanced competition will have a negative impact on keeping the excitement of the competition at high levels and thus it will not be able to maximize the number of spectators and viewers. This in turn creates a double negative impact both on clubs who will earn less from their tickets sales and TV rights and for the public, as football is one of the most followed sports by people.

In order to determine the level of competitive balance in the five major European Leagues and rank them accordingly by computing an average score, the analysts from Ernst &amp; Young based their study on a set of 7 unique Key Performance Indicators. The indicators analyze:
<p style="padding-left: 30px;">• <strong># Level of excitement </strong>- based both on seasonal and teams components</p>
<p style="padding-left: 30px;">• <strong># Standard deviation of the top 5 clubs over 15 years</strong></p>
<p style="padding-left: 30px;">• <strong># Competition for the title</strong></p>
<p style="padding-left: 30px;">•<strong> # Champions League qualifications</strong></p>
<p style="padding-left: 30px;">• <strong># Swift relegation</strong></p>
<p style="padding-left: 30px;">• <strong># Volatility among top five and bottom three clubs</strong> - from each analyzed league</p>
According with the overall ranking that can be viewed in the figure below, Germany has the most balanced football competition, followed at a very close range by France. The football leagues from Spain and Italy trail well behind on the third and fourth spot, while the English football league was the lowest rated. This means that English league is the most unbalanced and predictable in terms of match results expectations.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/ey-10.jpg"><img class="aligncenter  wp-image-4263" title="ey 10" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/ey-10.jpg" width="634" height="400" /></a><span style="color: #888888;">Source: Ernst &amp; Young, 2009</span></p>
One of the main impact factors for the unbalanced competitions as identified by the Ernst &amp; Young analysts is the growing gap between clubs in terms of their financial earnings.

While top clubs participating in rich competitions such as the UEFA Champions League strengthen their power and achieve more constant results, small clubs become more and more fragile. In this case one solution could be to level up the earnings from European Club Competitions. A step was already taken in this direction by rebranding the UEFA Cup competition in the UEFA Europa League and by increasing the prize money of the competition.

Another problem is the decentralized marketing versus centralized marketing policies for the broadcasting rights. While teams in leagues with centralized marketing of broadcasting rights earn about half of what the strongest club win (France, Germany), small clubs in leagues with centralized marketing of broadcasting rights earn only 6%- 7% from what the big clubs earn. This is the situation for clubs in Spain and Italy. The indicator used to measure these aspects is:
<p style="padding-left: 30px;">• <strong># Ratio of minimum to maximum revenue within the league</strong></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/ey-12.jpg"><img class="aligncenter size-full wp-image-4264" title="ey 12" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/ey-12.jpg" width="639" height="439" /></a><span style="color: #888888;">Source: Ernst &amp; Young, 2009</span></p>
As the graph above shows, England is a special case. While rated as the most unbalanced league, it has the most leveled distribution of earnings for broadcasting rights. This level distribution of earnings is associated with the large amounts of money injected into clubs by their owners, mostly at Premiership level (the name of the first echelon for the English Football League).

Ultimately, the main effects of the balanced versus unbalanced leagues is on how the team’s performance is distributed between the internal and external competitions. Teams from leagues with an unbalanced competition (Spain and Italy) have the most to gain from the external competitions, as they are generally winners of the UEFA Champions League. Clubs coming from balanced competitions usually stop in the first knockout rounds of the competition.

There is one questions that decision makers will have to continuously analyze: <em>"What is best for the teams and the public?"</em> A balanced internal competition with a centralized marketing of broadcasting rights, or an unbalanced one, with decentralized marketing of broadcasting rights and huge success on the international stage.

<strong>References:</strong>
<ul>
	<li>Ernst &amp; Young, 2010 – Football meets finance, Edition VI, Global Media &amp; Entertainment Center, available at <a href="http://www.ey.com" target="_blank">http://www.ey.com</a>, (accessed 01 July 2010)</li>
</ul>]]></content:encoded>
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<title>Over 3400 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-3400-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Fri, 02 Jul 2010 05:12:25 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

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Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 3400 performance measures documented and published</strong> in the online repository. The team focused in the last month on publishing examples from the Real Estate and  Transportation  industries among others.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (439)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (337)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (334)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (172)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (171)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (167)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation  (268)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/professional-services/" target="_blank">Professional Services (144)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/real-estate-property/" target="_blank">Real Estate / Property (108)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/hospitality-tourism/" target="_blank">Hospitality &amp; Tourism (74)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">Healthcare (72)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/average-length-of-time-in-arrears-by-tenants-4118.html" target="_blank"># Average length of time in arrears by tenants</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
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	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
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<title>Vision statements as strategic management tools - Historical overview</title>
<link>http://www.smartkpis.com/blog/vision-statements-as-strategic-management-tools-%e2%80%93-historical-overview/</link>
<pubDate>Sat, 03 Jul 2010 04:07:43 +0000</pubDate>
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		<category><![CDATA[Strategy]]></category>

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<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 26/2010</span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg"><img class="alignright size-full wp-image-986" title="Aurel Brudan Performance Architect www.smartKPIs.com 2-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-www.smartKPIs.com-2-2010.jpg" width="180" height="180" /></a></h2>
Etymologically, both the words '<em>mission</em>' and '<em>vision</em>' have their roots in religion. Most religions, from Taoism, to Christianity and Islam have used the term vision in their religious texts for thousands of years. In these texts, the term “<em>vision</em>” depicts a sacred encounter which results in a view of the future or specific advice on how to approach a situation. Gradually, “<em>vision</em>” has started to be used initially in general and subsequently in business literature, to depict mental images related to the future.

The use of a vision statement in business organizations can be traced far back. As its inherent meaning refers to what organizations want to achieve in the future, it can be argued that any company statement that clarifies this aspect can be considered a vision statement, even if not explicitly labeled this way. In recent history, Sony was one of the first companies reported to have used the vision beyond a simple declaration, to drive organizational development and strategic decision making (Lyons 1976, Morita 1987, Nathan 1999). Another famous early adopter in the late 70s-early 80s was Apple Computer (Swanger and Maidique 1988, Schoemaker 1992). Initial literature on vision statements has associated the concept with leadership, as imagining the future is considered an attribute of a leader (Mendall &amp; Gerguoy 1984, Sashkin 1988, Westley &amp; Mintzberg 1989). One of the earlier definitions of the vision statement in a business context was offered by Kouzes and Posner (1987: 85), who defined it as <em>"an ideal and unique image of the future"</em>.

<!--more-->1990s represent the heyday of vision statements as strategic management tools, with a wave of articles promoting them (Filion 1991, Ziegler 1991, Larwood, Falbe, Kriger &amp; Miesing 1995, Collins &amp; Porras 1991, 1996). This wave of articles was followed by studies analyzing their evolution (O’Brian, Meadows 2001) and impact (Baum JR &amp; Locke EA 1998, Raynor 1998).

Towards the end of 1990, the interest of both researchers and practitioners focused increasingly towards exploring the use of integrated approaches that link strategic management concepts related to corporate identity: mission, vision, values and capabilities or competencies (Raynor 1998, Stuart 1999).

A 2008 survey conducted by the management consulting company Bain &amp; Company ranks Strategic Planning as the second most popular management tool after Benchmarking, while Mission and Vision Statements are on the third place (Rigby and Bilodeau 2009). Of the nearly 10,000 respondents 67% indicated that Strategic Planning and 65% indicated that Mission and Vision Statements are used by their organization. In terms of satisfaction, the same report lists Strategic Planning as the tool which users are most satisfied with (having a rating of 4.01 out of 5), while Mission and Vision Statements (with a rating of 3.91 out of 5) are ranked third. A review of the results of this annual survey conducted since 1993 reveals that the use of Missions and Vision Statements declined from 88% in 1993 to 70% in 2000, followed by an increase to 79% by 2006 and a further decline to 65% in 2008.

Despite the variance in research interest, usage in practice and the confusion with mission statements, vision statements are one of the most important strategic management and business performance management tools. They represent a much needed mental image of the future state, inspiring and motivating leaders and followers towards a common desideratum. In doing this, they facilitate alignment and decision making. While they vary in format and usage, vision statements generally represent a good balance between the efforts invested in development and the impact their usage has on results.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan

<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>

<strong>
</strong>

<strong>References</strong>

Baum JR &amp; Locke EA (1998) A Longitudinal Study of the Relation of Vision and Vision Communication to Venture Growth in Entrepreneurial Firms, Journal of Applied Psychology, 83(1):43-54.

Collins JC &amp; Porras JI (1996) Building your Company’s Vision, Harvard Business Review, September-October: 65-77

Filion LJ (1991) Vision and relations: Elements for an entrepreneurial Metamodel, International Small Business Journal, 9:112-131.

Kouzes JM &amp; Posner BZ (1987) The leadership challenge: How to get extraordinary things done in organizations, San Francisco, Jossey-Bass.

Larwood L, Falbe CM, Kriger MP &amp; Miesing P (1995) Structure and meaning of organizational vision. Academy of Management Journal, 38: 740-769.

Lyons N (1976) The Sony vision, New York, Crown Publishers.

Mendall JS &amp; Gerguoy HG (1984) Anticipatory management or visionary leadership: A debate, Management Planning, , November-December: 28-31.

Morita A (1987) Made in Japan: Akio Morita and Sony, London, Fontana Paperbacks.

Nathan J (1999) Sony: The private life, London, Haper Collins Business.

O’Brian F &amp; Meadows M (2001) How To Develop Visions: A Literature Review and a Revised CHOICES Approach for an Uncertain World, Journal of Systemic Practice and Action Research, 14(4):495-515.

Raynor ME (1998) That Vision Thing: Do We Need It?, Long Range Planning, 31(3):368-376

Rigby and Bilodeau 2009, Management Tools and Trends 2009, a Bain and Company, Inc. publication, accessed at http://www.bain.com/bainweb/PDFs/cms/Public/Management_Tools_2009.pdf on 29 June 2010.

Sashkin M (1988). The visionary leader, Charismatic leadership: The elusive factor in organizational effectiveness, In J. A. Conger &amp; R. N. Kanungo (Eds.), pp. 122-160), Jossey-Bass, San Francisco.

Schoemaker PJH (1992) How to Link Strategic Vision to Core Capabilities, Sloan Management Review, Fall: 67-81.

Swanger CC, Maidique MA (1988) Apple Computer: The First Ten Years, Strategic Management of Technology and Innovation, Homewood, Illinois, Irwin, pp. 288-320.

Stuart H (1999) A definitive model of the corporate identity management process, Corporate Communications: An International Journal, 4(4):200-207.

Westley R &amp; Mintzberg H (1989) Visionary leadership and strategic management, Strategic Management Journal, 10:17-32.

Ziegler W (1991) Envisioning the Future, Futures, June: 516-527.
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 741px; width: 1px; height: 1px; overflow: hidden;">
<p class="MsoNormal"><span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Walker, Rob 1992,“</span>Rank Xerox – Management Revolution”, <span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Long Range Planning, Vol. 25, No. 1, pp. 9 to 21</span></p>

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<title>Castrol Edge penalty analysis. Players will have to think from now on twice, before taking a penalty!</title>
<link>http://www.smartkpis.com/blog/castrol-edge-penalty-analysis-players-will-have-to-think-from-now-on-twice-before-taking-a-penalty/</link>
<pubDate>Sun, 04 Jul 2010 07:53:22 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Castrol]]></category>

		<category domain="tag" nicename="castrol"><![CDATA[Castrol]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Sport]]></category>

		<category domain="tag" nicename="sport"><![CDATA[Sport]]></category>

		<category domain="tag"><![CDATA[World Cup 2010]]></category>

		<category domain="tag" nicename="world-cup-2010"><![CDATA[World Cup 2010]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4205</guid>
<description></description>
<content:encoded><![CDATA[In a previous blog post we have presented a new Castrol football application, the World Cup Predictor. Using performance data from every international match played by the World Cup 2010 participating teams in the last ten years and simulating the tournament more than 100 000 times, to minimize the error rate as much as possible, the Castrol team of performance analysts calculated each team’s chances of progression through the competition.
As it proves, the application has its validity,  Brazil the team identified by the Castrol Predictor as the most likely winners still running in the competition, while England the team that was predicted to win the world cup competition by the JP Morgan analysts is already out being eliminated by Germany.

To find out more about what are your favorite team chances to win the next match from the knock out rounds use the Castrol Match Predictor application by clicking on the image below.
<p style="text-align: center;"><a href="http://www.castrolfootball.com/predictor/matchpredictor/" target="_blank"><img class="aligncenter size-full wp-image-4291" title="castrol smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/castrol-smartkpis.jpg" width="303" height="407" /></a><span style="color: #888888;">Source: Castrol Football, 2010</span></p>
<!--more-->Additionally, for the knock out stages Castrol Football just launched a new application that proves to be of great interest among fans, but also among players and goalkeepers still involved in the knockout stages of the World Cup competition.

As Peter Schmeichel, one of the official Castrol ambassadors acknowledge, the Penalty Analysis application gives complete historic information about the way and style a field player takes a penalty, but also about the strategy each goalkeeper use when defending a penalty. To view more details you can listen the complete interview with the ex goalkeeper Peter Schmeichel in the podcast below.

<object width="100%" height="81" classid="clsid:d27cdb6e-ae6d-11cf-96b8-444553540000" codebase="http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0"><param name="allowscriptaccess" value="always" /><param name="src" value="http://player.soundcloud.com/player.swf?url=http%3A%2F%2Fsoundcloud.com%2Fcastrol-football%2Fcastrol-edge-penalty-analysis-podcast" /><embed width="100%" height="81" type="application/x-shockwave-flash" src="http://player.soundcloud.com/player.swf?url=http%3A%2F%2Fsoundcloud.com%2Fcastrol-football%2Fcastrol-edge-penalty-analysis-podcast" allowscriptaccess="always" /></object> <a href="http://soundcloud.com/castrol-football/castrol-edge-penalty-analysis-podcast">Castrol EDGE Penalty Analysis Podcast</a> by <a href="http://soundcloud.com/castrol-football">Castrol Football</a>

For developing the new application, the Castrol team of performance analysts has studied every penalty taken in the last 4 seasons of the top five European Leagues and UEFA Champions Leagues, as well as a number of international matches and they compiled the results in an application that can be accessed by clicking the image below.
<p style="text-align: center;"><a href="http://www.castrolfootball.com/penaltyanalysis/" target="_blank"><img class="aligncenter size-full wp-image-4292" title="castrol edge smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/castrol-edge-smartkpis.jpg" width="302" height="409" /></a><span style="color: #888888;">Source: Castrol Football, 2010</span></p>
More than that, especially for the World Cup 2010 tournament, the Castrol team of performance analysts analyzed each penalty taken in the last 5 World Cups both during matches and penalty shootouts by all teams who qualified for the South African competition to better understand the psychological impact the penalty shootouts pressure have on field players and goalkeepers. The results are truly surprising:
<ul>
	<li>81% of the penalties taken during the matches are converted while only 66% during the penalty shoot outs</li>
</ul>
<ul>
	<li>Players who go first in penalty shootouts are 7 times more likely to score than those executing the penalties last</li>
</ul>
<ul>
	<li>The older a player is the less likely he will score – only 71% of those above 28 years scored</li>
</ul>
<ul>
	<li>Right foot players have a 69% penalty conversion rate, while left foot players only 50%</li>
</ul>
<ul>
	<li>Goalkeepers wearing green jerseys let through 62 % of the penalties, those wearing black 65%, blue 69%, while goalkeepers wearing red jersey couldn’t save any penalty</li>
</ul>
<ul>
	<li>Strikers with a penalty conversion result of 74% are most likely to score, followed by defenders with a 69% success rate, while midfielder are the most unlikely to score with a 58%  success figure attached.</li>
</ul>
<ul>
	<li>Finally, only 40% of penalties are converted by players if the team final survival depends on that penalty, while 92% of penalties are converted in the opposite situation, when the penalty is to decide the winner.</li>
</ul>
To view a full video presentation of the Castrol performance analysts research you can follow the Castrol Football official site <a href="http://www.castrolfootball.com/penaltyanalysis/pen-analysis.php" target="_blank">here</a>.

<strong>References:</strong>
<ul>
	<li>Castrol Football 2010, available at <a href="http://www.castrolfootball.com/penaltyanalysis/" target="_blank">http://www.castrolfootball.com/index</a>/, (accessed 18 June 2010)</li>
</ul>
<strong>Additional resources:</strong>
<ul>
	<li>smartkpis.com 2010, Investment bankers views on the 2010 World Cup South Africa - England likely to win the World Cup, available at <a href="http://www.smartkpis.com/blog/2010/06/17/investment-bankers-views-on-the-2010-world-cup-south-africa-england-likely-to-win-the-world-cup/" target="_blank">http://www.smartkpis.com/blog/2010/06/17/investment-bankers-views-on-the-2010-world-cup-south-africa-england-likely-to-win-the-world-cup/</a> (accessed 18 June 2010)</li>
	<li>smartkpis.com 2010, Football KPIs examples, available at <a href="http://www.smartkpis.com/kpi/industries/sports/football-soccer/" target="_blank">http://www.smartkpis.com/kpi/industries/sports/football-soccer/</a>, (accessed 18 June, 2010)</li>
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<title>Over 3500 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-3500-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Mon, 05 Jul 2010 05:57:42 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4317</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 3500 performance measures documented and published</strong> in the online repository. The team focused in the last month on publishing examples from the Finance and Accounting functional areas, as well as from the Resources, Transportation and Government sectors.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (439)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (337)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (334)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (173)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (171)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (167)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation  (275)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/professional-services/" target="_blank">Professional Services (139)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/real-estate-property/" target="_blank">Real Estate / Property (112)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/hospitality-tourism/" target="_blank">Hospitality &amp; Tourism (74)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">Healthcare (72)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/accounts-receivable-3245.html" target="_blank">$ Accounts receivable</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
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<title>Enterprise Performance Management - State of the art</title>
<link>http://www.smartkpis.com/blog/enterprise-performance-management-state-of-the-art/</link>
<pubDate>Tue, 06 Jul 2010 02:11:52 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[China]]></category>

		<category domain="tag" nicename="china"><![CDATA[China]]></category>

		<category domain="tag"><![CDATA[Corporate Services]]></category>

		<category domain="tag" nicename="corporate-services"><![CDATA[Corporate Services]]></category>

		<category domain="tag"><![CDATA[Japan]]></category>

		<category domain="tag" nicename="japan"><![CDATA[Japan]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=3585</guid>
<description></description>
<content:encoded><![CDATA[<h2></h2>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/EPM-State-of-the-art1.jpg"><img class="alignright size-full wp-image-3763" title="EPM -State of the art" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/EPM-State-of-the-art1.jpg" width="303" height="391" /></a>Performance Management is one of the most dynamic business disciplines today. Its evolution accelerated over the last 20 years and due to the large number of concepts it employs and unstructured body of knowledge, having a comprehensive view of the current state of  its  evolution is rather challenging.  One way of achieving this is by monitoring the pulse of the discipline as reflected in studies and <a href="http://www.smartkpis.com/blog/2010/05/21/performance-management-a-story-told-through-key-survey-figures-and-statistics/" target="_blank">survey reports covering performance management topics</a> (Brudan, 2010).

Such a report is the "<em>Enterprise Performance Management - State of the Art</em>" study. Conducted in 2007 by Professor Andy Neely (Cambridge University and Cranfield School of Management) and its fellow colleagues and collaborators, the report presents data gathered from 633 companies in five separate countries: Australia, China, Japan, USA and UK on aspects that revolve round the appropriate design and implementation of enterprise performance management systems in organizations.

Listed below is a random list of relevant statistics published in the final reports, grouped for each country, but also aggregated overall in a global report.

<address style="text-align: right;"> </address>
<h3><strong><!--more-->Global Market</strong></h3>
<ul>
	<li>"....financial measures still dominate. In every country, <strong>financial measures</strong> are the most frequently measured and over half of those surveyed report that over 50% of their measures are financial"</li>
	<li>" .....40% of those surveyed do not think that their <strong>performance measures</strong> are based on good quality data."</li>
	<li>"...the spreadsheet is the most widely used <strong>performance management application</strong> by some distance."</li>
	<li>"... <strong>enterprise performance management systems</strong> are seen to have the biggest impact on <strong>operational performance</strong> and<strong> key performance indicators</strong> and less impact on <strong>strategic performance</strong>..."</li>
	<li>" In four of the five countries we studied (the exception being Japan) senior management was listed as the primary audience for<strong> measurement data</strong>........the level of advocacy for measurement decreased the further down the organizational hierarchy we went.."</li>
</ul>
<h3>Chinese Market</h3>
<ul>
	<li>"... 89% reported that they had adopted a formal structure for their<strong> enterprise performance management system</strong>."</li>
	<li>" The<strong> balanced scorecard</strong> is particularly popular with 67% of firms reporting that they used this."</li>
	<li>"... an overwhelming 73.2% of respondents either have incomplete or partial understanding of <strong>cause and effect relationship</strong> in their companies. Perhaps because, 45.9% make no effort to visualize the links between their<strong> measures</strong>."</li>
	<li>" 59% of respondents claimed that they gained insight from their<strong> enterprise performance management systems..."
</strong></li>
	<li>" 60% said that their<strong> enterprise performance management systems</strong> helped them make better<strong> strategic and operational decisions</strong>."</li>
</ul>
<h3>Japanese Market</h3>
<ul>
	<li>"According to data over 60% of Japanese companies have now adopted <strong>performance management frameworks</strong> such as the<strong> balanced scorecard</strong>."</li>
	<li>" Only 43% of the respondents attribute part of their companies' overall business performance to their <strong>enterprise performance management activities</strong> and only 35% report gaining insight from their enterprise performance management information."</li>
	<li>"...less than 50% of people report that they have the right number of <strong>measures</strong> in their organizations. 44% report they have too few measures, while 16% report that they have too many."</li>
	<li>"...relatively few organizations look outside to understand and adopt good practice in<strong> enterprise performance management</strong>. 81% of respondents develop their solutions internally."</li>
	<li>" 73%  report that they use <strong>spreadsheets</strong>, while only 20% claim to use<strong> enterprise performance management solutions</strong>."</li>
</ul>
<h3>U.K. Market</h3>
<ul>
	<li>" The most popular <strong>performance measurement framework</strong> is the<strong> balanced scorecard</strong>. 54.7% of the respondents report that they have adopted this <strong>methodology</strong>."</li>
	<li>"... 68.7% of respondents agree or strongly agree that the <strong>performance measures</strong> they use now reflect their <strong>strategies</strong>."</li>
	<li>" 61.4% of respondents agree or strongly agree that improvements in company performance can be attributed to <strong>enterprise performance management</strong>."</li>
	<li>" ... only 17.3% believe they have the <strong>right</strong> number of <strong>measures</strong>, while 38.6% have concerns about the <strong>quality of </strong>their <strong>data</strong>."</li>
	<li>"... 43.2% of respondents report that more than half of the <strong>measures</strong> they monitor are financial in orientation."</li>
</ul>
<h3><strong>U.S. Market</strong></h3>
<ul>
	<li>" Reflecting the popularity of the <strong>balanced scorecard</strong> as a framework for guiding the design of <strong>enterprise performance management systems</strong>, 48.8% of respondents claim to have one in place..."</li>
	<li>" The majority of the respondents, 65.4%, report that their<strong> KPIs </strong>are based on quality data"....with 63.5% of the respondents reporting that " their<strong> KPIs</strong> clearly and accurately measure their business."</li>
	<li>" Despite the abundant literature on<strong> mapping strategies</strong>, the majority of the respondents, 62%, do not visualize their strategies...only 5.7% of the respondents report using<strong> strategy maps</strong> to structure their <strong>indicators</strong>"</li>
	<li>" ... 68.7% of respondents report that their <strong>performance indicators reflect</strong> their<strong> strategy"</strong></li>
	<li>"... 74.6 % of the organizations have taken an in-house approach to developing their <strong>enterprise performance management systems</strong>."</li>
</ul>
<h3><strong>Australian Market</strong></h3>
<ul>
	<li>"...65.5% of the respondents claim to have a<strong> balanced scorecard</strong>..... no other framework for <strong>enterprise performance management design</strong> being prominent in Australia, with 39.3% of respondents preferring to use their own basis for designing their<strong> enterprise performance management system</strong>."</li>
	<li>" Irrespective of <strong>framework</strong> utilized, the majority of respondents, 70%, have attempted to ensure that the <strong>KPIs </strong>selected reflect their <strong>business strategy</strong>."</li>
	<li>" 58.8% of respondents agree or strongly agree that their<strong> enterprise performance management (EPM) system</strong> contributes to improvements in <strong>company performance</strong>."</li>
	<li>" 53.7% of respondents report that more than half of their KPIs are<strong> financial measures</strong>"</li>
	<li>" Enhancements to <strong>operational decision-making</strong> were reported by the most respondents, 81.9%, followed closely by improvements in the <strong>KPIs</strong> themselves, 77.5%"</li>
</ul>
As the final<em> Global State of the Art report (2008)</em> reveals, organizations from around the world continue to redesign how they measure their business performance, struggling to capitalize on the full value of enterprise performance management.

<strong>References:</strong>
<ul>
	<li>Brudan, A.N. (2010), " Performance Management - a story told through key survey figures and statistics", Performance Architect update 20/2010, available at <a href="http://www.smartkpis.com/blog/2010/05/21/performance-management-a-story-told-through-key-survey-figures-and-statistics/" target="_blank">http://www.smartkpis.com/blog/2010/05/21/performance-management-a-story-told-through-key-survey-figures-and-statistics</a>, (accessed 17 June 2010)</li>
</ul>
<ul>
	<li>Neely, A.D.; Yaghi, B. and Youell, N. (2008) "Enterprise Performance Management: The Global State of the Art", Oracle and Cranfield School of Management, available at <a href="http://www.ifm.eng.cam.ac.uk/people/adn1000/" target="_blank">http://www.ifm.eng.cam.ac.uk/people/adn1000/</a>, (accessed 17 June 2010)</li>
	<li>Neely, A.D.; Cuganesan, S; Yaghi, B. and Youell, N. (2008) "Enterprise Performance Management: The Australian State of the Art", Oracle, Macquarie University and Cranfield School of Management, available at <a href="http://www.ifm.eng.cam.ac.uk/people/adn1000/" target="_blank">http://www.ifm.eng.cam.ac.uk/people/adn1000/</a>, (accessed 17 June 2010)</li>
	<li>Neely, A.D.;Yaghi, B.; Dietrich, R. and Youell, N. (2008) "Enterprise Performance Management: The US State of the Art", Oracle, Fisher College of Business and Cranfield School of Management,available at <a href="http://www.ifm.eng.cam.ac.uk/people/adn1000/" target="_blank">http://www.ifm.eng.cam.ac.uk/people/adn1000/</a>, (accessed 17 June 2010)</li>
	<li>Neely, A.D.; Yaghi, B. and Youell, N. (2008) "Enterprise Performance Management: The UK State of the Art", Oracle and Cranfield School of Management. available at <a href="http://www.ifm.eng.cam.ac.uk/people/adn1000/" target="_blank">http://www.ifm.eng.cam.ac.uk/people/adn1000/</a>, (accessed 17 June 2010)</li>
	<li>Neely, A.D.; Shimizu, T.; Yaghi, B. and Youell, N. (2008) "Enterprise Performance Management: The Japanese State of the Art", Oracle, Waseda University and Cranfield School of Management, available at <a href="http://www.ifm.eng.cam.ac.uk/people/adn1000/" target="_blank">http://www.ifm.eng.cam.ac.uk/people/adn1000/</a>, (accessed 17 June 2010)</li>
	<li>Neely, A.D.; Yaghi, B.; Zhijun Wang, Z. and Youell, N. (2008) "Enterprise Performance Management: The Chinese State of the Art", Oracle, Peking University and Cranfield School of Management, available at <a href="http://www.ifm.eng.cam.ac.uk/people/adn1000/" target="_blank">http://www.ifm.eng.cam.ac.uk/people/adn1000/</a>, (accessed 17 June 2010)</li>
</ul>]]></content:encoded>
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<wp:post_id>3585</wp:post_id>
<wp:post_date>2010-07-06 13:11:52</wp:post_date>
<wp:post_date_gmt>2010-07-06 02:11:52</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<wp:post_name>enterprise-performance-management-state-of-the-art</wp:post_name>
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<title>Over 3600 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-3600-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Wed, 07 Jul 2010 04:23:12 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4392</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 3600 performance measures documented and published</strong> in the online repository. The team focused in the last month on publishing examples from the Finance and Accounting functional areas, as well as from the Resources, Utilities and Government sectors.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (439)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (339)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (334)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (175)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (171)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (171)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation  (276)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (143)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/professional-services/" target="_blank">Professional Services (139)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/real-estate-property/" target="_blank">Real Estate / Property (113)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/hospitality-tourism/" target="_blank">Hospitality &amp; Tourism (74)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">Healthcare (71)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Unaccounted-for-water-UFW-5054.html" target="_blank">% Unaccounted for water (UFW)</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>4392</wp:post_id>
<wp:post_date>2010-07-07 15:23:12</wp:post_date>
<wp:post_date_gmt>2010-07-07 04:23:12</wp:post_date_gmt>
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<title>Industrial Production and Capacity Utilization Performance</title>
<link>http://www.smartkpis.com/blog/industrial-production-and-capacity-utilization-performance/</link>
<pubDate>Thu, 08 Jul 2010 05:42:16 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Federal Reserve]]></category>

		<category domain="tag" nicename="federal-reserve"><![CDATA[Federal Reserve]]></category>

		<category domain="tag"><![CDATA[Production]]></category>

		<category domain="tag" nicename="production"><![CDATA[Production]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4145</guid>
<description></description>
<content:encoded><![CDATA[The statistical release of the Federal Reserve, <em>Industrial Production and Capacity Utilization: The 2010 Annual Revision, </em>presents a thorough analysis of the industrial production (IP) index and the related performance measures of production capacity.<em>
</em>

<strong>The industrial production index </strong>measures the real output of the manufacturing, mining, and electric and gas utilities industries. The base year considered within this revision is 2007, this lowering the level of the IP index for most periods. For monitoring this performance indicator, data was gathered on a monthly basis, from two main types  of sources:
<ul>
	<li>output measured in physical units</li>
	<li>data on inputs to the production process.</li>
</ul>
<strong>Total industrial capacity </strong>increased moderately from 2006 through 2009, but is expected to decline in 2010. The rates of change in both 2009 and 2010 have been revised up somewhat from earlier estimates, but revisions to earlier years were smaller (Federal Reserve, 2010).
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Total-industrial-production-capacity-and-utilization1.png"><img class="aligncenter size-large wp-image-4147" title="Total industrial production, capacity, and utilization" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Total-industrial-production-capacity-and-utilization1-1024x751.png" width="614" height="451" /></a><span style="color: #888888;">Total industrial production, capacity and utilization (Federal Reserve, 2010)</span></p>
<p style="text-align: left;"><!--more-->The annual revision indicates an increased <strong>rate of capacity utilization</strong> for total industry by 0.7% point higher in the fourth quarter of 2007. At 71.1% , overall utilization in the fourth quarter of 2009 was 0.2% point below its previous estimate.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Capacity-utilization.png"><img class="aligncenter size-large wp-image-4148" title="Capacity utilization" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Capacity-utilization-1024x371.png" width="614" height="223" /></a><span style="color: #888888;">Capacity utilization (Federal Reserve, 2010)</span></p>
The<strong> main conclusions</strong> of the annual revision are:
<ul>
	<li>Manufacturing production contracted sharply in 2008 and 2009.</li>
	<li>The production index for final products and nonindustrial supplies indicates moderate gains from 2005 through 2007 and then fell between 2008 and 2009.</li>
	<li>In 2006 and 2007, the capacity utilization rate for total industry was situated above its long-run average of 80.6%, registered before between 1972 to 2009.</li>
</ul>
The <strong>Key Performance Indicators (KPIs) </strong>used within this review are:
<ul>
	<li># Industrial production index</li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/production-capacity-1750.html" target="_blank"># Production capacity</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/production-capacity-utilization-1752.html" target="_blank">% Capacity utilization</a></li>
</ul>
For further examples of performance indicators, explore the <a href="http://www.smartkpis.com/kpi/functional-areas/production-quality-management/production/" target="_blank">Production KPI examples </a> section of the library of KPI examples available on <strong><a href="http://www.smartkpis.com/" target="_blank">smartkpis.com</a></strong> (smartKPIs.com, 2010).

<strong>References:</strong>

Federal Reserve (2010), <em>Industrial Production and Capacity Utilization: The 2010 Annual Revision, </em>available at: <a href="http://www.federalreserve.gov/releases/g17/revisions/Current/g17rev.pdf" target="_blank">http://www.federalreserve.gov/releases/g17/revisions/Current/g17rev.pdf</a> (accessed 25 June 2010)

smartKPIs.com (2010), <em>Production KPI examples,</em> available at <a href="http://www.smartkpis.com/kpi/functional-areas/production-quality-management/production/" target="_blank">http://www.smartkpis.com/kpi/functional-areas/production-quality-management/</a> (accessed 25 June 2010)]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>4145</wp:post_id>
<wp:post_date>2010-07-08 16:42:16</wp:post_date>
<wp:post_date_gmt>2010-07-08 05:42:16</wp:post_date_gmt>
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<title>Over 3700 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-3700-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Fri, 09 Jul 2010 04:54:04 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4417</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 3700 performance measures documented and published</strong> in the online repository. The team focused over the last few days on publishing examples from the Finance and Accounting functional areas, as well as from the Resources, Utilities, Infrastructure Operations and Government sectors.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (439)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (339)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (334)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (180)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (171)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (171)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation  (276)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (171)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/professional-services/" target="_blank">Professional Services (140)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/real-estate-property/" target="_blank">Real Estate / Property (113)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (101)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/hospitality-tourism/" target="_blank">Hospitality &amp; Tourism (74)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">Healthcare (71)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Unaccounted-for-water-UFW-5054.html" target="_blank"></a><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Volume-of-wastewater-collected-and-treated-per-day-5070.html" target="_blank"># Volume of wastewater collected and treated per day</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>4417</wp:post_id>
<wp:post_date>2010-07-09 15:54:04</wp:post_date>
<wp:post_date_gmt>2010-07-09 04:54:04</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
<wp:ping_status>open</wp:ping_status>
<wp:post_name>over-3700-key-performance-indicator-kpi-examples-on-www-smartkpis-com</wp:post_name>
<wp:status>publish</wp:status>
<wp:post_parent>0</wp:post_parent>
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<title>Lexical rivalry: &quot;Strategy Execution&quot; versus &quot;Strategic Performance Management&quot;</title>
<link>http://www.smartkpis.com/blog/lexical-rivalry-strategy-execution-versus-strategic-performance-management/</link>
<pubDate>Sat, 10 Jul 2010 07:27:38 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Concept Marketing]]></category>

		<category domain="tag" nicename="concept-marketing"><![CDATA[Concept Marketing]]></category>

		<category domain="tag"><![CDATA[Lexical Rivalry]]></category>

		<category domain="tag" nicename="lexical-rivalry"><![CDATA[Lexical Rivalry]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

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<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 27/2010</span></h2>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg"><img class="alignright size-full wp-image-4503" title="Aurel Brudan - Performance Architect - smartkpis.com - 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg" width="160" height="238" /></a>

Over the last few years, the use of the term “<em>Strategy Execution</em>” witnessed a dramatic increase in popularity in the business environment, mainly in the language used by consultants. Decomposing it reveals two terms commonly used in administrative science, both with military roots:

• <em>Strategy</em> – plan of action

• <em>Execution</em> – the act of putting a plan in practice

Together, they express the idea of implementing strategic plans in practice, achieving desired outcomes through sustained effort towards them, or performing as per expectations. In essence … managing performance. In terms of meaning, each of these alternative options would be suitable as replacements of “<em>Strategy Execution</em>” to express the same set of ideas.

If the meaning is not affected, what are the advantages and disadvantages of using the term “<em>Strategy Execution</em>” over “<em>Strategic Performance Management</em>”?
<h3><!--more-->On the use of the term <em>“Strategy Execution”</em></h3>
The first issue with the term is its mechanistic connotation. One of the reasons it is preferred by its proponents is that it illustrates the importance of delivering as expected, or getting things done. However, as both terms have military roots, they remind of the phrase “<em>executing orders as instructed</em>” and the strict discipline of military organizations. This gives the term “<em>Strategy Execution</em>” strict connotations of implementing strategic plans as instructed, without variation, same as “<em>executing orders</em>”. In an environment that is continuously changing, strategic plans are often outdated the moment they are printed. And executing outdated plans can be a risky enterprise. Sure, strategy execution is presented as including a process of continuously renewing strategic plans, which sometimes happens, sometimes, not. There is however a contradiction with the military sense of the term, where orders are in place until their execution and it modifying them based on intelligence from the agent or operator in the field doesn’t happen often.

Besides the issue of how strict the discipline of executing should be, a second issue of the term is its lack of humanistic view regarding the members of the organization. The use of the term “<em>execution</em>” is inferring their contribution is only at the implementation level, without much input to the planning level. They are not there to think or plan, they are supposed to execute as instructed.

On the other hand, the term <em>“Strategy Execution</em>” is interesting, exciting and marketable. It stands out from the multitude of publications on performance management topics, and provides an excellent differentiation platform. It also builds on the basis built by names such as Ram Charan and Larry Bossidy, who published as early as 2002 a book on the topic of execution, laying the ground for a new wave of management books on the topic. In a way it is not surprising that most of the proponents of the term are American authors, as they many have mastered the principles of concept marketing, the marketing of management concepts and ideas to obtain support and attract followers.
<h3>On the use of the term “<em>Strategic Performance Management</em>”</h3>
Often times the term “<em>Performance Management</em>” is used to illustrate activities related to the achievement of desired outcomes at individual level, by the staff members of organizations. In a way, it is safe to say that this use of the term has won the popular vote, as it is the most common use of the term. However, “<em>Performance Management</em>” is much more than that. If we are to imagine the term “<em>Performance Management</em>” as a cube, the use of the term at individual level would be only one facet of the cube. There are a multitude of other facets that complement the individual level, such as:

• Strategic (organizational)

• Operational (functional are)

• Team (at staff community level)

The essence of the term “<em>Performance Management</em>” remains the same across each of these facets. This is both an advantage and a disadvantage. Many authors prefer avoiding the term as using it is likely to lead the reader to conclude it refers to individual performance management, a topic that is for many neither fresh nor interesting. In term of the marketability of the term, its disadvantages are that it expresses many things for many people and publications face of risk of getting lost in the variety of existing publications on such topics.

At the same time, this variety is also an advantage. Performance Management as a discipline is informed by a variety of other disciplines such as Strategy Management, Operations Management, Human Resource Management, Project Management, Finance, Marketing and Communications, among others. It is in the unique position to act as an integrating management discipline, linking together elements from others, for improved clarity and alignment. The use of the term “<em>Performance Management</em>” reinforces the message of integrating disciplines not only at components level, but also in terms of the approach. Similar performance management principles can be applied at multiple levels in an organization, so why call them differently?

The 20th century was marked by analysis and decomposition of elements. In the 21st century, further benefits can be realized in terms of advances in management by reintegrating elements into a unified body of knowledge and not by continuing the trend of creating new “<em>blends and trends</em>”. New thinking is required and that is informed by integration and not isolation.
<h3><em>"Strategy Execution"</em> versus <em>"Strategic Performance Management"</em></h3>
Some prefer to use more fancy terms such as: "Strategy Execution" instead of "<em>Strategic Performance Management</em>", or "<em>Operational Excellence</em>" instead of "<em>Operational Performance Management</em>". As management as a discipline is a democracy, with its advantages and disadvantages, ideas promoted by a louder voice and by supporters triumph, sometimes at the expense of ideas more timidly expressed, though of the same quality, if not higher.

The lexical preference of <em>“Strategy Execution”</em> over <em>“Strategic Performance Management” </em>is such an example. What is not clear is whether the preference is informed by weighing advantages or disadvantages such as the ones illustrated above, or if the terms are used just because they are popular and the “management gurus” use them.

Ultimately it might not matter, as long as results are achieved. However, in terms of credibility of management concepts in the eyes of the public, there might be unintended consequences of such choices, such as the loss of credibility and reticence regarding management rhetoric.

Overall, "<em>Strategic Performance Management</em>" is a more humanistic, learning oriented and integrating term that provides a more vivid panorama of achievement. Put some blinkers on and what you are left with is “<em>Strategy Execution</em>”.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan

<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>

<strong>Notes: </strong>

For more details on lexical rivalry see:  Hofstadter D. R. (2001),  Analogy as the Core of Cognition, available at: <a href="http://prelectur.stanford.edu/lecturers/hofstadter/analogy.html" target="_blank">http://prelectur.stanford.edu/lecturers/hofstadter/analogy.html</a>
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<p class="MsoNormal"><span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Walker, Rob 1992,“</span>Rank Xerox – Management Revolution”, <span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Long Range Planning, Vol. 25, No. 1, pp. 9 to 21</span></p>

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<title>R&amp;D Investment and Performance around the world - a European Commision report</title>
<link>http://www.smartkpis.com/blog/rd-investment-and-performance-around-the-world-a-european-commision-report/</link>
<pubDate>Sun, 11 Jul 2010 06:32:20 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[European Commission]]></category>

		<category domain="tag" nicename="european-commission"><![CDATA[European Commission]]></category>

		<category domain="tag"><![CDATA[Government]]></category>

		<category domain="tag" nicename="government-performance-management"><![CDATA[Government]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Research]]></category>

		<category domain="tag" nicename="research"><![CDATA[Research]]></category>

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<content:encoded><![CDATA[<em>The Science, Technology and Competitiveness key figures report 2008/2009</em>, released by the European Commission, presents a thorough analysis and overview of the evolution of  R&amp;D investment and performance in Europe. The report is considered an attempt to monitor the progress and efficiency of implementing performance measures by the European research system.
<p style="text-align: left;"><strong>Research</strong> is considered a key competitive asset in a global world as science, technology and patent applications are more widely distributed every year. Between 2000 and 2006 the investment in R&amp;D increased in Europe by 14,8%, comparable with the US and Japan, where figures show a growth of 10.1 % and 21.9 % respectively.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Picture21.png"><img class="aligncenter size-large wp-image-4352" title="Gross Domestic Expenditure on R&amp;D (GERD) – real growth (%) between 2000 and 2006" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Picture21-1024x929.png" width="614" height="557" /></a><span style="color: #888888;">Source: European Commission, 2008</span></p>
<p style="text-align: left;"><!--more-->The analysis of the participation shares in global R&amp;D indicates that almost 80 % of researchers work outside the EU, 75 % of gross domestic expenditure on R&amp;D (GERD) is executed in other world regions, and 69 % of patent applications are made outside the EU. This indicates a declining world share of GERD and patent applications, both for the US and for the European Union (European Commission, 2008).</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Picture13.png"><img class="aligncenter size-large wp-image-4349" title="Participation in global R&amp;D – % shares" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Picture13-1024x568.png" width="574" height="318" /></a><span style="color: #888888;">Source: European Commission, 2008</span></p>
<p style="text-align: left;">The <strong>main conclusions</strong> of the report are:</p>

<ul>
	<li>Despite encouraging progress on increasing the amount of investment in R&amp;D, the R&amp;D intensity of EU-27 has remained unchanged, as countries with increasing R&amp;D intensities do not have very high shares of EU-27 GDP.</li>
	<li>Higher returns for private investment in R&amp;D favor structural change, such as high-growth SMEs and higher demand and a single market for research-intensive products (European Commission, 2008).</li>
	<li>European Research Area (ERA) integration is a key competitive factor for increasing the effectiveness of the European research system, due to its cost-effectiveness and framework conditions attractiveness.</li>
</ul>
<p style="text-align: left;">The <strong>Key Performance Indicators </strong>used within this report are:</p>

<ul>
	<li>% R&amp;D intensity (GERD as a % of GDP)</li>
	<li>% Gross Domestic Expenditure on R&amp;D (GERD - % Real Growth)</li>
	<li># Patents applications</li>
	<li># Researchers</li>
</ul>
For further examples of performance indicators, explore the <a href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/r-d/" target="_blank">R&amp;D KPI examples</a> section of the library of KPI examples available on <strong><a href="http://www.smartkpis.com" target="_blank">smartkpis.com</a></strong> (smartKPIs.com, 2010).

<strong>References:</strong>

<em> </em>European Commission (2008), <em>The Science, Technology and Competitiveness key figures report 2008/2009, </em>available at <a href="http://ec.europa.eu/research/era/pdf/key-figures-report2008-2009_en.pdf" target="_blank">http://ec.europa.eu/research/era/pdf/key-figures-report2008-2009_en.pdf</a> (accessed 1 July 2010).

smartKPIs.com (2010), <em>R&amp;D KPI examples,</em> available at <a href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/r-d/" target="_blank">http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/r-d/</a> (accessed 1 July 2010).
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<title>Over 3800 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-3800-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Mon, 12 Jul 2010 02:11:49 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

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		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

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		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4425</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 3800 performance measures documented and published</strong> in the online repository. The team focused over the last few days on publishing examples from the Finance and Accounting functional areas, as well as from the Hospitality &amp; Tourism, Utilities, Professional Services, Infrastructure Operations and Government sectors.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (439)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (339)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (334)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (182)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (178)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (171)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation  (280)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/professional-services/" target="_blank">Professional Services (207)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (171)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/real-estate-property/" target="_blank">Real Estate / Property (113)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">Healthcare (102)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (101)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/hospitality-tourism/" target="_blank">Hospitality &amp; Tourism (99)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Volume-of-wastewater-collected-and-treated-per-day-5070.html" target="_blank"></a><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Cargo-handling-cost-per-ton-of-general-cargo-3921.html" target="_blank">$ Cargo handling cost per ton of general cargo</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
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<title>Executive compensation and performance</title>
<link>http://www.smartkpis.com/blog/executive-compensation-and-performance/</link>
<pubDate>Tue, 13 Jul 2010 09:29:41 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Conference Board Task Force on Executive Compensation]]></category>

		<category domain="tag" nicename="conference-board-task-force-on-executive-compensation"><![CDATA[Conference Board Task Force on Executive Compensation]]></category>

		<category domain="tag"><![CDATA[Forbes]]></category>

		<category domain="tag" nicename="forbes"><![CDATA[Forbes]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Performance Pay]]></category>

		<category domain="tag" nicename="performance-pay"><![CDATA[Performance Pay]]></category>

		<category domain="tag"><![CDATA[Qantas]]></category>

		<category domain="tag" nicename="qantas"><![CDATA[Qantas]]></category>

		<category domain="tag"><![CDATA[Talent management]]></category>

		<category domain="tag" nicename="talent-management"><![CDATA[Talent management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4433</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: left;">The compensation of the top executives represents an important aspect of administrative science, as it links together aspects that relate to corporate governance, human capital, organizational culture and performance management. Ideally, the executive remuneration philosophy of the organization should ensure that the remuneration properly reflects the duties and responsibilities of its executives and that remuneration is competitive in attracting, motivating and retaining people of the highest caliber.</p>
Top executives are increasingly negotiating formal contracts that typically last 3-5 years and that specify minimum base salaries, target bonus payments, severance arrangements.

<!--more-->Most senior executive pay packages contain four basic elements:
<ul>
	<li><strong>Base Salary</strong></li>
	<li><strong>Annual Bonus</strong></li>
	<li><strong>Share Options</strong></li>
	<li><strong>Long Term Incentive Plans</strong></li>
</ul>
Additional components of pay can include:
<ul>
	<li><strong>Restricted Stock</strong></li>
	<li><strong>Retirement Plans</strong></li>
</ul>
An example of such a reward program mix is illustrated below. It contains elements specific to the industry in which the organisation operates, in this case aviation (Qantas Group, 2007):
<ul>
<ul>
	<li><strong>Fixed Annual Remuneration (FAR)</strong></li>
	<li><strong>The Performance Plan, comprising:</strong>
<ul>
	<li>the Performance Cash Plan (PCP) – a short term cash incentive; and</li>
	<li>the Performance Equity Plan - made up of a medium-term incentive, the Performance Share Pln (PSP) and a long-term incentive, the Performance Rights Plan (PRP);</li>
</ul>
</li>
	<li><strong>Concesionary Travel Entitlements</strong>, some targeted retention arrangements and other discretionary benefits considered appropriate from time to time.</li>
</ul>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/FAR_Performance-Plan-Executive-Remuneration2.jpg"><img class="aligncenter size-full wp-image-4053" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/FAR_Performance-Plan-Executive-Remuneration2.jpg" width="636" height="199" /></a><span style="color: #888888;">Source: Qantas Group, 2007</span></p>
Another important issue is the retention aspect and the fact that executives have more job options than other employees. They also tend to have relatively high levels of confidence in their abilities and may be more willing to leave the organization (Bacal, 2004). The importance of motivating executives through a proper reward system in place is essential in this context.

However, common perceptions regarding executive compensation can also be surprising. In an interview with Forbes magazine (Forbes, 2010), compensation expert Robin A. Ferracone identified two characteristics of executive compensation in the 1500 S&amp;P companies reviewed:
<ul>
	<li>only 5% of S&amp;P 1500 executives receive on a performance adjusted basis of over $25-100 million per year. These are considered the extremes that attract a lot of media attention.</li>
	<li>only about 8% of the differences in pay are driven by performance. The size of the company and industry are bigger influencers of the CEO compensation package compared to the influence performance has.</li>
</ul>
<span style="font-size: 15px;">
</span><span style="font-size: 1.17em;">Additional resources:</span>
<ul>
	<li>The <a href="http://www.conference-board.org/pdf_free/ExecCompensation2009.pdf" target="_blank">2009 report</a> of the Conference Board Task Force on Executive Compensation.</li>
	<li>The <a href="http://www.smartkpis.com" target="_blank">smartKPIs.com</a> library of <a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/compensation-and-benefits/" target="_blank">remuneration and compensation KPIs</a> examples.</li>
</ul>
<h3>References</h3>
<ul>
	<li>Forbes Magazine, 2010, Myths About Executive Compensation, an interview with Robin A. Ferracone, available at <a href="http://video.forbes.com/fvn/bizviz/myths-about-executive-compensation">http://video.forbes.com/fvn/bizviz/myths-about-executive-compensation</a>, accessed on 12 July 2010.</li>
	<li>Robert Bacal, 2004, Manager’s Guide to Performance Review, McGraw – Hill Companies, Inc.</li>
	<li>Qantas Group, 2007, Qantas Annual Report - Director’s Report for the year ended 30 June 2007, available at <a href="http://www.reachinvestorsolutions.com/" target="_blank">http://www.reachinvestorsolutions.com/</a>, page 59, accessed on 12 July 2010.</li>
</ul>]]></content:encoded>
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<title>Over 3900 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-3900-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Wed, 14 Jul 2010 01:42:31 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4464</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 3900 performance measures documented and published</strong> in the online repository. The team focused over the last few days on publishing examples from the Sales and Customer Service functional areas, as well as from the Hospitality &amp; Tourism, Professional Services and Government sectors.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (439)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (339)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (334)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (218)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (178)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (173)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation  (283)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/professional-services/" target="_blank">Professional Services (216)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (171)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/hospitality-tourism/" target="_blank">Hospitality &amp; Tourism (119)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/real-estate-property/" target="_blank">Real Estate / Property (113)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">Healthcare (102)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (101)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Share-of-wallet-2280.html" target="_blank">% Share of wallet</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
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<title>Billable hours - a popular KPI in the Professional Services industry</title>
<link>http://www.smartkpis.com/blog/billable-hours-a-popular-kpi-in-the-professional-services-industry/</link>
<pubDate>Thu, 15 Jul 2010 05:55:04 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[billable hours]]></category>

		<category domain="tag" nicename="billable-hours"><![CDATA[billable hours]]></category>

		<category domain="tag"><![CDATA[Individual Performance]]></category>

		<category domain="tag" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[pay for performance]]></category>

		<category domain="tag" nicename="pay-for-performance"><![CDATA[pay for performance]]></category>

		<category domain="tag"><![CDATA[performance improvement]]></category>

		<category domain="tag" nicename="performance-improvement"><![CDATA[performance improvement]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4451</guid>
<description></description>
<content:encoded><![CDATA[One of the favourite performance measures in the Professional Services industry (legal practice, management consulting, accounting, it consulting) is "<a href="http://www.smartkpis.com/kpi-key-performance-indicator/Billable-hours-4703.html" target="_blank"># Billable hours</a>”.  This volume of time is generally considered “productive work”, while administrative matters are often ignored because they aren’t “revenue generating”.
<h3><strong>The Billable Hour Model </strong></h3>
Firms make money (revenue) by billing their clients for the time spent on a given matter. According to William S. Boyd School of Law at the University of Nevada (2007), one common billable hour model used by legal services firms is:

<strong><!--more-->Profit = Revenue – (Costs + Expenses)</strong>

Each employee at the firm has an hourly rate which increases each additional year of practice. Thus, the firm’s revenue is the sum of each employee’s hourly rate multiplied by the hours billed. These  firms also have costs or expenses. Salaries, benefits, office space and other overhead are examples. Firms will expect you to bill enough time to cover your salary and overhead and to generate revenue for the firm.

When firms takes in consideration factors like recruiting costs and summer associate program costs, associates do not show a profit until approximately the fourth year. In order to ensure the firm will make sufficient revenue, some firms have “average,” “target” or “minimum” billable hour policies. In the legal services sector, these yearly billables typically range between 1700 and 2000 in Nevada and up to 2400 in New York and other primary markets.<strong> </strong>
<h3><strong>“Working” vs. Billing</strong></h3>
<strong> </strong>

In order to accurately bill your time, employers need to meticulously track and record the time you spend on assignments down to a fraction of an hour (<em>i.e.</em>, tenths of an hour, or six-minute increments). To give a sense for the “working” vs. billing distinction, below is a typical schedule for firms requiring 1800 billable hours:
<table style="height: 239px;" border="1" cellspacing="0" cellpadding="0" width="581">
<tbody>
<tr>
<td width="423" valign="top"><strong>Full   Time Job: Target 1800 Billable Hours</strong></td>
<td width="193" valign="top"><strong>Billable   Hour Calculation</strong></td>
</tr>
<tr>
<td width="423" valign="top">You’re in the   office from 8:00 a.m. – 6:00 p.m each day</td>
<td width="193" valign="top">10</td>
</tr>
<tr>
<td width="423" valign="top">You take an hour for lunch</td>
<td width="193" valign="top">-1.0</td>
</tr>
<tr>
<td width="423" valign="top">You take two 15 minute coffee breaks</td>
<td width="193" valign="top">-0.5</td>
</tr>
<tr>
<td width="423" valign="top">You spend a half-hour reading legal updates and reviewing general   correspondence</td>
<td width="193" valign="top">-0.5</td>
</tr>
<tr>
<td width="423" valign="top">Attend department meetings, occasional conferences, etc.</td>
<td width="193" valign="top">-0.5</td>
</tr>
<tr>
<td width="423" valign="top">Billable Time   (Result)</td>
<td width="193" valign="top"><strong>7.5</strong></td>
</tr>
<tr>
<td width="423" valign="top">If you work a 5 day week</td>
<td width="193" valign="top">x 5</td>
</tr>
<tr>
<td width="423" valign="top">You have been at work 50 hours and billed</td>
<td width="193" valign="top">37.5</td>
</tr>
<tr>
<td width="423" valign="top">If you do this all year long, and we assume:</td>
<td width="193" valign="top">3 weeks vacation</td>
</tr>
<tr>
<td width="423" valign="top"></td>
<td width="193" valign="top">2 weeks holiday</td>
</tr>
<tr>
<td width="423" valign="top"></td>
<td width="193" valign="top">No sick days or personal days</td>
</tr>
<tr>
<td width="423" valign="top">You will work 47 weeks</td>
<td width="193" valign="top">x 47</td>
</tr>
<tr>
<td width="423" valign="top">And have billed an annual average of</td>
<td width="193" valign="top"><strong>1762</strong><strong> </strong></td>
</tr>
</tbody>
</table>
<p style="text-align: center;"><span style="color: #888888;">Source: adapted from Yale Law School Career Development Office, 2009</span></p>
Considering the above scenario and if you want to gain an extra 70 hours "to be respectable",  you could add approximately 1 ½ hours a week (approximately 20 minutes a day): 1 ½ x 47 weeks = 70. So come in at 8:00 am and work until 6:20 pm Mon - Fri. You have achieved 1832, however you have been “at work” 2420.

It is also worth noting that this exercise does not factor in your non-billable training, pro bono work, writing an article, interviewing an applicant, etc.

<strong> </strong>
<h3><strong>B</strong><strong>illable hours and performance measurement </strong></h3>
Professional Services firms strive to engage workers in high-productivity work that earned the company more money. Time-tracking allows firms to know exactly how much labour time is sold to clients, and which workers contribute relatively more to the company’s revenue numbers.

However maximizing billable hours often comes at a cost: limited time spent on innovation, knowledge management, training and general business development. Oftentimes it leads to stress and burnout. Sometimes to abuse and unethical behavior. While monitoring it is a must, a balanced approach to using it should be considered. Performance management is both about achieving and learning.

<strong><a href="../dashboard/" target="_blank"></a></strong>
<h3><strong>References</strong></h3>
Backer R., 2001, Burying the billable hours, available at: http://www.accaglobal.com/pubs/members/publications/sector_booklets/public_practice_sector/123727.pdf, accessed on 15 July 2010.

Ladner S., 2009,  Billable Hours: Time Reckoning, Technology and Labour Markets, working paper, available at: <a href="http://www.law.yale.edu/documents/pdf/CDO_Public/cdo-billable_hour.pdf" target="_blank">http://www.law.yale.edu/documents/pdf/CDO_Public/cdo-billable_hour.pdf</a>, accessed on 15 July 2010.

Yale Law School Career Development Office, 2009, The truth about  billable hours, available at: <a href="http://www.law.yale.edu/documents/pdf/CDO_Public/cdo-billable_hour.pdf" target="_blank"> http://www.law.yale.edu/documents/pdf/CDO_Public/cdo-billable_hour.pdf</a>, accessed on 15 July 2010.

University of Nevada, William S. Boyd School of Law, 2007, Keeping an Eye on the Clock: The Truth About Billable Hours, available at: <a href="http://extranet.law.unlv.edu/" target="_blank">http://extranet.law.unlv.edu/</a>, accessed on 15 July 2010.]]></content:encoded>
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<title>Over 4000 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-4000-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Fri, 16 Jul 2010 08:03:46 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI]]></category>

		<category domain="tag" nicename="customised-kpi"><![CDATA[Customised KPI]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4510</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 4000 performance measures documented and published</strong> in the online repository. The team focused over the last few days on publishing examples from the the Utility and Government sectors.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (439)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (339)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (334)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (218)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (178)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (173)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation  (283)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/professional-services/" target="_blank">Professional Services (216)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (210)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (179)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/hospitality-tourism/" target="_blank">Hospitality &amp; Tourism (119)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/real-estate-property/" target="_blank">Real Estate / Property (113)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Customer-Average-Interruption-Duration-Index-CAIDI-4905.html" target="_blank"># Customer Average Interruption Duration Index (CAIDI)</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
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<title>From performance management for control to performance management for learning</title>
<link>http://www.smartkpis.com/blog/from-performance-management-for-control-to-performance-management-for-learning/</link>
<pubDate>Sat, 17 Jul 2010 08:00:03 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

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		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

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		<category domain="tag"><![CDATA[Systems thinking]]></category>

		<category domain="tag" nicename="systems-thinking"><![CDATA[Systems thinking]]></category>

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<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 28/2010</span></h2>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg"><img class="alignright size-full wp-image-4503" title="Aurel Brudan - Performance Architect - smartkpis.com - 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg" width="160" height="238" /></a>

<em> The following is an excerpt from a conference paper presented at the 2009 Performance Measurement Association Conference in Dunedin, New Zealand. An edited version of the paper was published in the Measuring Business Excellence Journal in 2010 (vol. 14, No. 1), under the title: "<a href="http://www.emeraldinsight.com/10.1108/13683041011027490" target="_blank">Rediscovering performance management: Systems, learning and integration</a>" </em>

Traditionally, organisational performance management has been concerned with control, by setting and monitoring achievement of targets at strategic, operational and individual levels. Measurement has its benefits as it provides valuable information and measuring in itself stimulates higher performance. The Hawthorn effect and the Westinghouse effect or "Observer's paradox" (Cukor-Avila, 2000) demonstrate the delicate nature of the measuring process and the impact that measurement itself has on the results.

At strategic level, senior management supported by management accountants and finance professionals focus their efforts in translating organisational objectives in quantifiable targets. These objectives and targets are delegated to functional areas for implementation. Compliance with set targets is checked on a regular basis. These strategic objectives are then aligned with operational objectives and individual performance objectives. However, empirical evidence shows that the focus on the measurement and control in the context of performance management has started to diminish in the 1990s, driven by the increase in popularity of the Balanced Scorecard (BSC), Knowledge Management and Systems Thinking. Even the BSC was first presented in 1992 as a measurement tool promoted by the management accounting school and having roots in the quality movement. However it evolved quickly to become a complete management system supporting strategy implementation as a core competency. As a performance management concept, the BSC enables not only measurement and control, but also communication and learning.

<!--more-->This shift is supported by proponents of the knowledge management/intellectual capital school of thought who argue that "<em>the main problem with all measurement systems is that it is not possible to measure social phenomena with anything close to scientific accuracy</em>" (Sveiby and Armstong, 2004). They invoke Heisenberg’s uncertainty principle to illustrate the inherent imprecision in measurement that exists even in "exact" sciences such as physics. The principle states that uncertainties, or imprecision, always turn up if one tries to measure the position and the momentum of a particle at the same time (Cassidy, 1993, 1998). Neils Bohr famously stated that "<em>Accuracy and clarity of statement are mutually exclusive</em>" (for further details see Pais, 1994).

Measurement for rewards leaves room for interpretation in the process of setting targets and measuring results and quite often leads to abuse. Using targets for control and linking the achievement of these targets to individual performance has the risk of staff members manipulating the system to their benefit and the expense of other teams and even the entire organisation.

The alternative proposed to measurement for control is measurement for learning, as illustrated by the table below:
<table style="height: 232px;" width="593" border="1" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td valign="top" width="161"><strong>Characteristic</strong></td>
<td valign="top" width="227"><strong>Measurement for control</strong></td>
<td valign="top" width="217"><strong>Measurement for learning</strong></td>
</tr>
<tr>
<td valign="top" width="161"><strong>Measurement drivers</strong></td>
<td valign="top" width="227">Management</td>
<td valign="top" width="217">Employees</td>
</tr>
<tr>
<td valign="top" width="161"><strong>Measures development</strong></td>
<td valign="top" width="227">Top-down commands</td>
<td valign="top" width="217">Process-oriented bottom-up approach</td>
</tr>
<tr>
<td valign="top" width="161"><strong>Measurement role</strong></td>
<td valign="top" width="227">Measuring and managing work in functional activities.</td>
<td valign="top" width="217">Measuring and managing the flow of work thought the system</td>
</tr>
<tr>
<td valign="top" width="161"><strong>Measurement focus</strong></td>
<td valign="top" width="227">Productivity output, targets, standards: related to budget</td>
<td valign="top" width="217">Capability, variation: related to purpose</td>
</tr>
<tr>
<td valign="top" width="161"><strong>Results communication</strong></td>
<td valign="top" width="227">Restricted</td>
<td valign="top" width="217">Open</td>
</tr>
<tr>
<td valign="top" width="161"><strong>Target driven by</strong></td>
<td valign="top" width="227">Budget/political aspirations</td>
<td valign="top" width="217">Understanding achievement versus purpose</td>
</tr>
<tr>
<td valign="top" width="161"><strong>Follow-up to results</strong></td>
<td valign="top" width="227">Rewards, punishment and action to improve results</td>
<td valign="top" width="217">Dialogue and improvement</td>
</tr>
<tr>
<td valign="top" width="161"><strong>Learning cycle</strong></td>
<td valign="top" width="227">Single loop</td>
<td valign="top" width="217">Double loop learning</td>
</tr>
<tr>
<td valign="top" width="161"><strong>Link to rewards</strong></td>
<td valign="top" width="227">Link to individual rewards and recognition system</td>
<td valign="top" width="217">Group rewards, based on improvement</td>
</tr>
</tbody>
</table>
<p style="text-align: center;"><span style="color: #888888;">Table: Measurement for control compared to measurement for learning, Brudan, 2010</span></p>
A mechanistic view on performance management, focused on measures and targets in isolation, pay-for-performance, control and rhetoric leads frequently to unoptimized results. Opposed to this is a Systems Thinking based view on managing performance, that coupled with the emphasis on learning, highlight the need for an integrated approach to performance management. Effective performance management requires more than measuring and reporting in isolation, more than control and rewards. It requires an organic performance architecture, that values more performance management for learning is informed by a more humanistic performance philosophy.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan

<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>
<h3>References</h3>
Brudan A.N. (2010) "Rediscovering performance management: systems, learning and integration", Measuring Business Excellence, Vol. 14, No. 1, pp. 109-123.

Cassidy, D. (1993) "Uncertainty: The Life and Science of Werner Heisenberg", W. H. Freeman, New York, pp. 226-246.

Cassidy, D. C. (1998) "Answer to the Question: When Did the Indeterminacy Principle Become the Uncertainty Principle?" American Journal of Physics, Nr. 66, pp. 278-279

Cukor-Avila, P. (2000) "Revisiting the Observer's Paradox", American Speech, Vol.75, Nr. 3 pp. 253-254.

Pais, A. (1994), "Niels Bohr's Times: In Physics, Philosophy, and Polity",<em> </em>Oxford University Press, Oxford, England, pp. 304-309.

Sveiby, K. E. and Armstrong C.(2004). "Learn to Measure to Learn!", opening keynote address at the Intellectual Capital Congress Helsinki, 2 Sept 2004.
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<p class="MsoNormal"><span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Walker, Rob 1992, “</span>Rank Xerox – Management Revolution”, <span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Long Range Planning, Vol. 25, No. 1, pp. 9 to 21</span></p>

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<title>Marketing Performance Management: the Net Promoter Score® (NPS)</title>
<link>http://www.smartkpis.com/blog/marketing-performance-management-the-net-promoter-score%c2%ae-nps/</link>
<pubDate>Sun, 18 Jul 2010 06:42:57 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Fred Reichheld]]></category>

		<category domain="tag" nicename="fred-reichheld"><![CDATA[Fred Reichheld]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Mike Ritson]]></category>

		<category domain="tag" nicename="mike-ritson"><![CDATA[Mike Ritson]]></category>

		<category domain="tag"><![CDATA[Net Promoter Score]]></category>

		<category domain="tag" nicename="net-promoter-score"><![CDATA[Net Promoter Score]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Willingness to Recommend]]></category>

		<category domain="tag" nicename="willingness-to-recommend"><![CDATA[Willingness to Recommend]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4103</guid>
<description></description>
<content:encoded><![CDATA[In a context where marketing practitioners strive to measure the performance of their efforts, the search for new, innovative and simpler, measures that would not only lead to relevant results, but would also require less complex approaches, is of topicality.

Introduced by <strong>Fred Reichheld</strong> (Ritson, 2009), the <strong>Net Promoter Score</strong><em>®</em><strong> (NPS)</strong> promises to be one of the most popular and employed approach to measuring performance in marketing.

Its calculation is based on comparing the <strong>promoters</strong> (people who are likely to recommend the product or the company) to the <strong>detractors</strong> (people, who, on the contrary, would make a negative word-of-mouth).  It is also known as the <strong>"<em>Willingness to Recommend</em>"</strong> metric and, along with level of customer satisfaction, it is suggested as a highly relevant leading indicator of future purchase intentions and loyalty (Farris et al., 2006).
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/net-promoter-score2.png"><img class="aligncenter size-full wp-image-4117" title="net promoter score" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/net-promoter-score2.png" width="660" height="579" /></a><span style="color: #888888;">Table: Net Promoter Scores for the airlines companies operating in Australia (Ritson, 2006)</span></p>
<!--more-->In a practical context, its measurement would involve a customer <strong>survey</strong>, consisting of a simple question (“<em>How likely is that you would recommend the product/company to a friend or colleague?</em>”) with an 11 point scale answer, from <strong>0 – not at all </strong>up to <strong>10 – extremely likely</strong> (Ritson, 2006). The answers are divided into three categories: <strong>promoters, neutrals </strong>and <strong>detractors</strong>. While neutrals are left aside, further on the volume of promoters and the volume of detractors are extracted as a percentage from the total respondents, and the difference between the two percentages is the NPS.

Despite its increasing popularity due to its argued simplicity and ease in computing, the NPS is not exempt of <strong>criticism</strong>, coming mainly from behalf of market researchers.

In a 2010 Customer Loyalty Forum held in Boston, several <strong>limitations</strong> of the NPS method were outlined, such as (GreatBrook, 2010):
<ul>
	<li>Possible <strong>legal issue</strong>s, due to the private copyright over the concept (from Satmetrix Systems, Bain &amp; Co., Fred Reichheld);</li>
	<li>The issue of using <strong>scales with different points</strong> for the answers: some suggest 11, other use 10 and other use 5, which might alter the relevance in comparing results;</li>
	<li>Using <strong>incentives</strong> to increase the response rates, that might impact upon their subjectivity.</li>
</ul>
However, as we see it, the main issue of measuring the net promoter score would rely on the <strong>WHAT NEXT</strong> question. Moreover, this is an issue that would impact not only the NPS method, but any of the survey measurements investigating customer loyalty, satisfaction, content and so on.

Imagine that you obtain a NPS of 10%. What does this mean to you, how will you know that these 10%, which are the net difference between the promoters and the detractors, or the promoters themselves, will actually recommend your product? How will you know that there won’t be more detractors, people that will actually make a negative buzz on your product? Just knowing that you theoretically have more promoters than detractors does not say much on the future purchase intentions or other customer actions.

A possible solution would be that of doubling the measurement of possible intentions (what the NPS does) with a measurement of actual actions. Thus, maybe a more relevant question would be, for example:

<strong>“<em>Have you recommended our product to a colleague or friend at least once in the last 6 months?</em>”.</strong>

<strong>
</strong>
<h3><strong>References</strong></h3>
<ul>
	<li>Farris, PW, Bendle, NT, Pfeifer, PE &amp; Reibstein, DJ 2006, <em>Marketing Metrics: 50+Metrics Every Executive Should Master</em>, Wharton School Publishing, Upper Saddle River, New Jersey.</li>
	<li>GreatBrook 2010, <em>Net Promoter Score® Discussion at Customer Loyalty Forum</em>, available at: <a href="http://www.greatbrook.com/net_promoter_score_criticism.htm" target="_blank">http://www.greatbrook.com/net_promoter_score_criticism.htm</a> (accessed 25 June 2010).</li>
	<li>Ritson, M 2006, <em>Net Promoter Scores Australia - Independent Research</em>, Melbourne.</li>
	<li>Ritson, M 2009<em>, Net Promoter Score Defined</em>, available at: <a href="http://www.brandingstrategyinsider.com/2009/07/net-promoter-score-defined.html">http://www.brandingstrategyinsider.com/2009/07/net-promoter-score-defined.html</a> (accessed 25 June 2010).</li>
</ul>]]></content:encoded>
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<title>Over 4100 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-4100-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Sun, 18 Jul 2010 14:49:44 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

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		<category domain="tag"><![CDATA[Indicators]]></category>

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		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

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		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4558</guid>
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<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 4100 performance measures documented and published</strong> in the online repository. The team focused over the last few days on publishing examples from the the Utilities and Government sectors.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (439)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (341)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (334)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (218)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (178)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (173)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation  (283)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (279)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/professional-services/" target="_blank">Professional Services (216)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (179)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/hospitality-tourism/" target="_blank">Hospitality &amp; Tourism (119)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/real-estate-property/" target="_blank">Real Estate / Property (113)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Customer-Average-Interruption-Duration-Index-CAIDI-4905.html" target="_blank"></a><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Customers-affected-by-repeated-unplanned-gas-supply-outages-4952.html" target="_blank"># Customers affected by repeated unplanned gas supply outages</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
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<title>The Quest for Quality and Improved Performance – an initiative of The Health Foundation</title>
<link>http://www.smartkpis.com/blog/the-quest-for-quality-and-improved-performance-%e2%80%93-an-initiative-of-the-health-foundation/</link>
<pubDate>Mon, 19 Jul 2010 14:56:05 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[National Healthcare System (NHS)]]></category>

		<category domain="tag" nicename="national-healthcare-system-nhs"><![CDATA[National Healthcare System (NHS)]]></category>

		<category domain="tag"><![CDATA[Performanc Management]]></category>

		<category domain="tag" nicename="performanc-management"><![CDATA[Performanc Management]]></category>

		<category domain="tag"><![CDATA[Quest for Quality and Improved Performance]]></category>

		<category domain="tag" nicename="quest-for-quality-and-improved-performance"><![CDATA[Quest for Quality and Improved Performance]]></category>

		<category domain="tag"><![CDATA[The Health Foundation]]></category>

		<category domain="tag" nicename="the-health-foundation"><![CDATA[The Health Foundation]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

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<description></description>
<content:encoded><![CDATA[<strong>The Health Foundation</strong>, the independent charity working to achieve high quality healthcare for people in the UK, has celebrated this year the conclusion of one of their main research programs: <strong><em>Quest for Quality and Improved Performance (QQUIP)</em>.</strong>

The research has been conducted during 2005-2010, to provide independent results about the quality and performance of the healthcare provision. Its purpose is to provide answers to <strong>three questions regarding healthcare</strong>, considered fundamental (The Health Foundation 2010):
<ol>
	<li>What is the current state of healthcare and performance?</li>
	<li>What works to improve quality and performance?</li>
	<li>Is value for money obtained from what is spent in the National Healthcare System (NHS)?</li>
</ol>
The program has had three different streams of research, as shown below:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/qquip.png"><img class="aligncenter size-full wp-image-4296" title="qquip" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/qquip.png" width="573" height="359" /></a><span style="color: #888888;">Source: The Health Foundation, 2010</span></p>
<p style="text-align: left;"><span style="color: #888888;"><span style="color: #000000;"><!--more-->The Quality Enhancing Interventions were identified as six main areas where efforts should be put so as to improve quality and performance:</span></span></p>

<ul>
	<li><span style="color: #888888;"><span style="color: #000000;">Patient focused interventions</span></span></li>
	<li><span style="color: #888888;"><span style="color: #000000;">Regulatory interventions</span></span></li>
	<li><span style="color: #888888;"><span style="color: #000000;">Incentives</span></span></li>
	<li><span style="color: #888888;"><span style="color: #000000;">Data-driven and IT based interventions (which was broken into <em>Performance Reporting &amp; Accountability </em>and <em>Information &amp; Knowledge Management</em>)
</span></span></li>
	<li><span style="color: #888888;"><span style="color: #000000;">Organizational interventions</span></span></li>
	<li><span style="color: #888888;"><span style="color: #000000;">Healthcare delivery models.
</span></span></li>
</ul>
<p style="text-align: center;"><span style="color: #888888;"><span style="color: #000000;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/quality-enhancing-interventions.png"><img class="aligncenter size-full wp-image-4303" title="quality enhancing interventions" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/quality-enhancing-interventions.png" width="767" height="480" /></a></span>Source: The Health Foundation, 2010</span></p>
During the time interval of the research, several outputs in the shape of <strong>reports</strong> were produced, studying issues such as:
<ul>
	<li>Patient and public experience in the NHS</li>
	<li>Value from money in the English NHS</li>
	<li>Regulation and quality improvement</li>
	<li>Costs and benefits of health information technologies</li>
	<li>Safe and risk management in hospitals.</li>
</ul>
For more about the QQUIP initiative, visit <a href="http://www.health.org.uk/publications/briefings_leaflets/qquip.html" target="_blank">The Health Foundation’s webpage</a>, or directly <a href="http://www.health.org.uk/applications/dynamic/publications.rm?skip=0&amp;destination=%2Fadmin%2Findex.rm&amp;sortby=date&amp;count=10&amp;submitid=&amp;preview_mode=none&amp;compare_live=false&amp;id=192&amp;debug=false" target="_blank">download the research reports</a>.

<strong>References: </strong>

The Health Foundation 2010, <em>Quest for Quality and Improved Performance</em>, available at: <a href="http://www.health.org.uk/current_work/research_development/qquip.html" target="_blank">http://www.health.org.uk/current_work/research_development/qquip.html</a> (accessed 3 July 2010).

The Health Foundation 2010, <em>Quest for Quality and Improved Performance Brochure</em>, available at: <a href="http://www.health.org.uk/document.rm?id=1178" target="_blank">http://www.health.org.uk/document.rm?id=1178</a> (accessed 3 July 2010).]]></content:encoded>
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<wp:post_id>4295</wp:post_id>
<wp:post_date>2010-07-20 01:56:05</wp:post_date>
<wp:post_date_gmt>2010-07-19 14:56:05</wp:post_date_gmt>
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<title>2010 Peter Drucker Challenge essay contest</title>
<link>http://www.smartkpis.com/blog/global-peter-drucker-challenge-2010-essay-contest/</link>
<pubDate>Tue, 20 Jul 2010 14:12:20 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Personal performance]]></category>

		<category domain="category" nicename="personal-performance"><![CDATA[Personal performance]]></category>

		<category domain="tag"><![CDATA[Peter Drucker]]></category>

		<category domain="tag" nicename="peter-drucker"><![CDATA[Peter Drucker]]></category>

		<category domain="tag"><![CDATA[Peter Drucker Challenge]]></category>

		<category domain="tag" nicename="peter-drucker-challenge"><![CDATA[Peter Drucker Challenge]]></category>

		<category domain="tag"><![CDATA[Peter Drucker Forum 2010]]></category>

		<category domain="tag" nicename="peter-drucker-forum-2010"><![CDATA[Peter Drucker Forum 2010]]></category>

		<category domain="tag"><![CDATA[The Man Who Invented Management]]></category>

		<category domain="tag" nicename="the-man-who-invented-management"><![CDATA[The Man Who Invented Management]]></category>

		<category domain="tag"><![CDATA[Vienna]]></category>

		<category domain="tag" nicename="vienna"><![CDATA[Vienna]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4566</guid>
<description></description>
<content:encoded><![CDATA[<strong><em>Peter Drucker Society of Europe</em></strong> has launched the <a href="http://www.druckerchallenge.org/" target="_blank"><em><strong>Continuity and Change - Balancing Innovation and Time-Tested Practices</strong></em></a><em><strong> </strong></em>essay contest<em>. </em>The competition is open for participants under 35 and it "calls" for the young professionals with interest in anticipating the changes that are expected to shape our society in the years to come, as well as the opportunities that will emerge.
<p style="text-align: center;"><a href="http://www.indicatorideperformanta.ro/blog/wp-content/uploads/2010/07/peter-drucker-challenge.jpg"><img class="aligncenter size-full wp-image-83" title="peter drucker challenge" alt="" src="http://www.indicatorideperformanta.ro/blog/wp-content/uploads/2010/07/peter-drucker-challenge.jpg" width="533" height="153" /></a></p>
<!--more-->The prizes for the best essays consist in the opportunity to participate in the  <a href="http://www.druckersociety.at/index.php/pdf-2010/program" target="_blank"><strong>Global Peter Drucker Forum 2010</strong></a>, held in Vienna, Austria. The complete details of the competition are available at: <a href="http://www.druckerchallenge.org/">http://www.druckerchallenge.org/</a>.

<strong>About c</strong>

<a href="http://www.indicatorideperformanta.ro/blog/wp-content/uploads/2010/07/peter-drucker.jpg"><img class="alignright size-full wp-image-91" title="peter drucker" alt="" src="http://espressostalinist.files.wordpress.com/2011/08/peter_drucker.jpg?w=500" width="0" height="0" /></a>

Without doubt one of the most innovative personalities of the past century, Peter Drucker has had a crucial contribution to the development of Management as a discipline - the <strong>Man Who Invented Management</strong> - as he was once named by the New York Times (Lewis ,1998).

He has left behind a valuable collection of books that set the foundations for a great number of management concepts and described a suite of upcoming changes in the society, as they have been anticipated with great accuracy by Drucker. Among his most important titles are the following:
<ul>
	<li>The End of the Economic Man (1939)</li>
	<li>Concept of the Corporation (1946)</li>
	<li>The Practice of Management (1954)</li>
	<li>Frontiers of Management (1986)</li>
	<li>Peter Drucker on the Profession of Management (1998)</li>
</ul>
<strong>References:</strong>
<p style="text-align: left;">Lewis, M 1998, 'The Man Who Invented Management,' <em>New York Times</em>, Published 11 January 1998, available at: <a href="http://www.nytimes.com/1998/01/11/books/the-man-who-invented-management.html?pagewanted=1">http://www.nytimes.com/1998/01/11/books/the-man-who-invented-management.html?pagewanted=1</a> (accessed 20 July 2010).</p>
<p style="text-align: left;">Note: The photo was retrieved from the Austrian Embassy at Washington, D. C., website. Copyright © 2007, Austrian Press and Information Service, Washington, D.C.</p>]]></content:encoded>
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<wp:post_id>4566</wp:post_id>
<wp:post_date>2010-07-21 01:12:20</wp:post_date>
<wp:post_date_gmt>2010-07-20 14:12:20</wp:post_date_gmt>
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<title>Evaluating executive performance - global ranking of top performing CEOs</title>
<link>http://www.smartkpis.com/blog/evaluating-executive-performance-global-ranking-of-top-performing-ceos/</link>
<pubDate>Wed, 21 Jul 2010 13:41:39 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[CEO Ranking]]></category>

		<category domain="tag" nicename="ceo-ranking"><![CDATA[CEO Ranking]]></category>

		<category domain="tag"><![CDATA[Harvard Business Review]]></category>

		<category domain="tag" nicename="harvard-business-review"><![CDATA[Harvard Business Review]]></category>

		<category domain="tag"><![CDATA[Herminia Ibarra]]></category>

		<category domain="tag" nicename="herminia-ibarra"><![CDATA[Herminia Ibarra]]></category>

		<category domain="tag"><![CDATA[INSEAD]]></category>

		<category domain="tag" nicename="insead"><![CDATA[INSEAD]]></category>

		<category domain="tag"><![CDATA[Morten Hansen]]></category>

		<category domain="tag" nicename="morten-hansen"><![CDATA[Morten Hansen]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Urs Peyer]]></category>

		<category domain="tag" nicename="urs-peyer"><![CDATA[Urs Peyer]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4625</guid>
<description></description>
<content:encoded><![CDATA[<em>The Best-Performing CEOs in the Worl<em>d</em></em><em> </em>represents the first global ranking of the CEOs based on company performance during their tenure. Developed by INSEAD Professors Morten Hansen, Herminia Ibarra and Urs Peyer, the ranking is based on a global data set regarding 2,000 CEOs of 48 nationalities and from companies in 33 countries (INSEAD, 2010). The CEOs were chosen from the S&amp;P Global 1200 and S&amp;P BRIC 40 lists since 1997.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Top-performing-CEOs1.jpg"><img class="aligncenter size-large wp-image-4650" title="Top performing CEOs" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Top-performing-CEOs1-1023x580.jpg" width="716" height="406" /></a><span style="color: #888888;">Source: INSEAD, 2010</span></p>
<!--more-->The <strong>performance measures</strong> used for the ranking are:
<ul>
	<li>% Industry-adjusted total shareholder return (TSR);</li>
	<li>% Country-adjusted total shareholder return (TSR);</li>
	<li>$ Market capitalisation.</li>
</ul>
The ranking generated some <strong>unexpected aspects,</strong> such as:
<ul>
	<li>High-performance is fairly spread out across countries, industries and economic swings;</li>
	<li>No particular context was identified to have a monopoly on exceptional performance;</li>
	<li>The results indicate the importance of using objective, long-term measures to assess CEOs and to inform succession planning (Hansen, M, Ibarra, H, &amp; Peyer, U, 2010).</li>
</ul>
<strong>References:</strong>

Hansen, M, Ibarra, H, &amp; Peyer, U 2010, 'The Best-Performing CEOs in the World,' <em>Harvard Business Review</em>, Published January-February 2010, available at <a href="http://hbr.org/2010/01/the-best-performing-ceos-in-the-world/ar/1" target="_blank">http://hbr.org/2010/01/the-best-performing-ceos-in-the-world/ar/1</a> (accessed 20 July 2010).

INSEAD 2010, <em>The 200 top-performing CEOs in the world, </em>available at <a href="http://knowledge.insead.edu/top-200-CEOs-091218.cfm" target="_blank">http://knowledge.insead.edu/top-200-CEOs-091218.cfm</a> (accessed 20 July 2010).]]></content:encoded>
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<wp:post_id>4625</wp:post_id>
<wp:post_date>2010-07-22 00:41:39</wp:post_date>
<wp:post_date_gmt>2010-07-21 13:41:39</wp:post_date_gmt>
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<title>Separating strategy formulation from execution questioned in Harvard Business Review</title>
<link>http://www.smartkpis.com/blog/separating-strategy-formulation-from-execution-questioned-in-harvard-business-review/</link>
<pubDate>Sat, 24 Jul 2010 03:47:48 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Harvard Business Review]]></category>

		<category domain="tag" nicename="harvard-business-review"><![CDATA[Harvard Business Review]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag"><![CDATA[The Execution Trap]]></category>

		<category domain="tag" nicename="the-execution-trap"><![CDATA[The Execution Trap]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4746</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 29/2010</span></h2>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg"><img class="alignright size-full wp-image-4503" title="Aurel Brudan - Performance Architect - smartkpis.com - 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg" width="160" height="238" /></a>

One of the surprise articles in the July-August 2010 edition of the Harvard Business Review (HBR) is '<em><strong>The Execution Trap</strong></em>', written by Roger L. Martin, Dean of the Rotman School of Management at the University of Toronto and Professor of Strategic Management at the same school. Its publication comes as a surprise as traditionally, HBR has been favoring articles promoting strategy execution and the separation between formulation and execution. The support of the publication in promoting Kaplan &amp; Norton’s ideas over the last 15 years was an important contributor to the ascent of strategy execution as a “buzzword”.

The article clearly states the author’s position right from the tagline: “<em>Drawing a line between strategy and execution almost guarantees failure</em>”. It reviews the recent history of the separation idea, mentioning names of proponents such as Jamie Dimon (now CEO of JPMorgan Chase) and Larry Bossidy (former AlliedSignal CEO). The phrase that encapsulates best some of the challenges in today’s management thinking is: “<em>…[the] doctrine…is as flawed as it is popular. That popularity discourages us from questioning the principle’s validity</em>.”

The pressures of concept marketing in today’s management thinking are illustrated by tracing back the integration idea to 1971, when Kenneth Andrews wrote in his book, 'The Concept of Corporate Strategy': “<em>Corporate strategy has two equally important aspects, interrelated in life but separated to the extent practicable here in our study of the concept. The first of these is formulation; the second is implementation.” </em>Gradually the push of the paradigm that separates strategy formulation from execution has gained grounds, pushed not always by sound data from the field, but also by marketing hype.

<!--more-->Two metaphors are used to illustrate the opposing views regarding strategy execution. The mainstream approach is built around the metaphor of the role the mind has in coordinating the human body. Similarly in organizations “thinkers” come up with the strategy and doers “execute”. The alternative metaphor proposed by Martin is the one that compares the organizations with a white-water river, where choices cascade down from upstream to downstream in the organizational hierarchy. This approach would enable more freedom to adapt decisions to the specifics of the environment in which each organizational level operates, all within a larger framework and direction given by the strategy (the river). To me these two opposing views can be associated with mechanistic, command and control thinking in the case of the military execution paradigm and with organic, systems thinking in the case of the interrelated, integrated view of strategy.

A second idea that emerges in the article is recursiveness, the replication of the same structure and approach at a lower level, of the component of the larger system:

<em> “The employee is now not only the brain but also the arms and legs of the organizational body. He is both a chooser and a doer. Workers are made to feel empowered, and the whole organization wins.”</em>

Other elements of systems thinking and the importance of learning can be traced in the article:

“<em>The choice-cascade model has a positive-reinforcement loop inherent within it. Because downstream choices are valued and feedback is encouraged, the framework enables employees to send information back upstream, improving the knowledge base of decision makers higher up and enabling everyone in the organization to make better choices.”</em>

Overall, the article is a valuable contribution to the debate surrounding the benefits of employing a strategy execution paradigm, either at lexical level or management theory level. Due to its constructivist nature, management theory is continuously reshaped by such debates. What stimulates progress is challenging popular beliefs and assumed truisms by continuously analyzing them in the context of contemporary environment characteristics. To me, organizational performance management and performance architecture are more neutral integrating concepts that reconcile the differences between preponents of strategy formulation / execution separation. By raising questions about ideas considered as given, articles such as this one open the door to a reshape of thinking that marked strategy management literature for the last 20 years or so. Martin’s final thoughts at the end of the article are eloquent: <em></em>

<em>“It’s time to revisit and revise our upstream theory. The business world may be utterly convinced that better execution is the path to greatness, but in truth, a better metaphor would be much more helpful.”</em>

Indeed, it is time.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan

<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>
<h3>References</h3>
Andrews K. R 1971, The Concept of Corporate Strategy, Homewood, Ill., Dow Jones-Irwin.

Bossidy L, Charan R 2002, Execution: The Discipline of Getting Things Done, Random House, Crown Business, New York, New York.

Martin R. L. 2010, The Execution Trap, Harvard Business Review, July-August, pp.64-71.
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 741px; width: 1px; height: 1px; overflow: hidden;">
<p class="MsoNormal"><span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Walker, Rob 1992, “</span>Rank Xerox – Management Revolution”, <span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Long Range Planning, Vol. 25, No. 1, pp. 9 to 21</span></p>

</div>]]></content:encoded>
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<wp:post_id>4746</wp:post_id>
<wp:post_date>2010-07-24 14:47:48</wp:post_date>
<wp:post_date_gmt>2010-07-24 03:47:48</wp:post_date_gmt>
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<title>Healthy People 2010 - Leading Health Indicators at national level</title>
<link>http://www.smartkpis.com/blog/healthy-people-2010-leading-health-indicators-at-national-level/</link>
<pubDate>Tue, 27 Jul 2010 11:56:23 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Personal performance]]></category>

		<category domain="category" nicename="personal-performance"><![CDATA[Personal performance]]></category>

		<category domain="tag"><![CDATA[Healthy People]]></category>

		<category domain="tag" nicename="healthy-people"><![CDATA[Healthy People]]></category>

		<category domain="tag"><![CDATA[Office of Disease Prevention and Health Promotion]]></category>

		<category domain="tag" nicename="office-of-disease-prevention-and-health-promotion"><![CDATA[Office of Disease Prevention and Health Promotion]]></category>

		<category domain="tag"><![CDATA[U.S. Department of Health and Human Services]]></category>

		<category domain="tag" nicename="u-s-department-of-health-and-human-services"><![CDATA[U.S. Department of Health and Human Services]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4607</guid>
<description></description>
<content:encoded><![CDATA[<em>Healthy People 2010: Understanding and Improving Health </em>represents a statement based report of the U.S. national health objectives, designed to provide a framework for healthcare prevention regarding the most important health national threats.

The report covers <strong>28 focus areas and a set of 10 leading health indicators</strong>, used to measure the health of the nation over 10 years. <strong>The leading health indicators</strong> reflect the major public health concerns in the United States, being chose based on their ability to <strong>motivate action</strong>, the availability of data to <strong>measure their progress</strong>, and their relevance as broad public health issues.

Each indicator is first analyzed through its past 10 years performance, and afterward, objectives are set to monitor progress for the next 10 years. For example, one leading health indicator concerns physical activity. The participation in regular physical activity is analyzed between 1990-1999 through the graphic below.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Participation-in-regular-physical-activity.jpg"><img class="aligncenter size-full wp-image-4609" title="Participation in regular physical activity" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Participation-in-regular-physical-activity.jpg" width="492" height="372" /></a><span style="color: #888888;">Source: U.S. Department of Health and Human Services, 2000</span></p>
<p style="text-align: left;"><!--more-->The two objectives selected to measure progress among adolescents and adults for this leading health indicator are:</p>

<ul>
	<li><strong>Increase the proportion of adolescents who engage in vigorous physical activity</strong> that promotes cardiorespiratory fitness 3 or more days per week for 20 or more minutes per occasion.</li>
	<li><strong>Increase the proportion of adults who engage regularly, preferably daily, in moderate physical activity for at least 30 minutes per day</strong> (U.S. Department of Health and Human Services, 2000)</li>
</ul>
Since 1979, Healthy People has established and monitored the United States national health objectives to meet a broad range of health needs. <em>Healthy People 2020 </em>report is currently being developed, aiming to present assessments of major determinants of health and wellness, and emerging issues related to the U.S. health preparedness and prevention at national level.

For further examples of performance indicators, explore the <a href="http://www.smartkpis.com/kpi/industries/government-state-federal/healthcare/" target="_blank">Government State / Federal - Healthcare KPI examples</a> section of the library of KPI examples available on <strong><a href="http://www.smartkpis.com/blog/tag/dashboard/" target="_blank">smartkpis.com</a></strong> (smartKPIs.com, 2010).

<strong>References:</strong>

U.S. Department of Health and Human Services 2000 , <em>Healthy People 2010: Understanding and Improving Health</em>, available at <a href="http://www.healthypeople.gov/Document/pdf/uih/2010uih.pdf" target="_blank">http://www.healthypeople.gov/Document/pdf/uih/2010uih.pdf</a> (accessed 21 July 2010)

smartKPIs.com (2010), <em>Government State / Federal- Healthcare KPI examples,</em> available at <a href="http://www.smartkpis.com/kpi/industries/government-state-federal/healthcare/" target="_blank">http://www.smartkpis.com/kpi/industries/government-state-federal/healthcare/</a> (accessed 21 July 2010)]]></content:encoded>
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<title>Metrics reflecting the health insurance coverage in the U.S.A.</title>
<link>http://www.smartkpis.com/blog/metrics-reflecting-the-health-insurance-coverage-in-the-u-s-a/</link>
<pubDate>Wed, 28 Jul 2010 10:02:13 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Gallup]]></category>

		<category domain="tag" nicename="gallup"><![CDATA[Gallup]]></category>

		<category domain="tag"><![CDATA[Health Insurance Coverage]]></category>

		<category domain="tag" nicename="health-insurance-coverage"><![CDATA[Health Insurance Coverage]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4524</guid>
<description></description>
<content:encoded><![CDATA[The Gallup Daily tracking analysis, <em>Health Insurance Coverage Varies Widely by Age and Income,</em> underlines the wide degree of variability in 2009 in health insurance coverage across U.S. population segments, based on age and income. <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Health-insurance-coverage-2668.html" target="_blank">Health insurance coverage</a> is one of the most important Key Performance Indicators (KPIs) used to track the health of the national healthcare system (smartkpis.com, 2010).

<a href="http://www.smartkpis.com/blog/wp-content/uploads/euvqhdsbveypmwyykho3ca.gif"><img class="aligncenter size-full wp-image-4525" title="Health insurance coverage" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/euvqhdsbveypmwyykho3ca.gif" width="574" height="443" /></a>
<p style="text-align: center;"><span style="color: #888888;">Source: Newport, 2010</span></p>
<!--more-->As indicated by the graphic above, the health insurance coverage is generally lowest in Americans' mid-twenties and strongly related to income, ranging from a low of 44% among 35-year-olds making less than $24,000 a year to 100% among seniors in their 70s making more than $24,000 a year (Newport, F 2010).

An average of 16.2% of American adults lacked health insurance coverage in 2009, increasing up from 14.8% in 2008. The analysis indicates that lack of health insurance coverage is due to two main reasons:
<ul>
	<li><strong>voluntary decision</strong> to do without</li>
	<li><strong>economic circumstances</strong>, including lack of access to employer-paid insurance.</li>
</ul>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/elsuw4hupuc6ri1kkee-sg.gif"><img class="aligncenter size-full wp-image-4527" title="Percentage Uninsured Among Various Demographic Groups" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/elsuw4hupuc6ri1kkee-sg.gif" width="434" height="519" /></a>
<p style="text-align: center;"><span style="color: #888888;">Source: Mendes, 2010</span></p>
An average of 39.9% hispanics  lack healthcare coverage, this representing more than double the current national average. This level of the indicator makes hispanics the most likely demographic segment of the adult population to be uninsured. From 2008 to 2009, the percentage of uninsured low-income Americans, Hispanics, and blacks increased by 2.9 percentage points (Mendes, E 2010).

The results of the analysis are based on telephone interviews with more than <strong>353,849 national adults, aged 18 and older, conducted Jan. 1-Dec. 31, 2009.</strong>

<strong>Resources:</strong>

Newport, F 2010, <em>Health Insurance Coverage Varies Widely by Age and Income, </em>available at: <a href="http://www.gallup.com/poll/126143/health-insurance-coverage-varies-widely-age-income.aspx" target="_blank">http://www.gallup.comhttp://www.gallup.com/poll/126143/health-insurance-coverage-varies-widely-age-income.aspx/poll/126143/health-insurance-coverage-varies-widely-age-income.aspx</a> (accessed 19 July 2010)

Mendes, E 2010, <em>More Americans Went Uninsured in 2009 Than in 2008, </em>available at: <a href="http://www.gallup.com/poll/124973/Americans-Went-Uninsured-2009-2008.aspx" target="_blank">http://www.gallup.com/poll/124973/Americans-Went-Uninsured-2009-2008.aspx</a> (accessed 19 July 2010)

smartkpis.com 2010,  <em>% Health Insurance Coverage</em>, available at: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Health-insurance-coverage-2668.html" target="_blank">http://www.smartkpis.com/kpi-key-performance-indicator/Health-insurance-coverage-2668.html</a> (accessed 20 July 2010)]]></content:encoded>
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<title>Tech marketers’ expectations as return of their investment - Top marketing priorities for 2010   </title>
<link>http://www.smartkpis.com/blog/tech-marketers%e2%80%99-expectations-as-return-of-their-investment-top-marketing-priorities-for-2010/</link>
<pubDate>Thu, 29 Jul 2010 11:53:15 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[eMarketing]]></category>

		<category domain="tag" nicename="emarketing"><![CDATA[eMarketing]]></category>

		<category domain="tag"><![CDATA[Lead Generation]]></category>

		<category domain="tag" nicename="lead-generation"><![CDATA[Lead Generation]]></category>

		<category domain="tag"><![CDATA[Marketing and Communications]]></category>

		<category domain="tag" nicename="marketing-and-communications"><![CDATA[Marketing and Communications]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[The Future of Tech Marketing]]></category>

		<category domain="tag" nicename="the-future-of-tech-marketing"><![CDATA[The Future of Tech Marketing]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4478</guid>
<description></description>
<content:encoded><![CDATA[The results from the annual <strong>Marketing Survey</strong> conducted by Unisfair reveal interesting findings regarding what marketers see as <strong>top priorities for the year 2010</strong> and what they expect to obtain from their marketing efforts. As the study shows, it seems that traditional marketing goals such as customer retention and brand awareness lose ground in favor of the generation of as much as possible sales leads.

Having an approximate number of 500 respondents, the research investigates issues such as top marketing priorities for 2010, which lead generation tools are to be most used, how marketers see the unqualified leads or, on the contrary, what are the „perfect” leads and how they can be identified (Unisfair 2010).

The top priority for this year’s marketers’ focus is the <strong>lead generation</strong> (66%), followed by <strong>brand awareness</strong> (17%) and <strong>customer retention</strong> (16%).

Important <strong>lead generation channels</strong> (see chart below) are expected to be the social media (74%), virtual events (39%) and mobile channels (34%):

<img alt="" src="file:///C:/Users/sorina/AppData/Local/Temp/moz-screenshot-11.png" />
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/lead-generation-channels-2010.jpg"><img class="size-full wp-image-4712 aligncenter" title="lead generation channels 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/lead-generation-channels-2010.jpg" width="415" height="244" /></a><!--more--></p>
As for the <strong>lead generation tools</strong>, the ones for which an increase in spending is intended to  occur are the website, email campaigns, physical events and online advertising.

The lead analysis revealed that marketers consider <strong>unqualified leads</strong> mostly those that don’t have the budget to purchase in the following period of time, the product doesn’t fit their needs and interests or the contact information is incorrect.

The web meetings are mentioned as the <strong>most leveraged virtual marketing engagements</strong>, but the place of video conferencing is expected to be taken by virtual business events in the period to come (Unisfair, 2010).

To support the marketers’ need for assessing the return of their marketing investment in online channels and tools, smartKPIs.com contains more than <a href="http://www.smartkpis.com/kpi/functional-areas/online-presence-ecommerce/" target="_blank">180 KPIs in the Online Presence – eCommerce</a> area,  that can be used to measure the performance of <strong>email marketing</strong>, <strong>online advertising</strong>, <strong>SEO</strong> and more.

<strong>References: </strong>

Unisfair 2010, <em>The Future of Tech Marketing 2010</em>, available at: <a href="http://www.unisfair.com/survey" target="_blank">http://www.unisfair.com/survey</a> (accessed 16 July 2010).]]></content:encoded>
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<title>Over 4200 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-4200-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Fri, 30 Jul 2010 12:03:22 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4705</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 4200 performance measures documented and published</strong> in the online repository. The team focused over the last few days on publishing examples from the the Hospitality &amp; Tourism,  Non-profit,  State/Federal Government and Local Government sectors.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (439)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (342)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (334)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (218)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (178)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (173)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (284)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (283)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/professional-services/" target="_blank">Professional Services (216)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (179)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (175)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/hospitality-tourism/" target="_blank">Hospitality &amp; Tourism (127)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/cost-per-dollar-raised-654.html" target="_blank">$ Cost per dollar raised</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
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<title>Ethical leadership and performance management</title>
<link>http://www.smartkpis.com/blog/ethical-leadership-and-performance-management/</link>
<pubDate>Sat, 31 Jul 2010 06:05:09 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Ethics]]></category>

		<category domain="tag" nicename="ethics"><![CDATA[Ethics]]></category>

		<category domain="tag"><![CDATA[Leadership]]></category>

		<category domain="tag" nicename="leadership"><![CDATA[Leadership]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4936</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 30/2010</span></h2>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg"><img class="alignright size-full wp-image-4503" title="Aurel Brudan - Performance Architect - smartkpis.com - 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg" width="160" height="238" /></a><strong> </strong>

Managing performance is about achieving desired outcomes, fulfilling the purpose of an entity. Oftentimes it is a complex journey requiring a diverse set of abilities. One of the most important prerequisites of organizational success is strong, committed leadership. And even more important is being guided by ethical leaders. What is an ethical leader though?

Leadership is the ability to mobilise a group and guide them towards the achievement of a shared purpose. Ideally this would be a positive purpose, contributing to the betterment of both the group and humanity in general. However, there are many instances when the outcomes of leader’s actions were negative for both the group lead and the society overall. Even when the purpose followed is positive in nature, the means to achieving it are sometimes in contradiction with the values of the group or the leader, affecting them negatively or even outweighing the value added by the achieved outcomes.

An ethical leader is a leader that is not only driven by the achievement of positive outcomes, but also is employing a set of positive means to achieve them, striving to achieve a balance between the interests of the group lead, the personal interest of the leader and the one of society in general.

Leadership starts with a destination, a desired state in the future that the leader believes in and strives to achieve. To an ethical leader this vision of the future should reflect a wide panorama of images, that reflect not only the state of the group being lead, but also of the various entities that may be affected by the achievement of this vision. If for example the leader of a mining company is interested in expanding the operations by starting a new exploitation, in evaluating the merits of such an enterprise, he should consider not only the potential revenue generated for shareholders, but also the impact of the exploitation on the local community, the habitat, employees and the humanity overall. Such a calibration would ensure that one of the fundamental ethical principles: <em>“the greatest good for the greatest number of people” </em>is followed.

<!--more-->Establishing a destination that is in harmony with the interests of the variety of parties affected by it is an initial step. An ethical leader would follow it by ensuring that the journey towards this destination is completed by following the same principles. It is important not only to reach the destination, but also to get there by following ethical principles and ensuring a rewarding journey. In an organisational context this rewarding journey means, ensuring the members of the organisation not only contribute to the achievement of a shared purpose, but in doing this they grow professionally, learn, feel a certain degree of fulfillment, as they realize that their efforts have meaning and are in line with their values. Showing a genuine interest in all these aspects of the journey and finding a balance between them and the achievement of the purpose is not easy. Leaders face pressure from a number of directions and in dealing with these they have to make difficult decision. This decision making process is a key aspect of what differentiates a leader form an ethical leader. In this process an ethical leader respects not only his values, but also the ones of the parties affected by the decision, and seeks to protect the interests of all parties following utilitarian ethical principles.

A key characteristic of an ethical leader is the set of values that inform his actions. Having a deep respect of nature and its diversity is to me one the most important. Many of the challenges Planet Earth faces today are generated by the humanity. Greed, cruelty, pride, anger and disrespect are all contributing to them. An ethical leader is the one that is not only uncharacterised by them, but actively seeks to eliminate such behavior both within the group lead and in society in general.

Certainly this is a big ask, especially in the business world. This is why perhaps ethical leaders are difficult to find. Nurturing them is challenging in today’s world, however there is hope for the future, especially with a renewed interest in systems thinking that is complementing more and more the command and control thinking that dominated administrative science for centuries.

Another characteristic of ethical leaders is continuity and consistency in living their own values and of the group they guide. Aligning their actions across a variety of roles is important. Such roles cut across various facets of the life: parent, partner, worker, community member and citizen among others. Ethical leaders align their actions across all these roles so that they are guided by similar principles. They might not be leaders in all of these roles, however their behavior should reflect that they know not only to lead, but also to follow, that they are genuine not only at work, but also at home and in the community.

Clarifying what is not an ethical leader would also help in understanding the term better. Is a leader of an organisation that behaves unethically in a business context, achieves great success while doing this and makes large contribution for humanitarian purposes with the revenue generated an ethical leader? What about a leader whose success in an organisational setting is opposed by an unhappy, broken family, disrespect for the community and for nature in general? Sometimes it is difficult to draw a line. Still, the use of the term <em>“ethical leader”</em> should be selective enough to reflect the true essence of humanistic, leaders dedicated to the good of the society and nature overall.

Perhaps the simplest answer to the question is formed of three words: a good person.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan

<strong>Performance Architect</strong>

<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 741px; width: 1px; height: 1px; overflow: hidden;">
<p class="MsoNormal"><span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Walker, Rob 1992, “</span>Rank Xerox – Management Revolution”, <span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Long Range Planning, Vol. 25, No. 1, pp. 9 to 21</span></p>

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<title>Global House Price Index - 2010 Results and Trends</title>
<link>http://www.smartkpis.com/blog/global-house-price-index-2010-results-and-trends/</link>
<pubDate>Sun, 01 Aug 2010 15:43:06 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Personal performance]]></category>

		<category domain="category" nicename="personal-performance"><![CDATA[Personal performance]]></category>

		<category domain="tag"><![CDATA[Global House Price Index]]></category>

		<category domain="tag" nicename="global-house-price-index"><![CDATA[Global House Price Index]]></category>

		<category domain="tag"><![CDATA[Knight Frank]]></category>

		<category domain="tag" nicename="knight-frank"><![CDATA[Knight Frank]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4720</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: left;">Knight Frank, a leading global property consultancy company, compiled official government statistics and central bank data from around the world, to generate a ranking based on the <strong>global house price index</strong> results in the first quarter of 2010.</p>
<p style="text-align: left;"><strong>The most noticeable trend in global house prices is the ease with which the performance of global housing markets can now be grouped by world region,</strong> the first four positions in the ranking being occupied by Asia Pacific locations, whilst Europe dominates the bottom half of the ranking.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Knight-Frank-Global-House-Price-Index-Quarter-1-2010-jpeg.jpg"><img class="aligncenter size-large wp-image-4719" title="Knight Frank Global House Price Index, Quarter 1 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Knight-Frank-Global-House-Price-Index-Quarter-1-2010-jpeg-1024x518.jpg" width="655" height="331" /></a><span style="color: #888888;">Source: Knight Frank LLP, 2010</span></p>
<p style="text-align: left;"><!--more-->The<strong> key highlights regarding the global house price index</strong> and its results are:</p>

<ul>
	<li>At the end of March 2010 (Q1), the results of <strong>the price index increased with 53</strong>%.</li>
	<li><strong>The top performers remain China, Hong Kong, Singapore</strong> and <strong>Australia </strong>all recording an annual growth in excess of 20%.</li>
	<li>The <strong>Asia Pacific</strong> region registered the<strong> highest growth of 17.8%</strong> on average.</li>
	<li>For the first time since Q4 2008, <strong>the annual price inflation for all global housing markets recorded a growth</strong>, of 1.6% in March 2010.</li>
</ul>
<strong>References:</strong>

Knight Frank LLP 2010, <em>House prices now rising in more than half of countries across the globe, </em>available at: <a href="http://www.knightfrank.co.uk/news/House-prices-now-rising-in-more-than-half-of-countries-across-the-globe-0229.aspx" target="_blank">http://www.knightfrank.co.uk/news/House-prices-now-rising-in-more-than-half-of-countries-across-the-globe-0229.aspx</a> (accessed 2 August 2010)]]></content:encoded>
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<title>Metrics for assessing and improving customer loyalty </title>
<link>http://www.smartkpis.com/blog/metrics-for-assessing-and-improving-customer-loyalty/</link>
<pubDate>Mon, 02 Aug 2010 13:10:07 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Loyalty Guide]]></category>

		<category domain="tag" nicename="loyalty-guide"><![CDATA[Loyalty Guide]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[The Wise Marketer]]></category>

		<category domain="tag" nicename="the-wise-marketer"><![CDATA[The Wise Marketer]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4687</guid>
<description></description>
<content:encoded><![CDATA[Customer loyalty has been for long time one of the main areas of focus for marketers. Although arguable in some cases, it is widely mentioned that usually the costs of dealing with existing, loyal, clients are significantly lower than the costs for attaining new customers. Thus, retaining and increasing business with existing customers is top priority on marketers’ agendas, nearly in all industries and organizations of all types and sizes.

Many resources exist on the issue of customer loyalty, researching aspects such as the factors driving loyalty, the benefits of having loyal customers and how can loyalty levels be assessed and improved.

In this context, "<em>The Wise Marketer</em>" (a website specialized on customer loyalty)  reports on loyalty strategies, principles and best practices, by the means of the<strong> Loyalty Guide</strong> that reached the fourth volume in 2010.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/the-loyalty-guide-4-cover-small.jpg"><img class="alignright size-full wp-image-4689" title="the-loyalty-guide-4-cover" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/the-loyalty-guide-4-cover-small.jpg" width="125" height="186" /></a>

The Loyalty Guide outlines that customer loyalty strategies and initiatives need to be supported not only in the planning stages, but also during implementation and development (The Wise Marketer, 2010). The same source argues that applying <strong>solid mathematics, statistics </strong>and <strong>scientific measurement</strong> is the only way to assess the impact the program is likely to have on profitability and the customer base.

It is argued that customer loyalty itself can be difficult, sometimes impossible to be measured with accuracy, as it involves a high degree of subjectivity and emotions (The Wise Marketer 2010). However, performance measures should be defined or selected in order to assess sub-parts or expected effects of customer loyalty (such as the impact on profits).
<p style="text-align: right;"><span style="color: #888888;">Source: The Wise Marketer (2010)</span></p>
<!--more-->The <a href="http://www.theloyaltyguide.com/" target="_blank"><strong>Loyalty Guide</strong></a> suggests several measures to be employed in this context (The Wise Marketer 2010), some of which we invite you to explore on<strong> <a href="http://www.smartkpis.com/" target="_blank">smartKPIs.com</a></strong>:
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Share-of-wallet-2280.html" target="_blank">% Share of wallet</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/lifetime-value-of-a-customer-ltv-155.html" target="_blank">$ Lifetime value of a customer</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-retention-3.html" target="_blank">% Customer retention</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-attrition-19.html" target="_blank">% Customer attrition</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-profitability-154.html" target="_blank">$ Customer profitability</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/net-promoter-score-1303.html" target="_blank">% Net Promoter Score</a></li>
</ul>
Additionally, <a href="http://www.smartkpis.com/" target="_blank"><strong>smartKPIs.com</strong></a> contains other customer loyalty metrics you can find useful in your <strong>customer engagement initiatives</strong>, such as:
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/account-expansion-4671.html" target="_blank">% Account expansion</a> – to see how the loyalty translates into increased business with customers</li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/price-elasticity-2323.html" target="_blank"># Price elasticity</a> – that will help assessing the extent at which customers are loyal when having to face a raise in prices</li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/customers-participating-in-loyalty-programs-1307.html" target="_blank">% Customers participating in loyalty programs</a> – to monitor how well your loyalty programs are welcomed among customers</li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/sole-usage-1354.html" target="_blank">% Sole usage</a> – a very important measure of customer engagement, indicating how much of the customer base does not buy at all from competition</li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/average-retention-cost-1368.html" target="_blank">$ Average retention cost</a> – it helps you track how much it costs to retain clients and whether you do it in a profitable manner</li>
</ul>
To explore further examples of KPIs used to measure customer loyalty, engagement, segmentation and profitability, visit the  <a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Key Performance Indicator examples for Marketing &amp; Communications Functional Area</a> available on smartKPIs.com.
<h3><strong>References</strong></h3>
smartKPIs.com 2010, <em>Key Performance Indicator examples in Marketing &amp; Communications Functional Area</em>, available at: <a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">http://www.smartkpis.com/kpi/functional-areas/marketing-communications/</a> (accessed 29th July 2010).

The Wise Marketer 2010, <em>The Loyalty Guide 4 – Executive Summary</em>, available at: <a href="http://www.theloyaltyguide.com/executive-summary.asp#metrics" target="_blank">http://www.theloyaltyguide.com/executive-summary.asp#metrics</a> (accessed 29th July 2010).]]></content:encoded>
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<title>Metrics in science - Performance Measurement and the world of scientific research</title>
<link>http://www.smartkpis.com/blog/metrics-in-science-performance-measurement-and-the-world-of-scientific-research/</link>
<pubDate>Wed, 04 Aug 2010 03:50:54 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Research]]></category>

		<category domain="tag" nicename="research"><![CDATA[Research]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4732</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/Science-smartkpis1.jpg"><img class="alignright size-full wp-image-4735" title="Science - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Science-smartkpis1.jpg" width="207" height="282" /></a>

In a recent article published in the weekly international scientific journal '<strong>Nature</strong>', under the section<em> 'Science metrics' </em>the use of performance measurement in science is thoroughly investigated. According with the article, suggestive entitled '<em>A profusion of metrics</em>', performance measurement in science has captured an increased role since it was first started to be used in this particular area of human activity and interest (Richard van Noorden, 2010).

As van Noorden (2010) acknowledges, it was American psychologist James McKeen Cattle who first popularized the idea of ranking scientists according with their performance, 100 years ago. In one of his works published in 1910 '<em>American Men of science: A Biographical Directory</em>', the scholar acknowledged the importance of measuring the science researchers performance for promoting and encouraging the development of the field in a systematic and scientific way.
<p style="text-align: right;"><span style="color: #888888;">Image by David Parkins, @ 2010 Nature Publishing Group</span></p>
The first performance measurement attempts were based on a simple survey in which the experts were asked to rank the best performers in a specific scientific field by merits. In comparison, today a different situation revolves.

<!--more-->It seems that in the last few decades, the field of science witnessed an increased attraction, in terms of the use of performance measurement. A new set of objective metrics and indicators was developed that help quantify and capture almost all the aspects in the scientific field from a diversity of perspective: <strong>quality</strong>, <strong>impact</strong> or <strong>prestige</strong>. Even more, the technological advancements and the development of the online databases such as Web of Science from Thomson Reuters, Scopus from Elsevier or Google Scholar further fueled the development of ever more sophisticated measures (van Noorden, 2010). Some of the most important and used measures are shortly presented below:
<p style="padding-left: 30px;">• <strong># Citations</strong>: Measures the number of times a researcher or research paper is cited by other authors</p>
<p style="padding-left: 90px;">o # Citations in top journals</p>
<p style="padding-left: 90px;">o # Citations per publication</p>
<p style="padding-left: 90px;">o # Citations by scientific field</p>
<p style="padding-left: 30px;">• <strong># H-index</strong>: Measures the number of publications authored that are cited by at least a specific number of times</p>
<p style="padding-left: 30px;">• <strong># Impact factor</strong>: Measures the average frequency with which an article published in a journal gets cited</p>
<p style="padding-left: 30px;">• <strong># Research paper online accesses</strong>: Measures the total number of times a research paper is accessed online</p>
Van Noorden (2010) doesn’t stop at simply describing the metrics that have impacted the most the measurement of the scientific field, but he further argues that there is a need for a thoroughly investigation on how this performance measures can be best used for monitoring different aspects of the scientific field and scientists activity.

While some of the measures, like the <em>‘Impact factor’</em> are best fitted for measuring the popularity of a journal, other measures like the <em>‘H-index’</em> best captures the individual performance of the scientists. Same happens in all scientific fields. One has to acknowledge that not all metrics best fit to capture the performance in all scientific fields and that a thoroughly selection and analysis must be made before proceeding with measuring certain aspects. More than that, the amalgam and mixture of old and new metrics, of simple or more sophisticated ones, need a thoughtful selection of the ones that can best capture and reflect the efficiency and effectiveness of scientists or scientific field.

Most of the times, simple measures can better reflect specific performance aspects than more sophisticated and complicated measures. Also when having a large number of metrics at your disposal it can become easy to monitor same thing with more measures. As van Noorden (2010) acknowledges, in the scientific field today there are '<em>many metrics that correlate strongly with one another, capturing much of the same information about the data they describe'</em>. Accordingly, more and more researcher voices are asking for reflection and consolidation in the field in regards with performance measurement aspects.

To explore further examples of metrics that capture research &amp; development aspects, innovation or knowledge management visit <a href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/" target="_blank">Key Performance Indicators for Knowledge and Innovation Functional Area</a>, available at smartKPIs.com.

<strong>References:</strong>
<ul>
	<li>van Noorden, Richard 2010,<em> A profusion of measures</em>, Nature, vol 465, 17 June 2010, available at <a href="http://www.nature.com/news/2010/100616/pdf/465864a.pdf" target="_blank">http://www.nature.com/news/2010/100616/pdf/465864a.pdf</a>, (accessed 5 August 2010)</li>
	<li>smartkpis.com 2010,<em> Key Performance Indicators in Knowledge and Innovation Functional Area</em>, available at <a href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/" target="_blank">http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/</a>, (accessed 5 August 2010)</li>
</ul>]]></content:encoded>
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<title>Over 4300 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-4300-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Thu, 05 Aug 2010 03:59:57 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4776</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 4300 performance measures documented and published</strong> in the online repository. The team focused over the last few days on publishing examples from the Postal and Courier Services,  Healthcare, State/Federal Government and Local Government sectors.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (439)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (342)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (334)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (219)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (178)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (173)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (262)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (240)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (188)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (176)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government - Local (131)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">Healthcare (125)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/On-time-postal-services-by-type-3866.html" target="_blank">% On-time postal services by type</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
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<title>Employee engagement and organisational performance</title>
<link>http://www.smartkpis.com/blog/employee-engagement-and-organisational-performance/</link>
<pubDate>Fri, 06 Aug 2010 06:54:48 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[The Global Engagement Gap]]></category>

		<category domain="tag" nicename="the-global-engagement-gap"><![CDATA[The Global Engagement Gap]]></category>

		<category domain="tag"><![CDATA[Towers Perrin]]></category>

		<category domain="tag" nicename="towers-perrin"><![CDATA[Towers Perrin]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4588</guid>
<description></description>
<content:encoded><![CDATA[&nbsp;

Engagement is all about getting employees to<em> 'give it their all'</em>. Various research studies show a strong connection between an employee’s level of engagement and the level and quality of work performance.
<h3><strong>Elements of engagement</strong></h3>
<strong> </strong>The concept of engagement has naturally evolved from past research on high involvement, empowerment, job motivation, organizational commitment and trust.

Dr. Paul Bernthal (2009) proposes that engagement comprises of individual value, focused work, and interpersonal support with the following sub-components that further define the meaning of engagement:
<ul>
	<li><strong>Individual Value </strong>- Employees feel more engaged when they are able to make a unique contribution, experience empowerment, and have opportunities for personal growth.  The perception of meaningful work is one of the most influential factors in determining employees’ willingness to stay with an organization.</li>
	<li><strong>Focused Work</strong> - Employees feel more engaged when they have clear direction, performance accountability and an efficient work environment.</li>
	<li><strong>Interpersonal Support</strong> - Employees feel more engaged when they work in a safe, cooperative environment.</li>
</ul>
<h3><strong> </strong><strong><!--more-->Work related roles</strong></h3>
<strong>“Role theory” </strong>reviews different roles that people engage in at work and explains reasons why people engage in certain roles and not in others (Welbourne, 2003). Engagement is about what people do at work.  The Five work-related roles differentiated are:

1. Job holder role – employees come to work and do the job that is listed in their job description.

2. Team member role – employees go “above and beyond” to help members of their team work toward common goals.

3. Entrepreneur role – employees come up with new ideas and processes and try to get those ideas implemented.

4. Career role – employees do things to enhance their career in the organization; they learn, they adapt new skills and more.

5. Organization member role – employees do things that promote and help the company even if it’s not part of their jobs or their team’s duties.
<h3><strong>Employee engagement and performance measurement </strong></h3>
Researches on employee engagement use different approaches.  According to the global workforce study conducted by Tower Perrins, only a fifth of the respondents can be categorized as engaged (Towers Perrin, 2008). The largest segment, over 40%, is the so-called “enrolled,” perhaps best described as capable but not fully committed<em>. </em>The four categories of employees engagement are presented below:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Towers-Perrin-The-Global-Engagement-gap.jpg"><img class="aligncenter size-full wp-image-4797" title="Towers Perrin - The Global Engagement gap" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Towers-Perrin-The-Global-Engagement-gap.jpg" width="317" height="240" /></a><span style="color: #888888;">Source: Towers Perrin, 2008</span></p>
The same  workforce study reveals that a spread of more than <strong>5% in operating margin</strong> and more than<strong> 3% in net profit margin</strong> was observed between the <strong>companies with high employee engagement and those with low engagement</strong>. How  engagement affects financial performance and retention in companies is illustrated in the figure below.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Towers-Perrin-How-Engagement-affects-Financial-Performance-and-Retention.jpg"><img class="aligncenter size-full wp-image-4800" title="Towers Perrin - How Engagement affects Financial Performance and Retention" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Towers-Perrin-How-Engagement-affects-Financial-Performance-and-Retention.jpg" width="651" height="349" /></a></p>
<p style="text-align: center;"><span style="color: #888888;">Source: Towers Perrin, 2008 (click on the image for larger size)
</span></p>
Another employee engagement research approach was developed by Gallup Consulting, which uses 12 questions (Q12) to measure the employee engagement (Gallup Consulting, 2008). Gallup’s latest meta-analysis (an analysis of data from more than 152 organizations) shows dramatic differences between top and bottom quartile workgroups on key business outcomes, as it is revelead in the the figure below:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Engagement-and-Business-Outcomes.jpg">
</a><a href="http://www.smartkpis.com/blog/wp-content/uploads/Gallup-Engagement-and-Business-Outcomes.jpg"><img class="aligncenter size-full wp-image-4794" title="Gallup - Engagement and Business Outcomes" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Gallup-Engagement-and-Business-Outcomes.jpg" width="624" height="394" /></a></p>
<p style="text-align: center;"><span style="color: #888888;">Source: Gallup Consulting, 2008, 2010</span></p>
Answers to the Gallup’s questions (Q12) that measure employee engagement correlate with retention, productivity, customer engagement and safety.
<h3><strong>Why is important to measure engagement? </strong></h3>
Some companies use engagement scores as lead measures in their HR scorecards. When an organization can show the relationship between engagement scores and bottom-line outcomes, everyone pays attention to the engagement index. Establishing this critical link between people and performance helps HR professionals prove that people-related interventions are a worthwhile investment.

How do you measure the employee engagement in your firm?

For further examples of performance measures and reports explore the <a href="http://www.smartkpis.com/blog/kpi_examples_in_practice/industries/retail/" target="_blank">Human Resources KPIs in practice</a> section of <strong><a href="http://www.smartkpis.com/dashboard/" target="_blank">smartkpis.com</a></strong> (smartKPIs.com 2010). The employee engagement index is available at: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/employee-engagement-index-1836.html">http://www.smartkpis.com/kpi-key-performance-indicator/employee-engagement-index-1836.html</a>
<h3><strong>References</strong></h3>
Bernthal P. 2009, Measuring Employee Engagement, Development Dimensions International, Inc., available at: <a href="http://www.ddiworld.com/pdf/ddi_MeasuringEmployeeEngagement_wp.pdf" target="_blank">http://www.ddiworld.com/pdf/ddi_MeasuringEmployeeEngagement_wp.pdf</a>

Gallup Consulting 2008 -2010, Employee Engagement , What’s Your Engagement Ratio?, available at: <a href="http://www.gallup.com/consulting/52/employee-engagement.aspx" target="_blank">http://www.gallup.com/consulting/52/employee-engagement.aspx</a> and  <a href="http://www.gallup.com/consulting/121535/Employee-Engagement-Overview-Brochure.aspx" target="_blank">http://www.gallup.com/consulting/121535/Employee-Engagement-Overview-Brochure.aspx</a>

Towers Perrin 2008, Global Workforce Survey, Closing the Engagement Gap: A Road Map for Driving Superior Business Performance, available at: <a href="http://www.towersperrin.com/tp/getwebcachedoc?webc=HRS/USA/2008/200803/GWS_Global_Report20072008_31208.pdf" target="_blank">http://www.towersperrin.com/tp/getwebcachedoc?webc=HRS/USA/2008/200803/GWS_Global_Report20072008_31208.pdf</a>

Welbourne T. 2003, Employee Engagement: Doing It vs. Measuring, available at: <a href="http://www.eepulse.com/documents/pdfs/HR.com-9-8-03.pdf" target="_blank">http://www.eepulse.com/documents/pdfs/HR.com-9-8-03.pdf</a>]]></content:encoded>
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<title>Learning from practice - A brief history of performance measurement</title>
<link>http://www.smartkpis.com/blog/learning-from-practice-a-brief-history-of-performance-measurement/</link>
<pubDate>Sat, 07 Aug 2010 06:12:19 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[DuPont]]></category>

		<category domain="tag" nicename="dupont"><![CDATA[DuPont]]></category>

		<category domain="tag"><![CDATA[General Motors]]></category>

		<category domain="tag" nicename="general-motors"><![CDATA[General Motors]]></category>

		<category domain="tag"><![CDATA[Ignatius Layola]]></category>

		<category domain="tag" nicename="ignatius-layola"><![CDATA[Ignatius Layola]]></category>

		<category domain="tag"><![CDATA[Luca Pacioli]]></category>

		<category domain="tag" nicename="luca-pacioli"><![CDATA[Luca Pacioli]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag"><![CDATA[William H. Allen]]></category>

		<category domain="tag" nicename="william-h-allen"><![CDATA[William H. Allen]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4923</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 31/2010</span></h2>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg"><img class="alignright size-full wp-image-4503" title="Aurel Brudan - Performance Architect - smartkpis.com - 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg" width="160" height="238" /></a><strong> </strong>

Measurement is in the realm of mathematics. It is about keeping track, about establishing dimensions. Some of the earliest measurement activities in human history track back to 35,000 B.C. (Lebombo bone) and 9,000-6,500 B.C. (Ishango bone). Researchers consider them the first measurement tools in human history used for measuring intervals of time.

The Salamis metrological relief, dating back to the 4th century B.C. is considered an important measurement tool for architecture, as it illustrates the correlation between the different measuring systems used in Ancient Greece: Doric, Ionic and Common. This unification facilitated the construction of one of the symbols of civilization: the Parthenon, incorporating beauty, science and art.

In a business, measuring is linked to the use of money and can be traced back to Mesopotamia, where writing was first invented (3100 BC), banking was first developed (3000-2000 BC), and laws were first used to regulate banking operations (1792 – 1750 BC, The Code of Hammurabi).

Standards around measurement in a business environment are owed to the Venetians, who evaluated the performance of their sailing expeditions by calculating the difference between the investment made by the ship owner and the money obtained by selling the goods brought back by the journey. Venice merchant’s need for a more elaborate approach to evaluating outcomes lead to double-entry bookkeeping system, described by Luca Pacioli’s:<em> 'Summa de arithmetica, geometrica, proportioni et proportionalita'</em> (<em>'Everything on arithmetic, geometry, proportions and proportionality'</em>), published in Venice in 1494. While Pacioli is considered today the “father of accounting”, the emergence of the discipline represents one of the earliest illustrations of learning from practice.

<!--more-->From this point on, the evolution of measurement in business was driven by three institutions: church, military and the public service, at both organizational and individual level. In mid 1500s, Ignatius Layola instituted a procedure to formally rate members of the Jesuit Society. In 1648 Dublin Evening Post in Ireland evaluated legislators by using a rating scale based upon personal qualities. Most Western armies did appraisals as early as the 19th century.

One of the earliest books on performance measurement that used used the term “measure” in the context of evaluating performance is: <em><a href="http://www.archive.org/download/efficientdemocra00alleuoft/efficientdemocra00alleuoft.pdf" target="_blank">Efficient Democracy</a></em>, by William Harvey Allen. It was written in 1907, not before the age of management consultants, business schools and strategy gurus. Allen was a practitioner, secretary of the Committee on Physical Welfare of School Children and General Agent of the New York Association for Improving the Condition of the Poor. He wrote on <a href="http://www.archive.org/search.php?query=creator%3A%22Allen%2C%20William%20Harvey%2C%201874-%22" target="_blank">education, healthcare and philanthropy</a>.

In 1920-1925 DuPont started using Return on Investment as a performance measure, one in a long series of business and technology innovations that emerged from the company.

In 1951, General Electric introduced the use of key corporate performance measure, through an initiative commissioned by the then CEO, Ralph Cordiner. The selected measures were grouped in categories such as market share, productivity, employee attitudes and public responsibility.

In the 1970s, General Motors used a system of performance measures that included non-financial indicators, considered a precursor of the Balanced Scorecard as measurement tool as introduced in 1992.

In the 1990s, performance measures use gained in popularity across a variety of sectors, most importantly in government. Not all implementations of performance management systems were smooth sailing and sometimes they generated more harm than good. However, both good and bad experiences contributed to making more informed decisions about the use of measures by learning from practice.

Where does all this history lead us? Practice has lead the emergence of management concepts and not the other way around. The use of performance measures has evolved organically over time, consultants being facilitators and enabler of better results, but not drivers.

Regarding the popularity of performance measurement terminology, as of August 2010, <a href="http://www.google.com" target="_blank">www.google.com </a>searches illustrated the following results:
<ul>
	<li>"kpi" = 9,670,000 results</li>
	<li>"kpis" = 3,480,000 results</li>
	<li>"key performance indicator" = 215,000 results</li>
	<li>"key performance indicators" = 1,190,000 results</li>
	<li>"performance measure" = 1,150,000 results</li>
	<li>"performance measures" = 2,180,000 results</li>
</ul>
<span class="comment-body"><span class="text">Ultimately, as Protagoras of Abdera said in Ancient Greece:“Man is the measure of all things.”</span></span>

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan
<strong>Performance Architect</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 741px; width: 1px; height: 1px; overflow: hidden;">
<p class="MsoNormal"><span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Walker, Rob 1992, “</span>Rank Xerox – Management Revolution”, <span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Long Range Planning, Vol. 25, No. 1, pp. 9 to 21</span></p>

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<title>Over 4400 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-4400-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Sun, 08 Aug 2010 07:05:03 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4813</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 4400 performance measures documented and published</strong> in the online repository. The team focused over the last few days on publishing examples from the Hospitality,  Healthcare, State/Federal Government and Local Government sectors.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (439)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (343)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (334)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (220)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (178)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (173)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (262)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (240)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (243)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (176)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government - Local (175)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">Healthcare (129)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Average-cost-of-ambulance-tours-per-day-5290.html" target="_blank">$ Average cost of ambulance tours per day</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
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<title>Marketing Performance Management tools</title>
<link>http://www.smartkpis.com/blog/marketing-performance-management-tools/</link>
<pubDate>Sun, 08 Aug 2010 16:11:12 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Marketing Science Institute]]></category>

		<category domain="tag" nicename="marketing-science-institute"><![CDATA[Marketing Science Institute]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4838</guid>
<description></description>
<content:encoded><![CDATA[Marketing has been for some time one of the core organizational functions. Especially in today's competitive global economy, the marketing capability is vital for success.  As a result, <strong>Marketing Performance Management</strong> is gaining importance on marketers' agendas, from both improvement and accountability perspectives.

The<strong> </strong><em>Marketing Science Institute</em> from USA has ranked marketing accountability, ROI (return on marketing investment) and MPMS (marketing performance management systems) among the top 10 priorities in marketing research since 2002 and as <strong>top-priority for 2008-2010</strong> (Lamberti &amp; Noci, 2010).
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/googles-7-marketing-principles.jpg"><img class="aligncenter size-full wp-image-4840" title="google's 7 marketing principles" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/googles-7-marketing-principles.jpg" width="500" height="415" /></a><span style="color: #888888;">Source: Kennedy (2006)</span></p>
<!--more-->Marketing Performance Management has several dimensions, depending on the perspective of the measurement (whether it regards marketing results for the organization as a whole, or performance within the marketing department) and depending on the aspect under evaluation (whether it is branding, customer etc.).

Two of the most popular marketing performance measurement tools are:
<ol>
	<li><strong>Marketing Scorecard</strong> – contains KPIs that the marketing function uses to assess performance of the department as an entity in itself. It outlines the objectives of the function and their corresponding KPIs, grouped by perspectives (such as the traditional Balanced Scorecard ones).</li>
	<li><strong>Marketing Dashboard</strong> – contains KPIs that reflect the results of the marketing capability at organizational level, such as aspects related to the market position, customer analysis, brand dimensions etc. Marketing Dashboards can also be developed for specific aspects of the activities, such as Customer Dashboard or Brand Dashboard.</li>
</ol>
A <strong>Customer Dashboard</strong> can be organized around aspects such as, among others:
<ul>
	<li><em>Dynamics in customer portfolio</em> (common KPIs would be:<a href="http://www.smartkpis.com/kpi-key-performance-indicator/new-client-ratio-4660.html" target="_blank"> % New client ratio</a>, <a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-retention-3.html" target="_blank">% Customer retention</a> etc.)</li>
	<li><em>Customer satisfaction</em> (<a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-satisfaction-with-new-products-and-services-108.html" target="_blank">% Customer satisfaction with new products and services</a>, <a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-complaints-due-to-quality-of-services-621.html" target="_blank">% Customer complaints due to quality of services</a> etc.)</li>
	<li><em>Customer Behavior </em>(<a href="http://www.smartkpis.com/kpi-key-performance-indicator/repeat-customers-138.html" target="_blank">% Repeat customers</a>, <a href="http://www.smartkpis.com/kpi-key-performance-indicator/average-lag-time-between-customer-purchases-189.html" target="_blank"># Average lag time between customer purchases</a> etc.)</li>
	<li><em>Profitability and cost analysis</em> (<a href="http://www.smartkpis.com/kpi-key-performance-indicator/Customer-profitability-154.html" target="_blank">$ Customer profitability</a>, <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Average-acquisition-cost-1367.html" target="_blank">$ Average acquisition cost</a> etc.)</li>
</ul>
Having these things clearly streamlined is very useful when organizing the Marketing Performance Management system and architecture, as it helps focusing on the most relevant aspects and organizing data in a structured and articulated manner.

<strong>References</strong>

Kennedy, N 2006, <em>Google marketing principles</em>, available at: <a href="http://www.flickr.com/photos/niallkennedy/102935116/" target="_blank">http://www.flickr.com/photos/niallkennedy/102935116/</a> (accessed 9th July 2010).

Lamberti, L &amp; Noci, G 2010, ‘Marketing strategy and marketing performance measurement system: Exploring the relationship,’ <em>European Management Journal</em>, vol. 28, pp. 139-152.

smartKPIs.com, <em>Key Performance Indicator Examples in Marketing &amp; Communications Functional Area</em>, available at: <a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">http://www.smartkpis.com/kpi_examples/dashboard/</a> (accessed 9th July 2010)]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>4838</wp:post_id>
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<title>Over 4500 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-4500-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Mon, 09 Aug 2010 16:18:13 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Indicator]]></category>

		<category domain="tag" nicename="performance-indicator"><![CDATA[Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4872</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 4500 performance measures documented and published</strong> in the online repository. The team focused over the last few days on publishing examples from the Hospitality &amp; Tourism,  State/Federal Government and Local Government sectors.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (439)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (343)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (334)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (220)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (178)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (173)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (262)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (248)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government - Local (246)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (240</a>)</li>
	<li><a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">Healthcare (129)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/City-unemployment-rate-5484.html" target="_blank">% City unemployment rate</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>4872</wp:post_id>
<wp:post_date>2010-08-10 03:18:13</wp:post_date>
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<title>Evaluating universities based on the financial success of their graduates</title>
<link>http://www.smartkpis.com/blog/evaluating-universities-based-on-the-financial-success-of-their-graduates/</link>
<pubDate>Tue, 10 Aug 2010 15:23:25 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Columbia University]]></category>

		<category domain="tag" nicename="columbia-university"><![CDATA[Columbia University]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Forbes]]></category>

		<category domain="tag" nicename="forbes"><![CDATA[Forbes]]></category>

		<category domain="tag"><![CDATA[Harvard]]></category>

		<category domain="tag" nicename="harvard"><![CDATA[Harvard]]></category>

		<category domain="tag"><![CDATA[Stanford]]></category>

		<category domain="tag" nicename="stanford"><![CDATA[Stanford]]></category>

		<category domain="tag"><![CDATA[University of Pennsylvania]]></category>

		<category domain="tag" nicename="university-of-pennsylvania"><![CDATA[University of Pennsylvania]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

		<category domain="tag"><![CDATA[Yale]]></category>

		<category domain="tag" nicename="yale"><![CDATA[Yale]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4818</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: left;">In 2008, Forbes ranked the<strong> top billionaire universities </strong>based on a performance indicator measuring the number of <strong>billionaire graduates</strong>.</p>
<p style="text-align: left;"><span style="color: #000000;"><strong>The 2008 top five billionaire universities</strong> (Farell, 2008) are:
</span></p>
<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Picture1.jpg"><img class="aligncenter size-large wp-image-4820" title="Billionaire universities" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Picture1-1024x189.jpg" width="737" height="136" /></a></p>
With a a $35 billion endowment, Harvard is consistently ranked as one of the top schools in the country, being the best-funded college in the United States.

<!--more-->The performance of universities as centers of academic education can also be measured through other performance indicators, such as:
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Alumni-that-offer-their-support-5929.html" target="_blank">% Alumni that offer their support</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/National-examination-score-4494.html" target="_blank"># National examination score</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/school-private-donations-2862.html" target="_blank">$ School private donations</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Student-satisfaction-rate-2849.html" target="_blank">% Student satisfaction rate</a></li>
</ul>
For further examples of performance indicators, explore the <a href="http://www.smartkpis.com/kpi/industries/education-training/academic-education/" target="_blank">Academic Education KPI examples</a> section of the library of KPI examples available on <strong><a href="http://www.smartkpis.com/blog/tag/dashboard/" target="_blank">smartkpis.com</a></strong> (smartKPIs.com, 2010).

<strong>References:</strong>

Farrell, A 2008, <em>The Billionaire Universities</em>, available at: <a href="http://www.forbes.com/2008/05/19/billionaires-harvard-education-biz-billies-cx_af_0519billieu.html" target="_blank">http://www.forbes.com/2008/05/19/billionaires-harvard-education-biz-billies-cx_af_0519billieu.html</a> (accessed 08 August 2010)

smartKPIs.com 2010,<em> Academic Education KPI examples</em>, available at: <a href="http://www.smartkpis.com/kpi/industries/education-training/academic-education/" target="_blank">http://www.smartkpis.com/kpi/industries/education-training/academic-education/</a> (accessed 08 August 2010)]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>4818</wp:post_id>
<wp:post_date>2010-08-11 02:23:25</wp:post_date>
<wp:post_date_gmt>2010-08-10 15:23:25</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>Over 4600 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-4600-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Thu, 12 Aug 2010 11:29:12 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Indicator]]></category>

		<category domain="tag" nicename="performance-indicator"><![CDATA[Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4891</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 4600 performance measures documented and published</strong> in the online repository. The team focused over the last few days on publishing examples from the   State/Federal Government and Local Government sectors.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (439)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (343)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (334)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (220)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (178)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (173)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (342)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (272)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (263)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (241</a>)</li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (176)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Average-response-time-to-structural-fires-5598.html" target="_blank"># Average response time to structural fires</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
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<wp:post_id>4891</wp:post_id>
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<wp:post_date_gmt>2010-08-12 11:29:12</wp:post_date_gmt>
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<title>Individual performance management and the use of metrics in the world of scientific research</title>
<link>http://www.smartkpis.com/blog/individual-performance-management-and-the-use-of-metrics-in-the-world-of-scientific-research/</link>
<pubDate>Fri, 13 Aug 2010 11:44:51 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Richard van Noorden]]></category>

		<category domain="tag" nicename="richard-van-noorden"><![CDATA[Richard van Noorden]]></category>

		<category domain="tag"><![CDATA[Science]]></category>

		<category domain="tag" nicename="science"><![CDATA[Science]]></category>

		<category domain="tag"><![CDATA[Scientific Research]]></category>

		<category domain="tag" nicename="scientific-research"><![CDATA[Scientific Research]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4848</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Do-metrics-matter-smartkpis.jpg"><img class="aligncenter size-full wp-image-4849" title="Do metrics matter - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Do-metrics-matter-smartkpis.jpg" width="599" height="216" /></a><span style="color: #888888;">Image by David Parkins, @ 2010 Macmillan Publishers Limited</span></p>
In a recent blog post, <a href="http://www.smartkpis.com/blog/2010/08/04/metrics-in-science-performance-measurement-and-the-world-of-scientific-research/" target="_blank"><strong>‘Metrics in science – Performance Measurement and the world of scientific research</strong>’</a>, we have outlined the most important performance measures for the scientific field as presented by the researcher Richard van Noorden (2010) in the weekly international scientific journal <strong>‘Nature’</strong>. The post concluded that the provision of metrics that invaded the field of science in the last decades needs closer review before being used, as oftentimes simple measures can better reflect scientific performance aspects than more sophisticated and complicated measures. Acknowledgment for the need of reflection and consolidation in the field of scientific performance measurement was also emphasized. Continuing this line of inquiry, a new question is explored in more detail below:

<em><!--more-->How does performance measurement influence the careers of researchers in regards to matters such as <strong>hire</strong>, <strong>promotion</strong> or<strong> tenure</strong>?</em>

The premise that <em>“no scientific career can be summarized by a number"</em> is the starting point of the research study initiated by the Nature magazine. It argues that there are other things that can recommend a good scientist,  which need to be taken in consideration when making an individual performance assessment in addition to:
<p style="padding-left: 60px;">• <strong># Published papers</strong></p>
<p style="padding-left: 60px;"><strong>• # Impact factor of the journals published in</strong></p>
<p style="padding-left: 60px;"><strong>• # Citation frequency of the published papers</strong></p>
<p style="padding-left: 60px;"><strong>• $ Amount of grant money earned, </strong>or</p>
<p style="padding-left: 60px;"><strong>• # H-index</strong></p>
However, from the 150 researchers that responded to the research poll, a vast number considered that the metrics of scientific performance represent a major factor in hiring decisions, tenure decisions, promotions or performance reviews / appraisal.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Metrics-perception-smartkpis.jpg"><img class="aligncenter size-full wp-image-4852" title="Metrics perception - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Metrics-perception-smartkpis.jpg" width="327" height="389" /></a><span style="color: #808080;">Source: Nature, <em>Do metrics matter?</em>, @ 2010 Macmillan Publishers Limited</span></p>
The study also revealed that the most important criteria for scientist evaluation, in the poll respondent’s view, were <strong>grants and income</strong>, <strong>number of publication in high impact journals and citations of published research</strong>. These findings are doubled up by a high proportion of respondents that were unsatisfied by the way some of the measures are used in performance assessments, considering that too much credit is given to objective measurement and less to qualitative reviews, such as letters of recommendation from people in the field, or reviews of the work by peers outside the department or institution.

Surprisingly however, when asked to rate the most important criteria that should be used to evaluate researchers, the poll revealed that <strong>number of publication in high impact journals, grants earned, training and mentoring students and the number of citations on published research</strong> stood out in the respondents choice.

On the other side of the barricades, the administrators and evaluators, when interviewed in regards with the same matters insisted that metrics don’t matter nearly as much for hiring, promotion and tenure as the poll respondents seemed to think.

Despite these mixed opinions, the bottom line, as revealed by the Nature study remains that:
<p style="padding-left: 30px;"><em>• 51% of respondents said that they have changed their behavior because of the way they are evaluated;</em></p>
<p style="padding-left: 30px;"><em>• 71% of respondents said that they are concerned their colleagues can ‘game’ or ‘cheat’ the systems for evaluation in their institutions.</em></p>
Summing all these findings, one conclusion that can be reached at is that the problem doesn’t necessarily sit with the use of metrics in researcher’s performance evaluation process but more with the way these measures are used. Thus the challenge, as it is acknowledged also by the study authors is not to reduce the reliance on metrics, but to give more clarity, consistency and transparency to the performance appraisal process.

Integrating the individual performance evaluation in a more comprehensive context of a performance management system and aligning the objectives from the individual level with those from the operational and strategic level can be one of the solutions to strengthen and give more clarity, consistency and direction to the individual performance appraisal process viewed from an integrated, organizational performance perspective.

Question such as: Do metrics matter? What can be done to streamline the performance monitoring  and appraisal process at the individual level? continue to generate interest in both researcher and practitioner communities.

<strong> References</strong>
<ul>
	<li>Abbot, Allison; Cyranoski, David; Jones, Nicola; Maher, Brendan; Schiermeier, Quirin, Van Noorden, Richard 2010, <em>Do metrics matter?</em>, Nature, vol 465, 860-862, 16 June 2010, available at <a href="http://www.nature.com/news/2010/100616/pdf/465860a.pdf" target="_blank">http://www.nature.com/news/2010/100616/pdf/465860a.pdf</a>, (accessed 10 August 2010)</li>
</ul>
<strong>Additional resources</strong>
<ul>
	<li>smartkpis.com 2010, <em>Metrics in science - Performance Measurement and the world of scientific research</em>, KPIs Blog, available at <a href="http://www.smartkpis.com/blog/2010/08/04/metrics-in-science-performance-measurement-and-the-world-of-scientific-research/" target="_blank">http://www.smartkpis.com/blog/2010/08/04/metrics-in-science-performance-measurement-and-the-world-of-scientific-research/</a>, (accessed 10 August 2010)</li>
	<li>smartkpis.com 2010, Key Performance Indicators in Knowledge and Innovation Functional Area, available at <a href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/" target="_blank">http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/</a>, (accessed 10 August 2010)</li>
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<title>Canon – kyosei, humanity and excellence</title>
<link>http://www.smartkpis.com/blog/canon-%e2%80%93-kyosei-humanity-and-excellence/</link>
<pubDate>Sat, 14 Aug 2010 06:18:19 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Canon]]></category>

		<category domain="tag" nicename="canon"><![CDATA[Canon]]></category>

		<category domain="tag"><![CDATA[Excellent Global Corporation Plan]]></category>

		<category domain="tag" nicename="excellent-global-corporation-plan"><![CDATA[Excellent Global Corporation Plan]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4917</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 32/2010</span></h2>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg"><img class="alignright size-full wp-image-4503" title="Aurel Brudan - Performance Architect - smartkpis.com - 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg" width="160" height="238" /></a><strong>Canon Inc.</strong> is today one of the largest electronics manufacturers in the world. They produce paper copying machines, printers, projectors, binoculars and calculators and cameras among others. While their products are widely appreciated for their quality and demonstrated craftsmanship, the business philosophy of the organization is truly intriguing. It is characterized by simplicity, long term thinking, humanism and harmony. It is also well communicated and most importantly, it works.

Discovering this philosophy is easy: it is two clicks away from the homepage: “<a href="http://www.canon.com/corp/" target="_blank">Corporate info</a>” and “<a href="http://www.canon.com/about/" target="_blank">About Canon</a>”. The emphasis on people and dialogue starts with a message from top management. It shows that the company is made of people and thrives on the relationship with people. Messages from both Fujio Mitarai (Chairman and CEO) and Tsuneji Uchida (President and COO) conclude with the same phrase <em>“...look forward to your continued understanding and support.” </em>Both messages are brief and the key themes are illustrated by several keywords: Excellent Global Corporation Plan, total optimization and profit, Improved management quality, corporate philosophy of kyosei, overwhelming No.1 market position in all current business areas, "cross-media imaging”, joining the ranks of the world's top 100 companies in terms of all key business performance indicators, spirit of "Speed and Quality".

A unique characteristic of Canon’s corporate profile is having a declared corporate philosophy – <a href="http://www.canon.com/about/philosophy/" target="_blank"><em><strong>kyosei</strong></em></a>. This was announced in 1988 and now used in Japan to express a range of meanings. Canon’s interpretation of the term is stated as: <em>"All people, regardless of race, religion or culture, harmoniously living and working together into the future." </em>While a big ask coming from an electronics manufacturer, it outlines a commitment to cut across traditional boundaries of corporate priorities and operate using an integrative approach. This desiderate is more than corporate discourse, as it is supported by a long term plan to get closer to it.

<!--more-->The “<a href="http://www.canon.com/about/strategies/" target="_blank"><strong>Excellent Global Corporation Plan</strong></a>” was launched in 1996 and is now in the final year of its third phase. <a href="http://www.canon.com/aboutus/" target="_blank">Five key strategies</a> characterize this phase:
<ul>
	<li>Achieve the overwhelming No.1 position worldwide in all current core businesses</li>
	<li>Expand business operations through diversification</li>
	<li>Identify new business domains and accumulate required technologies</li>
	<li>Establish new production systems to sustain international competitiveness</li>
	<li>Nurture truly autonomous individuals and promote effective corporate reforms</li>
</ul>
Of these, the most intriguing one is the inclusion of a people oriented strategy along with strategies that fall in the traditional business domain. This latter strategy is described as aiming at nurturing future global leaders and cultivating individuals society can rely on. It may sound surprising coming from an electronics manufacturer, as such aims are generally in the realm of educational institutions. It is however a type of thinking that should perhaps be embraced by more organizations committed to improving the quality of life in the 21st century.

Canon’s corporate DNA is simply illustrated by three elements: respect for humanity, emphasis on technology and enterprising spirit.

At an individual level, three guiding principles form the “San-ji spirit”, which dates back to the establishment of the company:
<ul>
	<li>Self-motivation - Take the initiative and be proactive in all things;</li>
	<li>Self-management - Conduct oneself with responsibility and accountability;</li>
	<li>Self-awareness - Understand one's situation and role in all situations.</li>
</ul>
The <a href="http://www.canon.com/ir/annual/2009/report2009.pdf#page=44" target="_blank">Key Performance Indicators</a> used by Canon in managing its growth are illustrated in a separate section of the Annual Report:
<ul>
	<li>Net sales</li>
	<li>Gross profit to net sales ratio</li>
	<li>R&amp;D expense to net sales ratio</li>
	<li>Operating profit to net sales ratio</li>
	<li>Inventory turnover measured in days</li>
	<li>Debt to total assets ratio</li>
	<li>Canon Inc. stockholders’ equity to total assets ratio</li>
</ul>
While they are dominated by financial ratios, they reflect the same approach as with the corporate strategy – simple and informative. Each KPI is explained in detail in the 2009 Annual Report (p.44-45), outlining the reasons for selecting them, the value they add and the way they are calculated.

Illustrating how Canon’s business philosophy goes beyond discourse to making a difference, the latest press releases featured on the homepage this month, represent a sincere combination of humanity and excellence:
<ul>
	<li>August 16, 2010: <a href="http://www.canon.com/news/2010/aug16e.html" target="_blank">Canon products selected for prestigious EISA awards in Europe</a></li>
	<li>August 13, 2010: <a href="http://www.canon.com/news/2010/aug13e.html" target="_blank">Canon Aids Rain-Disaster Relief Efforts in China</a></li>
	<li>August 6, 2010: <a href="http://www.canon.com/news/2010/aug06e02.html" target="_blank">Canon Aids Flooding Relief Efforts in Pakistan</a></li>
</ul>
All part of a forward looking corporate philosophy:

<em>“...the presence of imbalances in the world in such areas as trade, income levels and the environment hinders the achievement of kyosei. Addressing these imbalances is an ongoing mission, and Canon is doing its part by actively pursuing kyosei. True global companies must foster good relations, not only with their customers and the communities in which they operate, but also with nations and the environment. They must also bear the responsibility for the impact of their activities on society. For this reason, Canon’s goal is to contribute to global prosperity and people’s well-being, which will lead to continuing growth and bring the world closer to achieving kyosei”</em>

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan

<strong>Performance Architect,</strong>

<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 741px; width: 1px; height: 1px; overflow: hidden;">
<p class="MsoNormal"><span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Walker, Rob 1992, “</span>Rank Xerox – Management Revolution”, <span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Long Range Planning, Vol. 25, No. 1, pp. 9 to 21</span></p>

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<title>Over 4700 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-4700-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Sun, 15 Aug 2010 06:27:49 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Indicator]]></category>

		<category domain="tag" nicename="performance-indicator"><![CDATA[Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4914</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 4700 performance measures documented and published</strong> in the online repository. The team focused over the last few days on publishing examples from the   State/Federal Government and Local Government sectors.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (439)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (343)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (334)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (220)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (178)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (173)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (440)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (314)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (264)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (241</a>)</li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (176)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Net-expenditure-per-head-of-population-5268.html" target="_blank"># Net expenditure per head of population</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
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<title>Professional Services Performance Management - performance criteria and measures  </title>
<link>http://www.smartkpis.com/blog/professional-services-performance-management-performance-criteria-and-measures/</link>
<pubDate>Mon, 16 Aug 2010 06:37:17 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Booz Allen Hamilton PWS]]></category>

		<category domain="tag" nicename="booz-allen-hamilton-pws"><![CDATA[Booz Allen Hamilton PWS]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Work Statement]]></category>

		<category domain="tag" nicename="performance-work-statement"><![CDATA[Performance Work Statement]]></category>

		<category domain="tag"><![CDATA[Professional Services]]></category>

		<category domain="tag" nicename="professional-services"><![CDATA[Professional Services]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4896</guid>
<description></description>
<content:encoded><![CDATA[Professional Services have some particularities that make them different from commercial activities in many respects, such as:
<ul>
	<li>The way they relate with the customer: they see themselves / are seen as subject matter experts in an area, thus an equilibrium between their advice and the customer needs must always be maintained;</li>
	<li>Internally, they might find it difficult to establish a culture and work practices that will reconcile both the more experienced (in many cases, the founders) and the more young and enthusiastic or to correctly assess the contribution and reward each individual within the organization.</li>
</ul>
<!--more-->Thus, there are at least two perspectives that the Professional Services firms must consider when addressing both their external and internal-focused performance issues.

On one hand, they have to attain the<strong> clients’ expectations</strong> in terms of quality, timeliness, adequacy of the solutions and services they provide (and these will often be formally measured by the customer himself).

On the other hand, they have to be able to attain <strong>internal alignment and correct evaluations of performance </strong>of the teams and individual consultants.

Regarding the first perspective, especially in the case of clients that are public authorities that resort to private consulting services, formal evaluation methodologies are being used.

In the public sector, it is considered that consultants are used to deliver a specific project or piece of research, also based on their recognition of the added value they can bring over a civil servant (UK Office of Government Commerce 2006).  The UK based Office of Government Commerce (OGC), together with Management Consultancies Association and the Institute of Management Consultancy developed a framework for the <strong>value criteria</strong> in working with Professional Services representatives, aimed at identifying and expressing the value expectations at the beginning of the assignment that will also provide the baseline against which delivery can be assessed in the post-assignment stage (OGC 2006). In this context, an important focus is put on the flow of the various stages in the project, from the <strong>business case</strong> (which identifies the value needed to be delivered), to the development of the <strong>specifications</strong> (explaining how the value will be created), followed by the <strong>delivery </strong>of the value and, finally, the <strong>measurement</strong> of the value delivered:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/OGC-Value-Criteria.jpg"><img class="aligncenter size-full wp-image-4897" title="OGC Value Criteria" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/OGC-Value-Criteria.jpg" width="395" height="382" /></a></p>
<p style="text-align: center;"><span style="color: #888888;">Source: OGC (2006)</span></p>
The importance of having clear and correct performance standards for the Professional Services firms, mainly in the case of clients in the public sector, is outlined also by the fact that contracting them is not a matter of personal option of the public representative in charge, but it follows a specific public procurement procedure and it involves reporting to stakeholders on various levels, ultimately to the community itself, which is the final beneficiary (although not always directly) of the services.

Mike Cameron from Bozz Allen Hamilton (2004) suggested a three-levels<strong> Performance Work Statement (PWS)</strong> to be used in the procurement of Professional Services:
<ul>
	<li><em>Performance Requirements</em> (describes measurable results that must be attained)</li>
	<li><em>Performance Standards</em> (refers to the acceptable quality of these results)</li>
	<li><em>Performance Measurement</em> (describes how measurement will be done)</li>
</ul>
This framework must be able to answer two simple questions (Cameron 2004):
<ul>
	<li>What problem are we trying to solve?</li>
	<li>How will we know when we solved it?</li>
</ul>
Thus, Professional Services firms must be aware and have good knowledge of what are their clients’ requirements in terms of performance and further on translate these standards and criteria into how they deliver their work and how they can make an assessment of their own. This assessment will not only reflect the alignment to customer requirements, but also the internal competences (in terms of people, resources, processes etc.).

<a href="http://www.smartkpis.com/" target="_blank"><strong>smartKPIs.com</strong></a> contains more than 100 popular Key Performance Indicators (KPIs) used in the Professional Services industry, for businesses in <a href="http://www.smartkpis.com/kpi/industries/professional-services/business-consulting/" target="_blank">Consulting</a>, <a href="http://www.smartkpis.com/kpi/industries/professional-services/accounting-services/" target="_blank">Accounting Services</a>, <a href="http://www.smartkpis.com/kpi/industries/professional-services/recruitment-employment-activities/" target="_blank">Recruitment &amp; Employment</a>, <a href="http://www.smartkpis.com/kpi/industries/professional-services/engineering/" target="_blank">Engineering</a> or <a href="http://www.smartkpis.com/kpi/industries/professional-services/legal-practice/" target="_blank">Legal Practice</a>. To explore the KPI examples, follow: <a href="http://www.smartkpis.com/kpi/industries/professional-services/" target="_blank">http://www.smartkpis.com/kpi/industries/professional-services/</a>.

<strong>References</strong>

Cameron, M (Bozz Allen Hamilton) 2004, <em>Performance Criteria for Professional Services</em>, Service Acquisition Center of Excellence Open Ceremony, November 18, 2004.

smartKPIs.com, Key Performance Indicator Examples in the Professional Services Industry, available at: <a href="http://www.smartkpis.com/kpi/industries/professional-services/" target="_blank">http://www.smartkpis.com/kpi/industries/professional-services/</a> (accessed 13th July 2010).

UK Office of Government Commerce 2006, <em>What value do consultants add?</em>, available at: <a href="http://www.cabinetoffice.gov.uk/" target="_blank">http://www.cabinetoffice.gov.uk/</a> (accessed 13th August 2010).]]></content:encoded>
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<wp:post_id>4896</wp:post_id>
<wp:post_date>2010-08-16 17:37:17</wp:post_date>
<wp:post_date_gmt>2010-08-16 06:37:17</wp:post_date_gmt>
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<title>The 2010 Academic Ranking of World Universities (ARWU)</title>
<link>http://www.smartkpis.com/blog/the-2010-academic-ranking-of-world-universities-arwu/</link>
<pubDate>Tue, 17 Aug 2010 09:29:35 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Academic]]></category>

		<category domain="tag" nicename="academic"><![CDATA[Academic]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[University]]></category>

		<category domain="tag" nicename="university"><![CDATA[University]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4975</guid>
<description></description>
<content:encoded><![CDATA[The <em>Center for World-Class Universities of Shanghai Jiao Tong University</em> has released the <strong>2010 Academic Ranking of World Universities (ARWU)</strong>.

<strong>Harvard University</strong> remains on the first place for the eight time, whereas other seven <strong>US universities</strong> (Berkeley, Stanford, MIT, Caltech, Princeton, Columbia and Chicago) are in top 10 (Center for World-Class Universities, 2010):
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Top-100-ARWU-2010.jpg"><img class="aligncenter size-large wp-image-4974" title="Top 100 ARWU 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Top-100-ARWU-2010-1024x263.jpg" width="819" height="210" /></a><!--more--></p>
<p style="text-align: center;"><span style="color: #888888;">Source:  Center for World-Class Universities, 2010 (click for higher resolution)</span></p>
Moreover, the US accounts more than half (54 universities) in the top 100.

In <strong>Europe</strong>, the UK has as best ranked universities <strong>Cambridge</strong> (5th position) and <strong>Oxford</strong> (10th position).  Other recognized European universities are:
<ul>
	<li>ETH Zurich (23rd) in Switzerland</li>
	<li>Paris 6 (39th) in France</li>
	<li>Copenhagen (40th) in Denmark</li>
	<li>Karolinska (42nd) in Sweden</li>
	<li>Utrecht (50th) in Netherlands</li>
</ul>
From the <strong>Asia-Pacific</strong>, the best ranked are:
<ul>
	<li>Tokyo (20th) in Japan</li>
	<li>ANU (59th) and Melbourne (62nd) in Australia</li>
</ul>
Along with the overall ranking, the rankings for broad fields and rankings for subjects have also been published. For example, for Natural Sciences and Mathematics, the top three universities are Harvard, Berkley and Cambridge, whereas for Mathematics alone, the top three are Princeton, Berkeley and Harvard.

To visit the complete results, please follow: <a href="http://www.arwu.org/ARWU2010.jsp" target="_blank">http://www.arwu.org/ARWU2010.jsp</a>.

<strong>About the ARWU</strong>

The <strong>Academic Ranking of World Universities </strong>is published annually by the <em>Center for World-Class Universities of Shanghai Jiao Tong University, </em>starting with 2003.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/ARWU1.jpg"><img class="alignright size-full wp-image-4988" title="ARWU" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/ARWU1.jpg" width="182" height="160" /></a>Based on a set of objective indicators and third-party data, the best universities in the world are nominated and hierarchized in three types of rankings:
<ul>
	<li><strong>Overall ranking</strong> (tops 100, 101-200, 201-300, 301-400, 401-500)</li>
	<li><strong>Field ranking </strong>(Natural Sciences and Mathematics, Engineering / Technology and Computer Sciences, Life and Agriculture Sciences, Clinical Medicine and Pharmacy, Social Sciences)</li>
	<li><strong>Subject ranking </strong>(Mathematics, Physics, Chemistry, Computer Science, Economics / Business)</li>
</ul>
<p style="text-align: right;"><span style="color: #888888;">Source: Center for World-Class Universities (2010)</span></p>
&nbsp;

<strong>Reference</strong>

Center for World-Class Universities of Shanghai Jiao Tong University 2010, <em>ARWU 2010 Press Release</em>, available at: <a href="http://www.arwu.org/ARWU_2010_press_release.jsp">http://www.arwu.org/ARWU_2010_press_release.jsp</a> (accessed 17 August 2010).

<strong>Further information</strong>

In a <a href="http://www.smartkpis.com/blog/2010/03/10/the-academic-ranking-of-world-universities-arwu/" target="_blank">previous blog post</a>, smartKPIs.com has presented the 2009 ARWU, as well as some other international academic rankings (such as the <strong>Global University City Index</strong>, <strong>World Universities Rankings</strong> THS &amp; QS and others).

smartKPIs.com contains more than 40 <a href="http://www.smartkpis.com/kpi/industries/education-training/academic-education/" target="_blank">Key Performance Indicator examples</a> used in the field of Academic Education, as well as <a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/education-training/academic-education/" target="_blank">performance reports</a> from more than 35 academic institutions worldwide.]]></content:encoded>
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<wp:post_id>4975</wp:post_id>
<wp:post_date>2010-08-17 20:29:35</wp:post_date>
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<title>Over 800 Key Performance Indicators (KPI) in practice reports on smartkpis.com</title>
<link>http://www.smartkpis.com/blog/over-800-key-performance-indicators-kpi-in-practice-reports-on-smartkpis-com/</link>
<pubDate>Wed, 18 Aug 2010 07:13:44 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

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		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5018</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered members can now learn about how companies use Key Performance Indicators (KPIs) to monitor their performance by reviewing <strong>over 800 <em>KPIs in practice</em> reports documented and published</strong> in the online repository. The <strong>smartKPIs.com</strong> team focused in the last month on publishing reports from Real Estate / Property, Education &amp; Training and Financial Institutions industry. <em>KPIs in practice</em> reports specific to the Manufacturing, Utilities and Retail industries were also added to the database.

<!--more-->The <em>KPIs in practice</em> repository now contains reports from over 60 countries, as diverse as <strong><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/jordan/" target="_blank">Jordan</a></strong>, <a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/japan/" target="_blank"><strong>Japan</strong></a>, <a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/new-zealand/" target="_blank"><strong>New Zealand</strong></a>, <strong><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/romania/" target="_blank">Romania</a></strong>,<a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/singapore/" target="_blank"> <strong>Singapore</strong></a> or <a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/bermuda/" target="_blank"><strong>Bermuda</strong></a>. The countries with the highest number of KPIs in practice reports are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/united-states/" target="_blank">United States (230)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/united-kingdom/" target="_blank">United Kingdom (116)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/australia/" target="_blank">Australia (74)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/canada/" target="_blank">Canada (44)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/germany/" target="_blank">Germany (42)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/manufacturing/" target="_blank">Manufacturing (121)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/financial-institutions/" target="_blank">Financial Institutions (113)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/healthcare/" target="_blank">Healthcare (73)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/transportation/" target="_blank">Transportation (50)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/education-training/" target="_blank">Education &amp; Training (46)</a></li>
</ul>
Example of a documented KPIs in practice report<strong>: <a href="http://www.smartkpis.com/kpi_examples_in_practice/Chubu-Electric-Power-performance-report-Electricity-industry-674.html" target="_blank">Chubu Electric Power</a><a href="http://www.smartkpis.com/kpi_examples_in_practice/google-performance-report-other-industry-958.html" target="_blank">
</a></strong>
<h3><em>KPIs in Practice</em> user experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn</strong>: To learn more about Performance Management and Key  Performance Indicators visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">KPIs 101 section</a>.</li>
	<li><strong>Explore</strong>: To explore the <strong><em>KPIs in Practice</em></strong> catalog by navigating the functional area and industry directory, visit  the <a href="http://www.smartkpis.com/kpi_examples_in_practice/browse-kpis/" target="_blank">Browse<em><strong> KPIs in Practice</strong></em> section</a>.</li>
	<li><strong>Customize</strong>: To build your customized catalog of <strong><em>KPIs in  Practice </em></strong>reports by saving favorite reports for later use, visit  the <a href="http://www.smartkpis.com/kpi_examples_in_practice/user-kpis.html" target="_blank">My  <em><strong>KPIs in Practice</strong></em> section</a>.</li>
	<li><strong>Contribute</strong>: To propose a new example of<strong><em> KPIs in  Practice</em></strong> report, visit the <a href="http://www.smartkpis.com/kpi_examples_in_practice/submit.html" target="_blank">Submit <em><strong>KPIs in Practice</strong></em> report section</a>.</li>
	<li><strong>Collaborate</strong>: To collaborate with other users and to discuss <em><strong>KPIs  in Practice</strong></em> reports, add comments on each <a href="http://www.smartkpis.com/kpi_examples_in_practice/united-states-postal-service-performance-report-postal-and-courier-services-industry-61.html" target="_blank"><em><strong>KPIs in Practice</strong></em> report description page</a>.</li>
</ul>]]></content:encoded>
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<wp:post_id>5018</wp:post_id>
<wp:post_date>2010-08-18 18:13:44</wp:post_date>
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<title>The 2010 Academic Ranking of World Universities for Economics - Business subjects</title>
<link>http://www.smartkpis.com/blog/the-2010-academic-ranking-of-world-universities-for-economics-business-subjects/</link>
<pubDate>Thu, 19 Aug 2010 07:24:23 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Academic]]></category>

		<category domain="tag" nicename="academic"><![CDATA[Academic]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[University]]></category>

		<category domain="tag" nicename="university"><![CDATA[University]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5023</guid>
<description></description>
<content:encoded><![CDATA[After having presented in a <a href="http://www.smartkpis.com/blog/2010/08/17/the-2010-academic-ranking-of-world-universities-arwu/" target="_blank">previous blog post</a> the overall results of the <strong>Academic Ranking of World Universities (ARWU) 2010</strong> released by the <em>Center for World-Class Universities</em> of Shanghai Jiao Tong University,  we focus on the subject narrow ranking for <strong>Economics / Business</strong>.

The top ten in this subject narrow ranking is dominated exclusively by US universities:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Business-ARWU-2010.jpg"><img class="aligncenter size-large wp-image-5024" title="Business - ARWU 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Business-ARWU-2010-1024x393.jpg" width="737" height="283" /></a><span style="color: #888888;">Source: Center for World-Class Universities, 2010 (click for higher resolution)<!--more-->
</span></p>
The top five Business &amp; Economics universities from the <strong>US</strong> are: Harvard University, University of Chicago, Massachusetts  Institute of Technology (MIT), Stanford University and Columbia University (Center for World-Class Universities 2010), the scores achieved by the last tree in the top being very tight.

In <strong>Europe</strong>, the top five universities in this ranking are:
<ul>
	<li>University of Cambridge (16th position)</li>
	<li>London School of Economics and Political Science (18)</li>
	<li>University of Oxford (21)</li>
	<li>University of Warwick (34)</li>
	<li>Erasmus University (51-77)</li>
</ul>
From the <strong>Asia-Pacific</strong>, the best ranked universities are:
<ul>
	<li>The Hong Kong University of Science and Technology (47)</li>
	<li>National University of Singapore (78-100)</li>
	<li>The Chinese University of Hong Kong (78-100)</li>
	<li>University of Melbourne (78-100)</li>
</ul>
For the overall ranking with the top 100 universities in the Economics / Business subject, please follow: <a href="http://www.arwu.org/SubjectEcoBus2010.jsp" target="_blank">http://www.arwu.org/SubjectEcoBus2010.jsp</a>.

<strong>Reference</strong>

Center for World-Class Universities <em>o</em>f Shanghai Jiao Tong University, <em>Academic Ranking of World Universities in Economics / Business - 2010,</em> available at:<em> </em><a href="http://www.arwu.org/SubjectEcoBus2010.jsp" target="_blank">http://www.arwu.org/SubjectEcoBus2010.jsp</a> (accessed 19th August 2010).]]></content:encoded>
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<title>University ranking systems - Academic Ranking of World Universities vs World University Rankings</title>
<link>http://www.smartkpis.com/blog/over-700/</link>
<pubDate>Thu, 19 Aug 2010 23:20:14 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

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<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/University-ranking-systems-smartkpis.jpg"><img class="aligncenter size-full wp-image-5051" title="University ranking systems - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/University-ranking-systems-smartkpis.jpg" width="618" height="136" /></a><span style="color: #888888;">Source: ShanghaiRanking Consultancy, 2010.</span></p>
<p style="text-align: justify;">Every year a world university ranking is released by a number of educational and commercial associations and bodies. And every year countless number of students, university officials and even politicians wait impatiently for them.</p>
<p style="text-align: justify;">As one of the latest <strong>Nature Special Reports</strong> (2010) on educational topics reveal, these rankings have the power to put in action a whole mechanism. A position in the higher echelon of the rankings can influence policy makers higher education investments, determine which institutions attract the best researchers and students and trigger a race between universities to strengthen their position for the year to come.</p>
<p style="text-align: justify;"><!--more-->Among them the most influential are the <a href="http://www.arwu.org/ARWU2010.jsp" target="_blank"><strong><em>Academic Ranking of World Universities</em></strong></a> known also as Shanghai ranking and the <a href="http://www.timeshighereducation.co.uk/WUR.html" target="_blank"><em><strong>World University Ranking</strong></em></a> released by Britain’s Times Higher Education Magazine in collaboration with QS ( a London base higher education media company).</p>
<p style="text-align: justify;">While the Academic Ranking of World Universities was created in 2003 by the Center for World Class Universities of Shanghai Jiao Tong University in an attempt to benchmark Chinese universities against the top universities in the world, the World University Ranking released by the Times Higher Education Magazine is more the result of a commercial publishing exercise started in 2004.</p>
<p style="text-align: justify;">Both however have attracted increased attention in the last few years, being as much appreciated by officials of universities that did well in the rankings as they were highly contested, probably by many more.</p>
<p style="text-align: justify;">The criticism, which mainly comes from academics and universities, is directed towards the methodology and data gathering process used to compile these ranking systems. The main issues outlined are the narrow range of performance measures and criteria used which leaves out more than it includes.</p>
<p style="text-align: justify;">The Academic Ranking of World Universities, compiled by Shanghai Jiao Tong University in China and generally known as the Shanghai index, focuses exclusively on research output and citation impact. The six performance measures used to calculate the index are:</p>
<p style="padding-left: 60px; text-align: justify;"><strong>• # Alumni winning Noble Prizes and Fields Medals</strong></p>
<p style="padding-left: 60px; text-align: justify;"><strong>• # Staff winning Noble Prizes and Fields Medals</strong></p>
<p style="padding-left: 60px; text-align: justify;"><strong>• # Highly cited researchers selected by Thomson Scientific</strong></p>
<p style="padding-left: 60px; text-align: justify;"><strong>• # Articles published in journals of Nature and Science</strong></p>
<p style="padding-left: 60px; text-align: justify;"><strong>• # Articles indexed in Science Citation Index – Expanded and Social Sciences Citation Index</strong></p>
<p style="padding-left: 60px; text-align: justify;"><strong>• # Per capita performance with respect to the size of the institution</strong></p>
<p style="text-align: justify;">On the other side of the bar, the World University rankings compiled by the Times Higher Education Magazine are generally based on composite scores that aggregate weighted indicators, being based mostly on reputational surveys. The indicators used in the assessment process are:</p>
<p style="padding-left: 60px; text-align: justify;"><strong>• # Peer review score</strong></p>
<p style="padding-left: 60px; text-align: justify;"><strong>• # Employer review score</strong></p>
<p style="padding-left: 60px; text-align: justify;"><strong>• # Staff / Student score</strong></p>
<p style="padding-left: 60px; text-align: justify;"><strong>• # Citation staff score</strong></p>
<p style="padding-left: 60px; text-align: justify;"><strong>• # International staff score</strong></p>
<p style="padding-left: 60px; text-align: justify;"><strong>• # International students score</strong></p>
<p style="text-align: justify;">Unfortunately, none of these rankings can clearly picture what is the real value and performance of world’s higher education institutions. While the Shanghai Index concentrate too much on academic research, this being the field which can be most easily monitored, due to its internationalized nature, the other one compiled by the British THE Magazine is focused too much on peer review and reputational surveys.</p>
<p style="text-align: justify;">This lack of homogeneity creates big discrepancy between the two ranking systems which can be easily observed if looking at the rankings. Only few university keep the same position in the two ranking system, the most known one being Harvard University. To better picture these issue we have picked three examples from both rankings, for the year 2009.</p>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/University-ranking-systems-1-smartkpis.jpg"><img class="aligncenter size-full wp-image-5052" title="University ranking systems 1 - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/University-ranking-systems-1-smartkpis.jpg" width="500" height="100" /></a>
<p style="text-align: justify;">The need for improved and more nuanced assessment which to include a wider range of criteria and to assess more intangible qualities, like educational excellence, which will also allow a higher degree of homogenization between rankings, making them more accurate and relevant seems evident.</p>
<p style="text-align: justify;">Fortunately, a new generation of ranking systems that addresses part of these issues started or are about to emerge. The new systems, as acknowledged in the Nature (2010) article <em>“ The nature game”</em> will be more multidimensional , comparing universities less on aggregate numbers and more on aspects such as research, teaching and industrial engagement.</p>
<p style="text-align: justify;">Firstly the <strong><em>World University Rankings</em></strong> compiled by the <em>Times Higher Education Magazine</em>, will have, starting with 2010, a new look and will be based on a totally overhauled performance assessment system. The rankings will be drawn from the Global Institutional Profile Project, launched by the most renowned data analyst and provider “Thomson Reuters” . It will include details such as <strong>research funding</strong>,<strong> number of researchers</strong> and <strong>PhDs awarded</strong> as well as <strong>measures of educational performance</strong>. The system will continue to use reputational surveys but the number of reviewers will be increased from 4,000 to about 25, 000 for better accuracy. An audit procedure to guard against misinformation provided by universities was also set in place.</p>
<p style="text-align: justify;"><strong>European Commission</strong> has also launched a new project in an effort to create a global database of universities, called the <strong>U-Multirank (Global Ranking of Universities)</strong>, which will be run by the <em>Consortium for Higher Education and Research Performance Assessment</em>. This new ranking system will allow the comparison of universities with similar activities, missions and research interests.</p>
<p style="text-align: justify;">The <strong>Organization for Economic Co-operation and Development (OECD)</strong> is also trying to come into help, currently coordinating a pilot project for developing new metrics for assessing teaching and learning outcomes. The project is named the <strong>Assessment of Higher Education Learning Outcomes (AHELO)</strong> and is intended to try to measure complex aspects such as <strong>ability of students to think critically</strong> or<strong> number of new ideas generated by students.</strong></p>
<p style="text-align: justify;">Finally, the <strong>European University Association</strong>, which represents more than 800 universities is currently in the process of developing an annual review of all international rankings by assessing their methodologies and scrutinizing why institutions rise or fall in the rankings.</p>
<p style="text-align: justify;">Hopefully all these new initiatives will create a better, more accurate and homogenized performance assessment  and benchmarking platform for universities and other educational bodies in the years to come.</p>
<p style="text-align: justify;">For more information on world academic rankings you can fallow the smartkpis.com blog posts:</p>

<ul>
	<li>smartkpis.com (2010), The 2010 Academic Ranking of World Universities in Economics / Business, available at<a href="http://www.smartkpis.com/blog/2010/08/19/the-2010-academic-ranking-of-world-universities-for-economics-business-subjects/" target="_blank"> http://www.smartkpis.com/blog/2010/08/19/the-2010-academic-ranking-of-world-universities-for-economics-business-subjects/</a>, (accessed 20 August 2010)</li>
	<li>smartkpis.com (2010), The 2010 Academic Ranking of World Universities, available at <a href="http://www.smartkpis.com/blog/2010/08/17/the-2010-academic-ranking-of-world-universities-arwu/" target="_blank">http://www.smartkpis.com/blog/2010/08/17/the-2010-academic-ranking-of-world-universities-arwu/</a>, (accessed 20 August 2010)</li>
</ul>
<p style="text-align: justify;"><strong>References</strong></p>

<ul style="text-align: justify;">
	<li>Nature, Special Report (2010), University rankings smarten up, Volume 464, published on 4 March 2010, available at <a href="http://www.nature.com/news/2010/100303/pdf/464016a.pdf" target="_blank">http://www.nature.com/news/2010/100303/pdf/464016a.pdf</a> , (accessed 20 August 2010)</li>
	<li>Nature (2010), The ratings game, Volume 464, Issue 7285, published in 4 March 2010, available at <a href="http://www.nature.com/nature/journal/v464/n7285/pdf/464007b.pdf" target="_blank">http://www.nature.com/nature/journal/v464/n7285/pdf/464007b.pdf</a> , (accessed 20 August 2010)</li>
	<li>Center for World-Class Universities of Shanghai Jiao Tong University (2010), ARWU 2019, available at:<a href="http://www.arwu.org/ARWU2009.jsp" target="_blank"> http://www.arwu.org/ARWU2009.jsp</a>,  (accessed 20 August 2010)</li>
	<li style="text-align: justify;">Times Higher Education (2010), World University Rankings 2009, available at <a href="http://www.timeshighereducation.co.uk/WUR.html" target="_blank">http://www.timeshighereducation.co.uk/WUR.html </a>, (accessed 20 August 2010)</li>
</ul>]]></content:encoded>
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<title>From Canon to HP: values, objectives and press releases</title>
<link>http://www.smartkpis.com/blog/from-canon-to-hp-values-objectives-and-press-releases/</link>
<pubDate>Sat, 21 Aug 2010 09:18:47 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

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<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 33/2010</span></h2>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg"><img class="alignright size-full wp-image-4503" title="Aurel Brudan - Performance Architect - smartkpis.com - 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg" width="160" height="238" /></a>

In my previous blog post I reviewed the approach Canon Inc. has to strategic planning and how its actions reflect the corporate strategic direction. While researching the topic I came across the Hewlett-Packard Company (HP) website. HP is considered today the world's largest IT company, with 304,000 employees worldwide, 1 billion customers in 170 countries, revenue totaling $114.6 billion for fiscal 2009 (HP, 2010a) and a market capitalization of $86.81 billion (Google Finance).

For the last few weeks HP has been in a turmoil with the abrupt resignation of the CEO, so I started comparing the press releases of the two companies for the month of August 2010:

Canon, 2010 (4 releases for the period, I have selected 3 in the list below):
<ul>
	<li>Aug 16, 2010: <a href="http://www.canon.com/news/2010/aug16e.html" target="_blank">Canon products selected for prestigious EISA awards in Europe</a></li>
	<li>Aug 13, 2010: <a href="http://www.canon.com/news/2010/aug13e.html" target="_blank">Canon Aids Rain-Disaster Relief Efforts in China</a></li>
	<li>Aug 6, 2010: <a href="http://www.canon.com/news/2010/aug06e02.html" target="_blank">Canon Aids Flooding Relief Efforts in Pakistan</a></li>
</ul>
<!--more-->HP, 2010b (15 press releases for the period, I have selected 6 in the list below):
<ul>
	<li>Aug 16, 2010: <a href="http://www.hp.com/hpinfo/newsroom/press/2010/100816a.html" target="_blank">HP Awarded $200 Million Contract to Maintain Medicare Part B Claims Processing System </a></li>
	<li>Aug 12, 2010: <a href="http://www.hp.com/hpinfo/newsroom/press/2010/100812a.html" target="_blank">HP Achieves Recognition for Excellence in Tech Support and Services for Third Consecutive Year </a></li>
	<li>Aug 6, 2010: <a href="http://www.hp.com/hpinfo/newsroom/press/2010/100806a.html" target="_blank">HP CEO Mark Hurd Resigns; CFO Cathie Lesjak Appointed Interim CEO; HP Announces Preliminary Results and Raises Full-year Outlook </a></li>
	<li>Aug 3, 2010: <a href="http://www.hp.com/hpinfo/newsroom/press/2010/100803a.html" target="_blank">HP Identified as Leader in Leading Analyst Firm’s Magic Quadrant Report for MFPs and Printers</a></li>
	<li>Aug 2, 2010: <a href="http://www.hp.com/hpinfo/newsroom/press/2010/100802b.html" target="_blank">HP Announces Settlement with U.S. Department of Justice</a></li>
	<li>Aug 2, 2010: <a href="http://www.hp.com/hpinfo/newsroom/press/2010/100802a.html" target="_blank">HP Helps Armed Forces Communications and Electronics Association Improve Operational Efficiency, Reduce Carbon Footprint </a></li>
</ul>
In the case of Canon, as my previous blog post “<a href="http://www.smartkpis.com/blog/2010/08/14/canon-%E2%80%93-kyosei-humanity-and-excellence/" target="_blank">Canon – kyosei, humanity and excellence</a>” illustrated, empirical observations of secondary data available on the company website suggest alignment between the corporate philosophy, actions and results.

The situation is different in the case of HP. The corporate philosophy lists the usual elements you would expect to find (HP, 2010c):
<ul>
	<li>Passion for customers - We put our customers first in everything we do.</li>
	<li>Trust and respect for individuals - We work together to create a culture of inclusion built on trust, respect and dignity for all.</li>
	<li>Achievement and contribution - We strive for excellence in all we do; each person's contribution is critical to our success.</li>
	<li>Results through teamwork - We effectively collaborate, always looking for more efficient ways to serve our customers.</li>
	<li>Speed and agility - We are resourceful and adaptable, and we achieve results faster than our competitors.</li>
	<li>Meaningful innovation - We are the technology company that invents the useful and the significant.</li>
	<li>Uncompromising integrity - We are open, honest and direct in our dealings.</li>
</ul>
Even the objectives of the organization have some similarities to the ones from Canon, such as leadership and global citizenship. However, according to HP, they were first written in 1957 by co-founders Bill Hewlett and Dave Packard:
<ul>
	<li>Customer loyalty - We earn customer respect and loyalty by consistently providing the highest quality and value.</li>
	<li>Profit - We achieve sufficient profit to finance growth, create value for our shareholders and achieve our corporate objectives.</li>
	<li>Growth - We recognize and seize opportunities for growth that builds upon our strengths and competencies.</li>
	<li>Market leadership - We lead in the marketplace by developing and delivering useful and innovative products, services and solutions.</li>
	<li>Commitment to employees - We demonstrate our commitment to employees by promoting and rewarding based on performance and by creating a work environment that reflects our values.</li>
	<li>Leadership capability - We develop leaders at all levels who achieve business results, exemplify our values and lead us to grow and win.</li>
	<li>Global citizenship - We fulfill our responsibility to society by being an economic, intellectual and social asset to each country and community where we do business.</li>
</ul>
When it comes to how HP press releases reflect these statements, a mixed picture emerges. A settlement with the U.S. Department of Justice (regarding an award schedule contract investigation) and the resignation of the CEO (after a sexual harassment probe uncovered subterfuge with company expenses) are actions largely misaligned with the stated values and objectives. No doubt HP is a successful company. Its financial results, commercial performance and innovation capability all contribute to making it the number 1 IT company in the world.

However the question of how important is the alignment between the corporate philosophy (vision, values, objectives) and actions is a valid one. Further research would be useful to uncover these relationships. Or perhaps only time will tell.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan

<strong>Performance Architect,</strong>

<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>

<strong>
</strong>
<h3>References</h3>
Canon, 2010, Canon News / Press Releases 2010, available at <a href="http://www.canon.com/news/" target="_blank">http://www.canon.com/news</a>, accessed 21 August 2010.

Google Finance, 2010, HPQ Stock price graph, available at: <a href="http://www.google.com/finance?chdnp=1&amp;chdd=1&amp;chds=1&amp;chdv=1&amp;chvs=maximized&amp;chdeh=0&amp;chfdeh=0&amp;chdet=1284363992211&amp;chddm=24633&amp;chls=IntervalBasedLine&amp;cmpto=NYSE:CAJ&amp;cmptdms=0&amp;q=NYSE:HPQ&amp;ntsp=0" target="_blank">http://www.google.com/finance?chdnp=1&amp;chdd=1&amp;chds=1&amp;chdv=1&amp;chvs=maximized&amp;chdeh=0&amp;chfdeh=0&amp;chdet=1284363992211&amp;chddm=24633&amp;chls=IntervalBasedLine&amp;cmpto=NYSE:CAJ&amp;cmptdms=0&amp;q=NYSE:HPQ&amp;ntsp=0</a>, accessed 21 August 2010.

HP, 2010a, Fast Facts about HP, available at <a href="http://www8.hp.com/us/en/hp-information/about-hp/index.html" target="_blank">http://www8.hp.com/us/en/hp-information/about-hp/index.html</a>, accessed 21 August 2010.

HP, 2010b, HP 2010 news releases, available at <a href="http://www.gartner.com/technology/media-products/reprints/hpipg/article1/article1.html" target="_blank">http://www.gartner.com/technology/media-products/reprints/hpipg/article1/article1.html</a>, accessed 21 August 2010.

HP, 2010c, HP corporate objectives and shared values, available at <a href="http://www8.hp.com/us/en/hp-information/about-hp/corporate-objectives.html" target="_blank">http://www8.hp.com/us/en/hp-information/about-hp/corporate-objectives.html</a>, accessed 21 August 2010.
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 741px; width: 1px; height: 1px; overflow: hidden;">
<p class="MsoNormal"><span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Walker, Rob 1992, “</span>Rank Xerox – Management Revolution”, <span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Long Range Planning, Vol. 25, No. 1, pp. 9 to 21</span></p>

</div>]]></content:encoded>
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<title>Over 4800 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-4800-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Sat, 21 Aug 2010 22:40:19 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

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<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 4800 performance measures documented and published</strong> in the online repository. The team focused over the last few days on publishing examples from the Hospitality &amp; Tourism, Non-profit,    State/Federal Government and Local Government sectors.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (442)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (344)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (334)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (220)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (178)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (173)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (495)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (351)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (266)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (241</a>)</li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (176)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Operating-expenses-per-guest-5981.html" target="_blank">$ Operating expenses per guest</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
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<wp:post_id>5077</wp:post_id>
<wp:post_date>2010-08-22 09:40:19</wp:post_date>
<wp:post_date_gmt>2010-08-21 22:40:19</wp:post_date_gmt>
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<title>Employee productivity measurement</title>
<link>http://www.smartkpis.com/blog/employee-productivity-measurement/</link>
<pubDate>Mon, 23 Aug 2010 05:25:50 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Siemens]]></category>

		<category domain="tag" nicename="siemens"><![CDATA[Siemens]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4953</guid>
<description></description>
<content:encoded><![CDATA[A recent <a href="http://www.smartkpis.com/blog/" target="_blank">www.smartKPIs.com blog</a> post, <a href="http://www.smartkpis.com/blog/2010/08/06/employee-engagement-and-organisational-performance/" target="_blank">'</a><strong><a href="http://www.smartkpis.com/blog/2010/08/06/employee-engagement-and-organisational-performance/" target="_blank">Employee engagement and organisational performance'</a>, </strong>outlined the approaches used by researchers to assess employee engagement and performance. The post concluded that as organisations show the relationship between engagement scores and bottom-line outcomes, everyone pays attention to the engagement index. Establishing this critical link between people and performance helps HR professionals prove that people-related interventions are a worthwhile investment (smartKPIs.com, 2010).

Acknowledgment for the need of reflection and consolidation in the field of employee performance measurement was also emphasized. Continuing this line of inquiry, a new question is explored in more detail below:

<em>What is <strong>the cost of employees' lack of productivity?</strong></em>

Siemens Communications launched an online survey in order to measure employee  productivity and its impact on the organisation. Having 30,000 computer based workers as respondents, the results confirmed what many managers have suspected for years: office workers are wasting precious time by playing “telephone tag", this costing the British business an estimated £2 billion a month.

The results of the online survey revealed:

<img class="alignright" title="Productivity and Performance Measurement" alt="" src="http://www.emeraldinsight.com/common_assets/img/covers_journal/ijppmcover.gif" width="120" height="157" />
<ul>
	<li><strong>70% of workers believe that up to a third or more of their calls do not get through to the right people first time.</strong> In fact, more than one-quarter believe that 50%t or more of their calls fail first time because people are in meetings, out of the office or simply engaged.</li>
</ul>
<ul>
	<li>the minimum amount of time wasted every day by every office worker playing telephone tag or making unsuccessful phone calls is 30 minutes. <strong>Siemens estimate that this 30 minutes alone equates to a national daily salary cost of some £83 million, or £22 billion</strong> in a working year and that is without the cost incurred on unsuccessful calls (Johnston, R, Jones, P,  2004).</li>
</ul>
<p style="text-align: right;"><span style="color: #888888;">Source: Johnston, R, Jones, P (2004)</span></p>
<strong><!--more--><a href="http://www.smartkpis.com/" target="_blank">smartKPIs.com</a></strong> contains popular Key Performance Indicators (KPIs) examples used in organisational efficiency and effectiveness reflecting the results achieved by the workforce as per the set objectives.  For further examples of KPIs focusing on workforce productivity and achievement of individual performance plans, explore the <a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/efficiency-and-effectiveness/" target="_blank">Efficiency and effectiveness KPI examples</a> section of the library of KPI examples available on <strong><a href="http://www.smartkpis.com/dashboard/" target="_blank">smartkpis.com</a></strong> (smartKPIs.com, 2010).

<strong>References:</strong>

Johnston, R, Jones, P 2004,'Services productivity: Towards understanding the relationship between operational and customer productivity',  <em>International Journal of Productivity and Performance Management,</em> Volume 53, Issue 3, pp. 201.

smartKPIs.com 2010,<em> Efficiency and effectiveness KPI examples</em>, available at:  <a href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank">http://www.smartkpis.com/kpi/functional-areas/human-resources/efficiency-and-effectiveness/</a> (accessed 16 August 2010)

smartKPIs.com 2010, <em>Employee engagement and organisational performance, </em>available at:<a href="http://www.smartkpis.com/blog/2010/08/06/employee-engagement-and-organisational-performance/" target="_blank"> http://www.smartkpis.com/blog/2010/08/06/employee-engagement-and-organisational-performance/</a> (accessed 16 August 2010)
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<wp:post_id>4953</wp:post_id>
<wp:post_date>2010-08-23 16:25:50</wp:post_date>
<wp:post_date_gmt>2010-08-23 05:25:50</wp:post_date_gmt>
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<title>Over 4900 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-4900-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Tue, 24 Aug 2010 12:00:13 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Innovation]]></category>

		<category domain="tag" nicename="innovation"><![CDATA[Innovation]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5096</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 4900 performance measures documented and published</strong> in the online repository. The team focused over the last few days on publishing examples from State/Federal Government and Local Government sectors.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (442)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (344)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (334)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (220)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (179)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (173)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (582)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (375)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (266)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (241</a>)</li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (176)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Ratio-of-reinvestment-into-the-community-5509.html" target="_blank">$ Ratio of reinvestment into the community</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>5096</wp:post_id>
<wp:post_date>2010-08-24 23:00:13</wp:post_date>
<wp:post_date_gmt>2010-08-24 12:00:13</wp:post_date_gmt>
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<title>Gallup Potential Net Migration Index - Singapore - New Zealand - Saudi Arabia - Canada - Switzerland - Australia - Kuwait atop</title>
<link>http://www.smartkpis.com/blog/gallup-potential-net-migration-index-singapore-new-zealand-saudi-arabia-canada-switzerland-australia-kuwait-atop/</link>
<pubDate>Wed, 25 Aug 2010 12:10:02 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Canada]]></category>

		<category domain="tag" nicename="canada"><![CDATA[Canada]]></category>

		<category domain="tag"><![CDATA[Gallup]]></category>

		<category domain="tag" nicename="gallup"><![CDATA[Gallup]]></category>

		<category domain="tag"><![CDATA[Kuwait]]></category>

		<category domain="tag" nicename="kuwait"><![CDATA[Kuwait]]></category>

		<category domain="tag"><![CDATA[New Zealand]]></category>

		<category domain="tag" nicename="new-zealand"><![CDATA[New Zealand]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Saudi Arabia]]></category>

		<category domain="tag" nicename="saudi-arabia"><![CDATA[Saudi Arabia]]></category>

		<category domain="tag"><![CDATA[Singapore]]></category>

		<category domain="tag" nicename="singapore"><![CDATA[Singapore]]></category>

		<category domain="tag"><![CDATA[Survey]]></category>

		<category domain="tag" nicename="survey"><![CDATA[Survey]]></category>

		<category domain="tag"><![CDATA[Switzerland]]></category>

		<category domain="tag" nicename="switzerland"><![CDATA[Switzerland]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5082</guid>
<description></description>
<content:encoded><![CDATA[A study recently released by<em> Gallup</em>, on the topic of the <strong>Potential Net Migration Index</strong> shows that nations such as <em>Singapore, New Zealand, Saudi Arabia, Canada, Switzerland and Australia</em> are atop the list of countries that could see the highest net adult population growth from international migration. In the scenario in which all the borders are opened and population can move freely from one country to another, following their wishes as expressed in the survey, some of these countries could double their population according with the study.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Gallup-IPNM-high-smartkpis.jpg"><img class="aligncenter size-full wp-image-5083" title="Gallup IPNM -high - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Gallup-IPNM-high-smartkpis.jpg" width="986" height="150" /></a>Source: Adapted from Gallup, 2010</p>
<p style="text-align: justify;"><!--more-->At the other end of the table, the countries that potentially could lose the biggest population number, in some countries the values going as high as half of the current population size are: <em>Sierra Leone, Haiti, Zimbabwe, Nigeria, Ethiopia or El Salvador.</em></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Gallup-IPNM-low-smartkpis.jpg"><img class="aligncenter size-full wp-image-5084" title="Gallup - IPNM - low - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Gallup-IPNM-low-smartkpis.jpg" width="986" height="150" /></a>Source: Adapted from Gallup, 2010</p>
<strong>Definition of the index</strong>
<p style="padding-left: 30px;"><strong># Potential Net Migration Index (</strong><strong>PMMI)</strong>: <em>“Measures the estimated number of adults who express their wishes to move permanently out of a country if the opportunity arose subtracted from the estimated number who would like to move into it and calculated as a proportion from the total adult population currently residing in the country.”</em></p>
<strong>Calculation formula</strong>

[(A-B)/C]*100, where
<ul>
	<li>A = # Estimated adults who express their wishes to move into it</li>
	<li>B = # Estimated adults who express their wishes to move out from a country</li>
	<li>C = # Adult population currently residing in the country</li>
</ul>
<strong>Methodology</strong>

The study is survey based and uses for the calculation Gallup’s Potential Net Migration Index. The methods used for the survey data collection are telephone interviews and face to face interviews.

<strong>Data collection</strong>

The survey takes in consideration 148 countries, which represent almost 95% of the global population and was conducted between 2007 and 2010 on more than 350,000 adults.

<strong>Survey questions</strong>

The survey data is subtracted from two questions:
<p style="padding-left: 30px;"><em>• “Ideally if you had the opportunity, would you like to move permanently to another country, or would you prefer to continue living in this country? If Yes</em></p>
<p style="padding-left: 30px;"><em>• To which country would you like to move?</em></p>
<strong>Study limitations</strong>
<p style="padding-left: 30px;">• The Gallup’s findings reflect people wishes rather than their intentions.</p>
<p style="padding-left: 30px;">• Index scores are not reported for countries were the sample was smaller than 500, such as Belize, Cyprus or Iceland, due to the index volatility</p>
<p style="padding-left: 30px;">• In Gulf Cooperation Council countries only Arab nationals and Arab expatriates were surveyed</p>
<p style="padding-left: 30px;">• Index scores are not reported for countries such as Qatar or United Arab Emirates where the expat population make up more than 50% of the adult population.</p>
<p style="padding-left: 30px;">• Most importantly, the rankings are powerfully influenced by the size of the current population. Countries such as USA, which is the most preferred country for immigration doesn’t show up in the top ranking spots due to its high population size.</p>
<strong>Conclusion</strong>

Though is based mostly on the interviewed people’s wishes and on an ideal situation or hypothesis in which the population is free to move from one country to another without any restriction, the study raise important questions for the world countries leaders. A couple of them could be:
<ul>
	<li>What would be the real implications if these desires become reality?</li>
	<li>What future actions need to be pursued to keep a state of equilibrium in the world?</li>
</ul>
<strong>References</strong>
<p style="padding-left: 30px;">Gallup (2010),  Migration Could Triple Populations in Some Wealthy Nations, article by Neli Esipova and Julie Ray, released on 20 August 2010, available at <a href="http://www.gallup.com/poll/142364/Migration-Triple-Populations-Wealthy-Nations.aspx#1" target="_blank">http://www.gallup.com/poll/142364/Migration-Triple-Populations-Wealthy-Nations.aspx#1</a>, (accessed 25 August 2010)</p>
<p style="padding-left: 30px;">* data based on www.wikipedia.com, Country Reports</p>]]></content:encoded>
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<wp:post_id>5082</wp:post_id>
<wp:post_date>2010-08-25 23:10:02</wp:post_date>
<wp:post_date_gmt>2010-08-25 12:10:02</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>Good practice in performance management - systems, tools and culture</title>
<link>http://www.smartkpis.com/blog/good-practice-in-performance-management-systems-tools-and-culture/</link>
<pubDate>Sat, 28 Aug 2010 10:11:46 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Management Tools]]></category>

		<category domain="tag" nicename="management-tools"><![CDATA[Management Tools]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5538</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 34/2010</span></h2>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg"><img class="alignright size-full wp-image-4503" title="Aurel Brudan - Performance Architect - smartkpis.com - 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg" width="160" height="238" /></a>

Oftentimes I am asked for advice on how to do performance management right. A very relevant question, as it is easier to make mistakes in deploying performance management practices rather than to get it right. Clarifying terminology and understanding the context of each entity is important in designing good performance architecture that fits its environment and cultural dynamics. Still, I consider that there are at least three key pillars of good practice in performance management:

• An integrated performance management system

• The use of tools to support the organisational evolution

• A performance culture oriented towards learning, innovation and happiness

The choice of terms is the first step to understand the merits of an integrated performance management system:
<ul>
	<li>Integrated = that harmoniously unifies separate elements into a cohesive whole</li>
	<li>Performance Management = actively driving the purposeful achievement of desired outcomes</li>
	<li>System = a whole composed of several integrated parts</li>
</ul>
These are powerful descriptive terms. Many organisations still use terms such as performance management framework, guidelines, rules and regulations, reporting. These are limited terms, flavourless and rigid. Calling it a system immediately raises questions regarding its components, their relationship and the interaction with the environment.

<!--more-->Integrated reflects a philosophical underpinning of such a system, that acts as a central nervous system for the organisation, being connected to all other systems and transferring key data related to the decision making process of the organisation. It acts as a power board, to which other systems such as budgeting, communications, quality management, production, supply chain, portfolio management are plugged in. As the backbone of the organisation, this system ensures organisational direction is followed, progress is monitored and the relevant information for decision making is communicated.

Integrated also reflects a unified approach to managing organisational, functional area and individual performance. These three levels traditionally employ independent performance management systems that in theory should talk to each other, but in practice more often than not, don’t. An integrated performance management system embodies elements from across levels, with subsystems at strategic, operational and individual level. The major difference is developing a unified performance architecture that clearly maps the integrated performance management system of the organisation, instead of trying to patch out and connect subsystems to each other.

The acknowledgement of the use of management tools is another important ingredient of a performance management journey. As humans it is in our nature to use tools to achieve desired outcomes: ploughs to farm land, trams for transport and musical instruments for playing music. In an organisational context we need tools in order to achieve more. The range of tools in performance management is very diverse, as tools in a business context relate more to conceptual tools and actions rather than physical objects:
<ul>
	<li>Key Performance Indicators</li>
	<li>Targets</li>
	<li>Performance reports</li>
	<li>Objectives</li>
	<li>Strategy Map</li>
	<li>Performance Scorecard</li>
	<li>Operational Dashboard</li>
	<li>Online performance portal</li>
	<li>Desired State of Evolution</li>
	<li>Initiatives</li>
	<li>Performance reviews</li>
	<li>Individual Performance Plans</li>
	<li>KPI catalogue</li>
	<li>Performance glossary</li>
	<li>Performance architecture</li>
</ul>
Acknowledging such tools and building a taxonomy easy to communicate/understand is an essential step towards a clear and elegant approach to developing and deploying an integrated performance management system.

While the system and tools form contribute to the structure of the performance architecture, the organisational culture brings it to life. Organisations are live entities with their own identity largely influence by the people that work together under its banner. While traditionally organisations have been managed using command and control thinking, today more and more organisations adopt systems thinking or a blend between the two. More and more knowledge workers have to make decisions independently and frequently and traditional approaches to management are falling behind.

Today, the social contract oftentimes extends beyond the traditional principal – agent (employer – employee) relationship driven by productivity and salary compensation. Nurturing employees to become the best they can be is rewarding on both personal and professional levels. An employee with a fulfilling personal life is a happier person and this happiness tends to have a positive impact on the professional life. A more accomplished employee in a professional sense also tends to impact positively on organisational performance in certain conditions.

So organisations that don’t look at the relationship with employees only in the strict sense of the principal / agent relationship may be the ones that are better at nurturing a culture of performance. Actively nurturing the personal and professional development of employees creates an environment prone to learning and innovation, where creativity and improvement emerge organically.

Such an environment requires a rewiring of the pay-for-performance mentality to learn-for-performance mentality.

A shift from performance for growth and profit to performance for achievement and happiness.

From executing strategy to architecting performance.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan
<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>

&nbsp;
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 741px; width: 1px; height: 1px; overflow: hidden;">
<p class="MsoNormal"><span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Walker, Rob 1992, “</span>Rank Xerox – Management Revolution”, <span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Long Range Planning, Vol. 25, No. 1, pp. 9 to 21</span></p>

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<wp:post_date>2010-08-28 21:11:46</wp:post_date>
<wp:post_date_gmt>2010-08-28 10:11:46</wp:post_date_gmt>
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<title>Over 5000 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-5000-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Sun, 29 Aug 2010 08:21:29 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Performance Indicator]]></category>

		<category domain="tag" nicename="performance-indicator"><![CDATA[Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5104</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 5000 performance measures documented and published</strong> in the online repository. The team focused over the last few days on publishing examples from the Information Technology, Sales &amp; Customer Service and Marketing &amp; Communication functional areas. Examples  from the  Hospitality &amp; Tourism and Healthcare sectors were also added to the KPIs repository.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (452)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (345)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (334)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (225)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (179)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (179)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (582)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (378)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (266)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (241</a>)</li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (176)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Incidents-per-PC-228.html" target="_blank"># Incidents per PC</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
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<wp:post_id>5104</wp:post_id>
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<title>Managing organizational performance by integrating finance efficiency and business insight - IBM 2010 Global CFO study</title>
<link>http://www.smartkpis.com/blog/managing-organizational-performance-by-integrating-finance-efficiency-and-busines-insight-ibm-2010-global-cfo-study/</link>
<pubDate>Tue, 31 Aug 2010 07:32:30 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[IBM Global CFO Study]]></category>

		<category domain="tag" nicename="ibm-global-cfo-study"><![CDATA[IBM Global CFO Study]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Research]]></category>

		<category domain="tag" nicename="research"><![CDATA[Research]]></category>

		<category domain="tag"><![CDATA[Value integrator]]></category>

		<category domain="tag" nicename="value-integrator"><![CDATA[Value integrator]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5132</guid>
<description></description>
<content:encoded><![CDATA[The latest <strong>IBM 2010 - Global CFO study</strong>, based on input from more than 1,900 Chief Financial Officers (CFOs) and senior Finance leaders worldwide brings new and valuable insights regarding the financial effectiveness and performance of organizations.

The study main findings reveal that organization’s finance effectiveness lags. More than 45% of the CFOs indicated that their Finance organizations are not effective in the areas of strategy, information integration and risk and opportunity management. This comes in the context in which, since 2005, the importance of integrating information has more than doubled, while the priority of the enterprise risk management has risen 93%, according with the same study.

The organization assessment process is based on nine dimensions that cover core financial and enterprise focused activities. The results show that Finance faces a widening execution gap, with expectations rising faster than effectiveness.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/2010-CFO-study-smartkpis.jpg"><img class="aligncenter size-full wp-image-5133" title="2010 CFO study - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/2010-CFO-study-smartkpis.jpg" width="650" height="310" /></a><span style="color: #888888;">Source: 2010 IBM Global CFOs study</span></p>
<!--more-->Despite the increased lag of finance efficiency and performance, the study identified a group of organizations called “Value Integrators”, which stand apart from their peers. A combination of two primary capabilities that are strongly associated with outperformance sets them apart:
<p style="padding-left: 60px;">• <strong>Finance efficiency</strong> – <em>“The degree of process and data commonality across Finance”</em></p>
<p style="padding-left: 60px;">• <strong>Business insight</strong> – <em>“The maturity level of Finance talent, technology and analytical capabilities dedicated to providing optimization, planning and forward-looking insight”</em></p>
Besides the <strong>Value Integrators</strong> which are identified by the study as the most efficient organizations, three other types or organizations are nominated by the study and grouped according with the two core capabilities identified above. They are <strong>Constrained Advisors, Disciplined Operators </strong>and<strong> Scorekeepers.</strong>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/2010-Global-CFO-study-1-smartkpis.jpg"><img class="aligncenter size-full wp-image-5134" title="2010 Global CFO study 1 - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/2010-Global-CFO-study-1-smartkpis.jpg" width="500" height="300" /></a><span style="color: #888888;">Source: 2010 IBM Global CFOs study</span></p>
The fact, that the Value Integrators outperform by far the other types of companies can be easily depicted by looking at the 9 core dimensions that picture the finance capability. Although Value Integrators outperform the other organizations across all 9 dimensions, three of them sets them apart.
<p style="padding-left: 60px;">• Supporting, managing and mitigating enterprise risk</p>
<p style="padding-left: 60px;">• Measuring and monitoring business performance, and</p>
<p style="padding-left: 60px;">• Driving integration of information across the enterprise</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/2010-Global-CFO-study-2-smartkpis.jpg"><img class="aligncenter size-full wp-image-5135" title="2010 Global CFO study 2 - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/2010-Global-CFO-study-2-smartkpis.jpg" width="500" height="300" /></a><span style="color: #888888;">Source: 2010 IBM Global CFOs study</span></p>
<p style="text-align: justify;">The study also revealed that when comparing the four different organizational profiles the most striking contrast appeared during the financial analysis. The Value Integrators outperform in all performance measures analyzed spanning across balance sheet, profit and loss and cash flow results areas.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/2010-Global-CFO-study-3-smartkpis.jpg"><img class="aligncenter size-full wp-image-5136" title="2010 Global CFO study 3 - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/2010-Global-CFO-study-3-smartkpis.jpg" width="500" height="200" /></a><span style="color: #888888;">Source: 2010 IBM Global CFOs study</span></p>
Despite the fact that the biggest differences between organizations appear across their core finance competencies, major gaps appear also when looking at the enterprise focused activities. Thus the 2010 Global CFO study confirms previous research that already demonstrated that higher adoption of standards and stronger business insight help improve finance effectiveness and overall organizational performance. Integration between different dimensions and areas of expertise lead to a better strategic focus across all organizational levels, better and more informed decisions which thus lead to better overall performance.

<a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">smartKPIs.com</a> contains popular Key Performance Indicators (KPIs) examples used in monitoring organisational financial efficiency and effectiveness. For further examples of financial KPIs  explore the <a href="http://www.smartkpis.com/kpi/functional-areas/finance/" target="_blank">Financial KPI examples </a>section on the library of KPI examples  available on smartkpis.com (smartKPIs.com, 2010).

<strong>References</strong>
<ul>
	<li>IBM - Global CFO study 2010, The New Value Integrator - insights from the Global Chief Financial Officer study, available at <a href="http://www-935.ibm.com/services/us/cfo/cfostudy2010/index.html" target="_blank">http://www-935.ibm.com/services/us/cfo/cfostudy2010/index.html</a>, (accessed at 01 September 2010)</li>
	<li>smartKPIs.com 2010, Efficiency and effectiveness KPI examples, available at <a href="http://www.smartkpis.com/kpi/functional-areas/finance/" target="_blank">http://www.smartkpis.com/kpi/functional-areas/finance/</a>,  (accessed 01 September 2010)</li>
</ul>]]></content:encoded>
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<wp:post_id>5132</wp:post_id>
<wp:post_date>2010-08-31 18:32:30</wp:post_date>
<wp:post_date_gmt>2010-08-31 07:32:30</wp:post_date_gmt>
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<title>2010 winners of the Euromoney Awards for Excellence in Banking</title>
<link>http://www.smartkpis.com/blog/2010-winners-of-the-euromoney-awards-for-excellence-in-banking/</link>
<pubDate>Wed, 01 Sep 2010 07:31:37 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Banking]]></category>

		<category domain="tag" nicename="banking"><![CDATA[Banking]]></category>

		<category domain="tag"><![CDATA[Credit Suisee]]></category>

		<category domain="tag" nicename="credit-suisee"><![CDATA[Credit Suisee]]></category>

		<category domain="tag"><![CDATA[Deutsche Bank]]></category>

		<category domain="tag" nicename="deutsche-bank"><![CDATA[Deutsche Bank]]></category>

		<category domain="tag"><![CDATA[Euromoney Awards for Excellence]]></category>

		<category domain="tag" nicename="euromoney-awards-for-excellence"><![CDATA[Euromoney Awards for Excellence]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Vilkram Pandit]]></category>

		<category domain="tag" nicename="vilkram-pandit"><![CDATA[Vilkram Pandit]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5116</guid>
<description></description>
<content:encoded><![CDATA[The most prestigious awards in the global banking industry – the <strong><em>Euromoney</em> Awards for Excellence</strong> – have reached their 19<sup>th</sup> edition, announcing the winners for the year 2010.

<strong>Credit Suisse</strong> was awarded the title of <strong>best global bank</strong>, considered by<em> Euromoney</em> the best-run bank in the world today, due to its successful execution on a new strategy and high returns on a rather low-risk business model (Euromoney 2010).

For the category <strong>best investment bank</strong>, the winner was <strong>Deutsche Bank</strong>, also appraised for its ability to  produce superior results and provide value for the clients, while fundamentally renewing its core model, reducing risk and facing high staff turnover.

The title for the <strong>first banker</strong> of the year has been awarded to <strong>Vikram Pandit</strong>, the man who restructured Citigroup, restoring the bank to profitability.

As for the 2009 winner of the best global bank award, <strong>HSBC</strong>, the bank had another successful year in 2010, winning four awards (more than any other bank), among which the prestigious emerging markets bank of the year.

<strong>About <em>Euromoney </em>Awards for Excellence <a href="http://www.smartkpis.com/blog/wp-content/uploads/Euromoney-Awards-for-Excellence-in-Banking-20101.gif"><img class="alignright size-full wp-image-5125" title="Euromoney Awards for Excellence in Banking 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Euromoney-Awards-for-Excellence-in-Banking-20101.gif" width="300" height="207" /></a>
</strong>

The Awards for Excellence are released annually since 1992 by the most prestigious financial markets magazine, <em>Euromoney</em>.

To establish the winners for each category, banks are invited to submit their credentials which are analyzed by a committee of senior journalists from <em>Euromoney</em>, chaird by the editor, Clive Horwood. 25 global awards for banking and capital markets and best banks and securities houses are now incorporated (such as best global bank, best M&amp;A house, banker of the year, regional award winners and country award winners by region).
<p style="text-align: right;"><span style="color: #888888;">Source: Euromoney (2010)</span></p>
The methodology combines qualitative data with informed subjective judgments to award the financial institutions that bring the highest level of service and expertise to their customers.

<strong>Reference</strong>
<ul>
	<li>Euromoney, <em>Euromoney Awards for Excelence 2010</em>, available at: <a href="http://www.euromoney.com/Article/2621461/Category/16/ChannelPage/3312/Euromoney-Awards-for-Excellence-2010.html" target="_blank">http://www.euromoney.com/Article/2621461/Category/16/ChannelPage/3312/Euromoney-Awards-for-Excellence-2010.html</a> (accessed 30 August 2010).</li>
</ul>]]></content:encoded>
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<title>Measuring performance in non-profit organisations</title>
<link>http://www.smartkpis.com/blog/measuring-performance-in-non-profit-organisations/</link>
<pubDate>Wed, 01 Sep 2010 14:49:47 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Microfinance Institutions]]></category>

		<category domain="tag" nicename="microfinance-institutions"><![CDATA[Microfinance Institutions]]></category>

		<category domain="tag"><![CDATA[Non-Governmental]]></category>

		<category domain="tag" nicename="non-governmental"><![CDATA[Non-Governmental]]></category>

		<category domain="tag"><![CDATA[Non-Profit]]></category>

		<category domain="tag" nicename="non-profit"><![CDATA[Non-Profit]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[The Global Fund]]></category>

		<category domain="tag" nicename="the-global-fund"><![CDATA[The Global Fund]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5158</guid>
<description></description>
<content:encoded><![CDATA[A recent <a href="../" target="_blank">www.smartKPIs.com blog</a> post, <strong>'<a href="http://www.smartkpis.com/blog/2010/06/02/social-and-financial-performance-of-microfinance-institutions/" target="_blank">Social and Financial Performance of Microfinance Institutions'</a>, </strong>outlined that Microfinance Institutions (MFIs) are strongly associated with a social mission, therefore <strong>MFIs performance</strong> focuses both on<strong> social impact and financial outcomes</strong> (smartKPIs.com, 2010).

In turn,<strong> Non-profit organisations </strong>manage and measure performance using various KPIs in order to cover <strong>social impact performance, financial and grant performance,</strong> as well as <strong>effectiveness </strong>and other <strong>operational</strong> aspects. However, in comparison to MFIs, non-profit organisations use specific KPIs for their domain and less customer oriented indicators.

A newly published KPI in practice, <strong>The Global Fund to Fight AIDS, Tuberculosis and Malaria</strong>, presents a customized approach regarding performance management, by developing its own performance framework with annual KPIs for review.

Their<strong> performance framework </strong>is shaped as a pyramid, building from an assessment of the core functions of the Global Fund Secretariat at the base, through evaluation of grant performance and the effectiveness of Global Fund financing, to measuring the impact achieved on the three epidemics: AIDS, Tuberculosis and Malaria (The Global Fund, 2010).
<p style="text-align: center;"><strong>Framework Overview</strong></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Framerwork-Overview.jpg"><img class="size-full wp-image-5160 aligncenter" title="Framework Overview" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Framerwork-Overview.jpg" width="553" height="410" /></a><span style="color: #888888;">Source: The Global Fund (2010)</span></p>
<p style="text-align: left;"><!--more-->The performance framework implementation presents the following <strong>benefits</strong>:</p>

<ul>
	<li>differentiating the organizational performance of the Global Fund and the performance of the Secretariat’s internal operations</li>
	<li>facilitating the assignment of responsibilities to different teams</li>
	<li>offering a stable and comprehensive measurement framework over time</li>
	<li>grouping KPIs into different areas of performance</li>
	<li>aligning the reporting frequencies with the data availability and reporting systems (The Global Fund, 2010).</li>
</ul>
For additional information with regards to The Global Fund KPI in practice and for further examples of non-profit performance reports explore the<a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/non-profit-non-governmental/" target="_blank">Non-Profit / Non-governmental KPIs in practice </a>section of <strong><a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">smartkpis.com</a></strong> (smartKPIs.com 2010).

<strong>References:</strong>

The Global Fund 2010, <em>Key Performance Indicators, </em>available at: <a href="http://www.theglobalfund.org/en/performance/kpi/" target="_blank">http://www.theglobalfund.org/en/performance/kpi/</a> (accessed 1 September 2010)

smartKPIs.com 2010, <em>Social and Financial Performance of Microfinance Institutions, </em>available at: <a href="http://www.smartkpis.com/blog/2010/06/02/social-and-financial-performance-of-microfinance-institutions/" target="_blank">http://www.smartkpis.com/blog/2010/06/02/social-and-financial-performance-of-microfinance-institutions/</a> (accessed 1 September 2010)

smartKPIs.com 2010, <em>Non-Profit / Non-governmental KPIs in practice, </em>available at: <a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/non-profit-non-governmental/" target="_blank">http://www.smartkpis.com/kpi_examples_in_practice/industries/non-profit-non-governmental/</a> (accessed 1 September 2010)
<p style="text-align: center;"></p>]]></content:encoded>
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<title>Performance Management for Small and Medium Sized Enterprises (SMEs)</title>
<link>http://www.smartkpis.com/blog/performance-management-for-small-and-medium-sized-enterprises-smes/</link>
<pubDate>Thu, 02 Sep 2010 13:20:15 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Mike Bourne]]></category>

		<category domain="tag" nicename="mike-bourne"><![CDATA[Mike Bourne]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Small and Medium Sized Enterprise]]></category>

		<category domain="tag" nicename="small-and-medium-sized-enterprise"><![CDATA[Small and Medium Sized Enterprise]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5169</guid>
<description></description>
<content:encoded><![CDATA[Small and medium-sized enterprises (SMEs) have<strong> </strong>particular characteristics (such as limited resources, strong personal influence of the owner-manager etc.) that make the management of their operations and strategy different from those of large corporations. Oftentimes strategy is not that well-articulated, processes are not that configured and there are not so many standards and management procedures.

Analyzing how performance management and measurement can add value in such a context, considering the resources it requires and the particularities of SMEs, can be extremely valuable for small business owners. However, literature and practice have rather a limited contribution to describing performance management in SMEs and evaluating the adequacy of practices in this context (Hudson, Smart &amp; Bourne 2004). The limitation of resources in the case of SMEs determines that dimensions such as <strong>quality </strong>and <strong>timing</strong> are critical in order to attain high levels of productivity. Also, reliance on a limited number of customers determines that in order to keep their share of the market, SMEs deliver <strong>high levels of customer satisfaction</strong> and have be very flexible to changes in the market. From a financial point of view, profitability, costs analysis and revenues are crucial for both large and small businesses, but in the case of SMEs, they find it more difficult to <strong>accommodate to short-term fluctuations</strong>. Flatter organizational structures that usually characterize SMEs make that an employee has more job roles and sometimes more complex and demanding. Thus, <strong>motivation and training are vital</strong> to have well functioning human resources in SMEs.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/performance-management-system-for-smes.png"><img class="size-full wp-image-5177 aligncenter" title="performance management system for smes" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/performance-management-system-for-smes.png" width="634" height="500" /></a></p>
<p style="text-align: center;">Source: Uttarkar &amp; Sengupta (2010)</p>
<!--more-->

Utturkar &amp; Sengupta (2010) argue that in small and medium organizations, the time taken for mistakes to cause effects is far less than in large organizations, thus periodic appraisals are vital to avoid themAccording to them, the performance management system in SMEs should:
<ul>
	<li>Make sense in the business context</li>
	<li>Correlate to the organizational culture</li>
	<li>Match the business and workforce's level of maturity</li>
	<li>Be process, not compliance focused</li>
</ul>
The main drawback of implementing performance management in SMEs comes from the <strong>resources and time it requires</strong>. However, to surmount these barriers, the approach to emplyying perfromance management principles in SMEs needs to be very resource effective and produce both short time and long time effects (i.e. short time focus is a common characteristic in SMEs, thus momentum and enthusiasm should be kept). It should also be flexible enough to accommodate repeated strategic changes. In other words, to keep the relevance of the performance measures, the process should be iterative so as to regularly surface the current strategy (Hudson, Smart &amp; Bourne 2004).

<strong>References</strong>
<ul>
	<li>Hudson, M, Smart, A &amp; Bourne, M 2004, ‘Theory and practice in SME performance measurement systems,’ <em>International Journal of Operations &amp; Production Management</em>, vol. 21, no. 8, pp. 1096 – 1115.</li>
	<li>Uttarkar, S &amp; Sengupta, M 2010, <em>Performance Management for SMEs</em>, available at: <a href="http://smejoinup.wordpress.com/2010/03/28/performance-management-for-smes/" target="_blank">http://smejoinup.wordpress.com/2010/03/28/performance-management-for-smes/</a> (accessed 1 September 2010)</li>
</ul>]]></content:encoded>
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<title>10 Key Performance Indicators for 2010</title>
<link>http://www.smartkpis.com/blog/10-key-performance-indicators-for-2010/</link>
<pubDate>Sat, 04 Sep 2010 07:12:44 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Employee Engagement]]></category>

		<category domain="tag" nicename="employee-engagement"><![CDATA[Employee Engagement]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Net Promoter Score]]></category>

		<category domain="tag" nicename="net-promoter-score"><![CDATA[Net Promoter Score]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5726</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 35/2010</span></h2>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg"><img class="alignright size-full wp-image-4503" title="Aurel Brudan - Performance Architect - smartkpis.com - 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg" width="160" height="238" /></a>

smartKPIs.com contains over 5,000 KPI examples from 14 functional areas and 24 industries. A question raised by many is: <em>'If you are to pick a handful, which ones would stand out?'</em>

I have selected below 10 KPI examples of what we consider to be smartKPIs: they are widely used and relevant, the superstars of KPIs. This is not to say any company should use them. Simply, a list of 10 KPI examples anyone should take note of:

<strong>% Net profit rate</strong> – A profitable business is a sustainable business. It is however important to have realistic expectations. Returns of over 30% may be speculative, while in some economies returns of under 5% are lower than interest rates.

<strong>$ Revenue</strong> – Growing revenue is an expression of having the right product/service mix, supported by the right team delivered at the right time. Converting opportunities in sales is the essence of a sustainable business.

<strong> % Profitable customers</strong> – getting the balance right is the basis for financial success. Although oftentimes it is difficult to track, it is ads a great deal of insight and informs decision making. Activity based costing is key to getting this indicator right.

<strong><!--more--># Net Promoter Score </strong>– having customers that are not only satisfied, but are actively endorsing a company/product/service. Recently is has become a favourite indicator of customer satisfaction, due to its simplicity and relevance.

<strong>% On-time delivery</strong> – an operational focused KPI with wide reaching implications. It can be used in a variety of industries and functional areas, as time is an important resource to anyone. Oftentimes it acts as a bottleneck as it is influenced by many indicators and it impacts a great deal of other indicators.

<strong> % Projects on time, on budget and according to specifications </strong>– getting the triangle right is difficult and priorities may vary from one project to another. It is however a useful base to start from. Can be customised as per the preference of project boards and project managers to cover only specific aspect of the triangle.

<strong> % Processes optimised</strong> – one key managerial responsibility is creating the right environment for the staff members to operate in. This includes using a management system that is well thought of and refined. Mapping and improving work processes is key to using a performance oriented architecture.

<strong> # Employee engagement</strong> – Some say money can’t buy it. It is that extra level of commitment that is induced by motivating purposes, inspiring leaders and working environments that facilitate happiness in the professional life.

<strong> # Proposed improvement ideas per employee</strong> – inspired by H.W. Heinrich’s work in the 1930s or "the Pyramid Theory" as some call it. They main results are visible at the top, but you need to monitor the base to ensure the right outcomes are achieved.

<strong> $ Investment in learning per employee</strong> – Not the ideal indicator of training impact, but a widely used substitute. It monitors both training spend and the wide allocation of funds to avoid serial trainees.

An issue with KPI examples is that names don’t tell the complete story. To find out more about each of these examples and thoroughly understand them a separate blog post would be required for each, complemented by a complete KPI documentation form. In the meantime, <a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a> is available to further explore relevant and well documented KPI examples.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan
<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>

&nbsp;
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 741px; width: 1px; height: 1px; overflow: hidden;">
<p class="MsoNormal"><span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Walker, Rob 1992, “</span>Rank Xerox – Management Revolution”, <span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Long Range Planning, Vol. 25, No. 1, pp. 9 to 21</span></p>

</div>]]></content:encoded>
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<title>The European Life Long Learning Index (ELLI) 2010</title>
<link>http://www.smartkpis.com/blog/the-european-life-long-learning-index-elli-2010/</link>
<pubDate>Mon, 06 Sep 2010 11:10:48 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[ELLI Index]]></category>

		<category domain="tag" nicename="elli-index"><![CDATA[ELLI Index]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Life Long Learning]]></category>

		<category domain="tag" nicename="life-long-learning"><![CDATA[Life Long Learning]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5197</guid>
<description></description>
<content:encoded><![CDATA[A recent study <em>„The European ELLI Index 2010 - Making Lifelong Learning Tangible!“</em> presents the results of the European Lifelong Learning Index for 2010 and compares Europe’s progress in lifelong learning. <strong>The European Lifelong Learning Index (ELLI)</strong> is used on annual basis to measure the <strong>performance of learning</strong> throughout different stages and learning environments (school, community, work, home life).

This index measures learning in four domains based on the UNESCO framework completed by Jaques Delors:
<ul>
	<li>learning to know -  formal education</li>
	<li>learning to do - vocational learning</li>
	<li>learning to live - learning for social cohesion</li>
	<li>learning to be - learning as personal growth.</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/ELLI-Index-Results-20101.jpg"><img class="aligncenter  wp-image-5202" title="ELLI Index Results 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/ELLI-Index-Results-20101.jpg" width="637" height="450" /></a><span style="color: #888888;">Source: ELLI (2010)</span></p>
<strong><!--more-->ELLI is a Composite Index that compiles 36 indicators that reflect learning perspectives</strong>. This measurement instrument combines indicators and statistics in order to measure, monitor and analyze trends at regional and international level. Some of the indicators presents learning activities, such as:
<ul>
	<li>% Participation rate in formal and training courses</li>
	<li>% Employees participating in vocational training</li>
	<li>% Participation in active citizenship</li>
	<li>% Participation in cultural activities etc.</li>
</ul>
Besides the country comparison, the study illustrates the ELLI concept and methodology, as well as how fundamental interrelations between lifelong learning, social and individual wellbeing are taken account for in the index (ELLI, 2010).

<strong>References:</strong>

ELLI 2010, <em>The European ELLI Index 2010 - Making Lifelong Learning Tangible!, </em>available at: <a href="http://www.deutscher-lernatlas.de/" target="_blank">http://www.deutscher-lernatlas.de/</a> (accessed 3 September 2010)]]></content:encoded>
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<wp:post_id>5197</wp:post_id>
<wp:post_date>2010-09-06 22:10:48</wp:post_date>
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<title>Measuring the well-being of children - Key National Indicators 2010</title>
<link>http://www.smartkpis.com/blog/measuring-the-well-being-of-children-key-national-indicators-2010/</link>
<pubDate>Tue, 07 Sep 2010 11:02:57 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Personal performance]]></category>

		<category domain="category" nicename="personal-performance"><![CDATA[Personal performance]]></category>

		<category domain="tag"><![CDATA[America's Children]]></category>

		<category domain="tag" nicename="americas-children"><![CDATA[America's Children]]></category>

		<category domain="tag"><![CDATA[Health Insurance Coverage]]></category>

		<category domain="tag" nicename="health-insurance-coverage"><![CDATA[Health Insurance Coverage]]></category>

		<category domain="tag"><![CDATA[The Federal Interagency Forum on Child and Family Statistics]]></category>

		<category domain="tag" nicename="the-federal-interagency-forum-on-child-and-family-statistics"><![CDATA[The Federal Interagency Forum on Child and Family Statistics]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5224</guid>
<description></description>
<content:encoded><![CDATA[A recent edition of the <em>America's Children: Key National Indicators of Well-Being</em> report<em>, </em>published each year since 1997 by the Federal Interagency Forum on Child and Family Statistics, presents updated results with regards to the well-being of children and families living in the USA.

The report covers several children and youth well-being domains such as: family and social environment, economic circumstances, healthcare, physical environment and safety, behavior, education, and health. Its purpose is to provide statistical information on children and families in an easy-to-use format in order to stimulate discussion among data providers, policy makers and members of the public<strong> </strong>(The Federal Interagency Forum on Child and Family Statistics, 2010).
<p style="text-align: center;"><strong><span style="color: #888888;">Children ages 0–17 covered by health insurance at some time during the year by type of health insurance, 1987–2008</span></strong></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/PERCENTAGE-OF-CHILDREN-AGES-0–17-COVERED-BY-HEALTH-INSURANCE-AT-SOME-TIME-DURING-THE-YEAR-BY-TYPE-OF-HEALTH-INSURANCE-1987–2008.jpg"><img class="aligncenter size-full wp-image-5226" title="PERCENTAGE OF CHILDREN AGES 0–17 COVERED BY HEALTH INSURANCE AT SOME TIME DURING THE YEAR BY TYPE OF HEALTH INSURANCE, 1987–2008" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/PERCENTAGE-OF-CHILDREN-AGES-0–17-COVERED-BY-HEALTH-INSURANCE-AT-SOME-TIME-DURING-THE-YEAR-BY-TYPE-OF-HEALTH-INSURANCE-1987–2008.jpg" width="600" height="288" /></a><span style="color: #888888;">Source<span style="color: #888888;">: </span></span><span style="color: #888888;">The Federal Interagency Forum on Child and Family Statistics (2010)</span></p>
<p style="text-align: center;"><span style="color: #888888;">
</span></p>
<!--more-->Children with health insurance (public or private) are more likely than children without insurance to have a regular and accessible source of health care.

The figure above indicates that in 2008, 90% of children had health insurance coverage at least some time during the year, while the number of children without coverage at any time during the year reached up to 7.3 million. The percentage of children with public health insurance increased with 2% since 2007, reaching up to 33% in 2008.

&nbsp;

Among <strong>other statistically significant results</strong> within the report are:
<ul>
	<li>The decrease in births to adolescents, from 22.2 per 1,000 girls ages 15–17 to 21.7 per 1,000</li>
	<li>Eighth graders' average mathematics scale score increased, from 281 to 283</li>
	<li>The proportion of youth ages 16–19 neither enrolled in school nor working increased from 8% to 9%.</li>
</ul>
<strong>References:</strong>

The Federal Interagency Forum on Child and Family Statistics 2010, <em>America's Children In Brief: Key National Indicators of Well-Being, 2010, </em>available at: <a href="http://www.childstats.gov/americaschildren/index.asp" target="_blank">http://www.childstats.gov/americaschildren/index.asp</a> (accessed 06 September 2010)]]></content:encoded>
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<wp:post_id>5224</wp:post_id>
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<title>Over 900 Key Performance Indicators (KPI) in practice reports on smartkpis.com</title>
<link>http://www.smartkpis.com/blog/over-900-key-performance-indicators-kpi-in-practice-reports-on-smartkpis-com/</link>
<pubDate>Wed, 08 Sep 2010 11:33:10 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

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		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5243</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered members can now learn about how companies use Key Performance Indicators (KPIs) to monitor their performance by reviewing <strong>over 900 <em>KPIs in practice</em> reports documented and published</strong> in the online repository. The <strong>smartKPIs.com</strong> team focused in the last month on publishing reports from  Education &amp; Training and Financial Institutions industry. <em>KPIs in practice</em> reports specific to the Manufacturing, Utilities and Resource industries were also added to the database.

<!--more-->The <em>KPIs in practice</em> repository now contains reports from over <strong>120 countries</strong>, as diverse as <strong><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/jordan/" target="_blank">Jordan</a></strong>, <a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/japan/" target="_blank"><strong>Japan</strong></a>, <a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/new-zealand/" target="_blank"><strong>New Zealand</strong></a>, <strong><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/romania/" target="_blank">Romania</a></strong>,<a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/singapore/" target="_blank"> <strong>Singapore, </strong></a><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/mauritius/" target="_blank"><strong>Mauritius</strong></a> or <a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/bermuda/" target="_blank"><strong>Bermuda</strong></a>. The countries with the highest number of KPIs in practice reports are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/united-states/" target="_blank">United States (255)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/united-kingdom/" target="_blank">United Kingdom (123)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/australia/" target="_blank">Australia (78)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/canada/" target="_blank">Canada (51)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/germany/" target="_blank">Germany (43)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/financial-institutions/" target="_blank">Financial Institutions (154)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/manufacturing/" target="_blank">Manufacturing (130)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/healthcare/" target="_blank">Healthcare (79)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/transportation/" target="_blank">Transportation (68)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/education-training/" target="_blank">Education &amp; Training (56)</a></li>
</ul>
Example of a documented KPIs in practice report<strong>: <a href="http://www.smartkpis.com/kpi_examples_in_practice/Panama-Canal-Authority-performance-report-Ports-industry-1164.html" target="_blank">Panama Canal Authority</a><a href="http://www.smartkpis.com/kpi_examples_in_practice/google-performance-report-other-industry-958.html" target="_blank">
</a></strong>
<h3><em>KPIs in Practice</em> user experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn</strong>: To learn more about Performance Management and Key  Performance Indicators visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">KPIs 101 section</a>.</li>
	<li><strong>Explore</strong>: To explore the <strong><em>KPIs in Practice</em></strong> catalog by navigating the functional area and industry directory, visit  the <a href="http://www.smartkpis.com/kpi_examples_in_practice/browse-kpis/" target="_blank">Browse<em><strong> KPIs in Practice</strong></em> section</a>.</li>
	<li><strong>Customize</strong>: To build your customized catalog of <strong><em>KPIs in  Practice </em></strong>reports by saving favorite reports for later use, visit  the <a href="http://www.smartkpis.com/kpi_examples_in_practice/user-kpis.html" target="_blank">My  <em><strong>KPIs in Practice</strong></em> section</a>.</li>
	<li><strong>Contribute</strong>: To propose a new example of<strong><em> KPIs in  Practice</em></strong> report, visit the <a href="http://www.smartkpis.com/kpi_examples_in_practice/submit.html" target="_blank">Submit <em><strong>KPIs in Practice</strong></em> report section</a>.</li>
	<li><strong>Collaborate</strong>: To collaborate with other users and to discuss <em><strong>KPIs  in Practice</strong></em> reports, add comments on each <a href="http://www.smartkpis.com/kpi_examples_in_practice/united-states-postal-service-performance-report-postal-and-courier-services-industry-61.html" target="_blank"><em><strong>KPIs in Practice</strong></em> report description page</a>.</li>
</ul>]]></content:encoded>
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<wp:post_id>5243</wp:post_id>
<wp:post_date>2010-09-08 22:33:10</wp:post_date>
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<title>smartKPIs.com TV - Measuring Cuteness - Mali and Jazz</title>
<link>http://www.smartkpis.com/blog/smartkpis-com-tv-%e2%80%93-mali-and-jazz/</link>
<pubDate>Thu, 09 Sep 2010 12:41:27 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

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		<category domain="tag"><![CDATA[Mali]]></category>

		<category domain="tag" nicename="mali"><![CDATA[Mali]]></category>

		<category domain="tag"><![CDATA[measuring cuteness]]></category>

		<category domain="tag" nicename="measuring-cuteness"><![CDATA[measuring cuteness]]></category>

		<category domain="tag"><![CDATA[Melbourne baby elephant]]></category>

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		<category domain="tag"><![CDATA[pogomix.net]]></category>

		<category domain="tag" nicename="pogomix-net"><![CDATA[pogomix.net]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5262</guid>
<description></description>
<content:encoded><![CDATA[A couple of weeks ago, smartKPIs.com celebrated a new milestone by reaching the <strong>5,000 documented Key Performance Indicator (<a href="http://www.smartkpis.com/dashboard/" target="_blank">KPI</a> ) examples mark</strong>.

The team has prepared a special video to mark the occasion and the launch of the <a href="http://www.youtube.com/user/smartkpis" target="_blank">smartKPIs YouTube channel</a>.

Enjoy Mali and Jazz:

<object style="width: 595px; height: 367px;" classid="clsid:d27cdb6e-ae6d-11cf-96b8-444553540000" width="595" height="367" codebase="http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0"><param name="src" value="http://www.youtube.com/v/p2DRKzK8rvM?fs=1&amp;hl=en_US" /><embed style="width: 595px; height: 367px;" type="application/x-shockwave-flash" width="595" height="367" src="http://www.youtube.com/v/p2DRKzK8rvM?fs=1&amp;hl=en_US"></embed></object>

<span style="color: #888888;">Music credits: <a href="http://www.pogomix.net" target="_blank">www.pogomix.net</a></span>]]></content:encoded>
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<wp:post_id>5262</wp:post_id>
<wp:post_date>2010-09-09 23:41:27</wp:post_date>
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<title>A taxonomy of sources used for KPI selection</title>
<link>http://www.smartkpis.com/blog/a-taxonomy-of-sources-used-for-kpi-selection/</link>
<pubDate>Sat, 11 Sep 2010 07:23:56 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI Selection]]></category>

		<category domain="tag" nicename="kpi-selection"><![CDATA[KPI Selection]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5742</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 36/2010</span></h2>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg"><img class="alignright size-full wp-image-4503" title="Aurel Brudan - Performance Architect - smartkpis.com - 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg" width="160" height="238" /></a>

Working with Key Performance Indicators (KPIs) requires selecting a group of relevant KPIs first. There are many options for this: start with a blank page, review other sources, or get someone else (such as a consultant) to do this for you among others.

Some of the general rules to follow on embarking on such a journey are:
<ol>
	<li>Do your research. Selecting KPIs is a learning experience, a journey in itself. There are many insights to gain by taking it step by step instead of just getting to the destination. Research is an important component of this journey.</li>
	<li>Acknowledge the uniqueness of your environmental settings. While some KPIs are widely used across organisations (i.e. % Satisfied customers, $ Sales revenue and % Profit rate), others are unique to each organisations as they reflect their strategy and specific conditions of operating. Each organisation should select the KPIs based on their relevance and not on their popularity.</li>
	<li>Clarify what you want to achieve. If you want to improve things and learn from KPIs, you should not avoid selecting challenging KPIs, difficult to measure or difficult to improve. The easy choice is selecting KPIs that make you look good. While this may serve some purpose on the short term, on the medium to long term it will impact the relevance and credibility of KPIs in the organisation.</li>
</ol>
<!--more-->Having these general rules in mind, the question is: “<em>Where do we do our research to inform the KPI selection process?</em>”. The main sources of information can be grouped in three categories:

<strong>Primary Sources</strong>
<ul>
	<li>Front-line employees input – they are at the core of the value generation chain and know what matters for operational success.</li>
	<li>Input from managers – due to their perspective across the value generation process, role in shaping strategy and their relationship with various stakeholders.</li>
	<li>Board input – in many instances they mandate the use of specific KPIs and their selection in strategic / operational is non-negotiable.</li>
	<li>Input from suppliers – their insight in the supply chain is valuable as they can bring an external perspective to what needs to be measured and improved</li>
	<li>Customer input – their opinion matters.</li>
</ul>
<strong>Secondary sources</strong>
<ul>
	<li>Strategic development plan (3-5 years)</li>
	<li>Annual business/strategic plan</li>
	<li>Annual reports</li>
	<li>Internal operational reports</li>
	<li>Competitor review reports</li>
</ul>
<strong>External sources</strong>
<ul>
	<li>Printed catalogues (books such as: <a href="http://astore.amazon.com/smartkpis-20/detail/0273653342" target="_blank">Performance Prism</a>)</li>
	<li>Online catalogue (<a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a>)</li>
	<li>Annual reports of other organisations (a good repository is <a href="http://www.smartkpis.com/kpi_examples_in_practice/dashboard/" target="_blank">KPIs in Practice</a>)</li>
	<li>Expert advice (recommended lists such as the one in <a href="http://www.smartkpis.com/blog/2010/09/04/10-key-performance-indicators-for-2010/" target="_blank">Performance Architect Update 35</a>)</li>
	<li>Questions in discussion forums (such as <a href="http://www.linkedin.com/groups?about=&amp;gid=2379374&amp;trk=anet_ug_grppro" target="_blank">LinkedIn</a> or <a href="http://www.smartkpis.com/answers/" target="_blank">Answers</a>)</li>
</ul>
Individually or in combined, these sources can generate a list of prospective candidates for KPI selection, anchored to organisational objectives. Ultimately the decision on which KPIs will be used should be based on discussions within the organisation to determine the most relevant ones. Consultants can be useful in this process as facilitators, but not necessarily as “fountains of truth”. Their role should be more as guides on this journey, providing tools, information and advice, but not developing the final list of selected KPIs in an ivory tower. Enjoy the journey!

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan
<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>

&nbsp;
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 741px; width: 1px; height: 1px; overflow: hidden;">
<p class="MsoNormal"><span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Walker, Rob 1992, “</span>Rank Xerox – Management Revolution”, <span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Long Range Planning, Vol. 25, No. 1, pp. 9 to 21</span></p>

</div>]]></content:encoded>
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<wp:post_id>5742</wp:post_id>
<wp:post_date>2010-09-11 18:23:56</wp:post_date>
<wp:post_date_gmt>2010-09-11 07:23:56</wp:post_date_gmt>
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<title>Country Brand Index 2009 – USA, Canada and Australia atop the list</title>
<link>http://www.smartkpis.com/blog/country-brand-index-2009-%e2%80%93-usa-canada-and-australia-atop-the-list/</link>
<pubDate>Mon, 13 Sep 2010 09:55:13 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Brand Awareness]]></category>

		<category domain="tag" nicename="brand-awareness"><![CDATA[Brand Awareness]]></category>

		<category domain="tag"><![CDATA[Canada]]></category>

		<category domain="tag" nicename="canada"><![CDATA[Canada]]></category>

		<category domain="tag"><![CDATA[FutureBrand]]></category>

		<category domain="tag" nicename="futurebrand"><![CDATA[FutureBrand]]></category>

		<category domain="tag"><![CDATA[Marketing and Communications]]></category>

		<category domain="tag" nicename="marketing-and-communications"><![CDATA[Marketing and Communications]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

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<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/future-brand-smartkpis-1.jpg"><img class="aligncenter size-full wp-image-5274" title="future brand - smartkpis 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/future-brand-smartkpis-1.jpg" width="650" height="150" /></a><strong></strong>

<strong>United States of America</strong> tops the list of the best country brands in 2009, followed by <strong>Canada</strong> and <strong>Australia</strong>. The<em> Country Brand Index</em> rankings revealed by <em>FutureBrand</em> for several years now is recognized as the most complete and thorough evaluation of a country brand.<!--more-->
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/CBI2009-smartkpis.jpg"><img class="aligncenter size-full wp-image-5280" title="CBI2009 - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/CBI2009-smartkpis.jpg" width="440" height="230" /></a><span style="color: #888888;">Source: FutureBrand, 2010</span></p>
<strong>How is the Country Brand Index put together?</strong>

A country brand is more than just a logo (Marazza, 2007). A country is a complex product, defined by far more than the land outlined by its borders. A country is a political, economical, cultural, historical and linguistic entity. Thus, a country brand can become hard to be defined and evaluated according with its true value.

FutureBrand has developed a three tiered methodology for examining and ranking country brands that permits data triangulation and minimal bias. The Country Brand Index incorporates:
<p style="padding-left: 30px;">- A global quantitative survey</p>
<p style="padding-left: 30px;">- Expert opinions, and</p>
<p style="padding-left: 30px;">- Relevant secondary sources for statistics that link brand equity to assets, growth and expansion.</p>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/futurebrand-2-smartkpis.jpg"><img class="alignright size-full wp-image-5281" title="futurebrand 2 - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/futurebrand-2-smartkpis.jpg" width="190" height="420" /></a><strong>Key methodology figures and insights:</strong>
<p style="padding-left: 30px;">- The survey tracks the perception of more than 3,000 international business and leisure travelers;</p>
<p style="padding-left: 30px;">- Travelers were selected from <strong>9 countries</strong>: US, UK, China, Australia, Japan, Brazil, UAE, Germany and Russia;</p>
<p style="padding-left: 30px;">- Respondent perception of <strong>102 country brands</strong> were quantified through questions about country perception;</p>
<p style="padding-left: 30px;">- The country brands were assessed on <strong>29 attributes</strong> and <strong>7 measures</strong> of brand strength;</p>
<p style="padding-left: 30px;">- Survey results were weighted and aggregated in proportion of regional volume of travel consumption, for assuring a minimal bias;</p>
<p style="padding-left: 30px;">- <strong>47 panel experts</strong> with no association with a specific destination were interviewed, to strengthen and give credibility to country brand evaluation.</p>
<strong>Assessing country brands – The framework</strong>

Countries are multifaceted, complex products. In order to assess their strengths, weaknesses and opportunities, as accurately as possible, FutureBrand has developed a multilayered framework that crystallizes the way we look and perceive a country brand. The framework built on <strong>8 dimensions</strong>, captures every important aspect of a country, from geography, to economy and ethos. It facilitates the development of a holistic country brand platform by allowing to discern between strengths, weaknesses and opportunities. Thus, it gives a good sense of what is the maturity and brand level of performance, identifying possible gaps that need to be addressed.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/CBI-framework-smartkpis.jpg"><img class="aligncenter size-full wp-image-5304" title="CBI framework - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/CBI-framework-smartkpis.jpg" width="650" height="230" /></a><span style="color: #888888;">Source: FutureBrand, 2010</span></p>
<strong>Measuring the brand strengths</strong>

One of the most important components of the country brand assessment framework is the measurement of the brand strengths. For assessing this important dimension FutureBrand uses the Hierarchical decision Model (HDM). The model based on 7 measures asses the country brand development in terms of the place a brand occupies in the minds of its audiences. The seven measures are:
<p style="padding-left: 30px;"><strong>% Awareness</strong> – <em>Do key audiences know that the country exists? How top of mind it is?</em></p>
<p style="padding-left: 30px;"><strong>% Familiarity</strong> – <em>How well do people know the country and what it offers?</em></p>
<p style="padding-left: 30px;"><strong>% Associations</strong> – <em>What qualities come to mind when people think of the country?</em></p>
<p style="padding-left: 30px;"><strong>% Preference</strong> – <em>How highly do audiences esteem the country?</em></p>
<p style="padding-left: 30px;"><strong>% Consideration</strong> – <em>Is this one of the countries being thought of visiting?</em></p>
<p style="padding-left: 30px;"><strong>% Decision/Visitation</strong> –<em> To what extent do people follow through and visit the country?</em></p>
<p style="padding-left: 30px;"><strong>% Advocacy</strong> – <em>What is the visitors’ willingness to recommend the country to family, friends and colleagues?</em></p>
In order to get the complete picture of the country brand performance, both rating and ranking of each measure were considered.

Overall, the FutureBrand report provides with a good sense of what are the best country brands in the world. The report provides also a wide range of interesting statistics and country brands’ performance evaluations according with different criteria. To download the complete report, visit <a href="http://www.futurebrand.com/think/reports-studies/cbi/2009/overview/" target="_blank">futurebrand.com</a>.

<strong>Smartkpis.com recommendations</strong>

To support the marketers’ needs smartkpis.com includes a wide selection of Key performance indicators for the <a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing</a> functional area. A considerable number of articles addressing different key marketing performance aspects are also available.
<ul>
	<li><a href="http://www.smartkpis.com/dashboard/" target="_blank">smartkpis.com (2010)</a>, Several considerations on performance measurement and metrics in current marketing reality, available at <a href="http://www.smartkpis.com/blog/2010/03/02/several-considerations-on-performance-measurement-and-metrics-in-current-marketing-reality/" target="_blank">http://www.smartkpis.com/blog/2010/03/02/several-considerations-on-performance-measurement-and-metrics-in-current-marketing-reality/</a> , (accessed 12 September 2010)</li>
	<li><a href="http://www.smartkpis.com/dashboard/" target="_blank">smartkpis.com (2010)</a>, Marketing Performance Management: the Net Promoter Score (NPS), available at <a href="http://www.smartkpis.com/blog/2010/07/18/marketing-performance-management-the-net-promoter-score%C2%AE-nps/" target="_blank">http://www.smartkpis.com/blog/2010/07/18/marketing-performance-management-the-net-promoter-score%C2%AE-nps/</a>, (accessed 12 September 2010)</li>
	<li><a href="http://www.smartkpis.com/blog/" target="_blank">smartkpis.com (2010)</a>, Tech marketers’s expectations as return on their investment – Top marketing priorities for 2010, available at <a href="http://www.smartkpis.com/blog/2010/07/29/tech-marketers%E2%80%99-expectations-as-return-of-their-investment-top-marketing-priorities-for-2010/" target="_blank">http://www.smartkpis.com/blog/2010/07/29/tech-marketers%E2%80%99-expectations-as-return-of-their-investment-top-marketing-priorities-for-2010/</a>, (accessed 12 September 2010)</li>
	<li><a href="http://www.smartkpis.com/blog/" target="_blank">smartkpis.com (2010)</a>, Marketing Performance Management tools, available at <a href="http://www.smartkpis.com/blog/2010/08/09/marketing-performance-management-tools/" target="_blank">http://www.smartkpis.com/blog/2010/08/09/marketing-performance-management-tools/</a>, (accessed 12 September 2010)</li>
</ul>
<strong>References</strong>
<ul>
	<li>Future Brand (2010), Country Brand Index 2009 – Executive Summary, available at <a href="http://www.futurebrand.com/think/reports-studies/cbi/2009/overview/" target="_blank">http://www.futurebrand.com/think/reports-studies/cbi/2009/overview/</a>, (accessed 12 September 2010)</li>
	<li>Mazarra, Antonio (2007), A country brand s more than just a logo, available at <a href="http://www.landor.com/pdfs/k9/AMarazza_Country_US_23July08.pdf" target="_blank">http://www.landor.com/pdfs/k9/AMarazza_Country_US_23July08.pdf</a>, (accessed 12 September 2010)</li>
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<title>High Performance Organizations (HPO) characteristics</title>
<link>http://www.smartkpis.com/blog/high-performance-organizations-hpo-characteristics/</link>
<pubDate>Tue, 14 Sep 2010 04:46:45 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Business Intelligence]]></category>

		<category domain="tag" nicename="business-intelligence"><![CDATA[Business Intelligence]]></category>

		<category domain="tag"><![CDATA[Dr. André A. de Waal]]></category>

		<category domain="tag" nicename="dr-andre-a-de-waal"><![CDATA[Dr. André A. de Waal]]></category>

		<category domain="tag"><![CDATA[High Performance Organization]]></category>

		<category domain="tag" nicename="high-performance-organization"><![CDATA[High Performance Organization]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5335</guid>
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<content:encoded><![CDATA[In his latest paper, Dr. Andre A. de Waal, the academic director at the Center for Organizational Performance based in the Netherlands, presents a framework to analyze the similar characteristics and factors of High Performance Organisations (HPO). The study conducted, <em>The characteristics of a High Performance Organisation,</em> was based on a systematic review of the literature, through the analysis of 290 selected studies, these being summarized by three researchers.

Combining the definitions from literature, de Waal (2010) concludes that a High Performance Organization (HPO) can be defined as "<strong>an organization that achieves financial and non-financial results that are better than those of its peer group over a period of time of at least five to ten years</strong>".
<p style="text-align: center;"><img alt="" src="file:///C:/DOCUME%7E1/AB/LOCALS%7E1/Temp/moz-screenshot-4.png" /></p>
<p style="text-align: left;">The range of returns for HPO is analyzed through financial and non-financial KPIs, by comparing their current state within the HPO versus its competitors:</p>
<p style="text-align: center;"><span style="color: #888888;">Range of returns for HPO</span></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/New-Picture-23.jpg"><img class="aligncenter size-full wp-image-5337" title="Range of returns for HPO" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/New-Picture-23.jpg" width="634" height="366" /></a><span style="color: #888888;">Source: de Waal (2010)</span></p>
<strong><!--more-->The HPO framework contains the main eight factors that define and influence success within organizations, making them become HPOs.</strong> The framework was defined based on a combination between the frameworks of Kotter and Heskett (1992) and the one of Scott Morton (2003). The factors from the framework influence together the degree in which organizational members exhibit performance-driven behaviour which in turn designates whether or not the organization is a HPO (de Waal, 2010).
<p style="text-align: center;"><span style="color: #888888;">Framework with the eight factors influencing high performance</span></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Picture2.jpg"><img class="aligncenter size-full wp-image-5338" title="Framework with the eight factors influencing high performance" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Picture2.jpg" width="588" height="323" /></a><span style="color: #888888;">Source: de Waal (2010)
</span></p>
<p style="text-align: left;">The paper focuses on the thematic findings of the literature review and its greatest contribution is the overview of academic and practice work aimed at understanding the secrets of top management practices. However, further research is recommended to focus on validating these characteristics in practice, through underlining the direct link between HPO characteristics and organizational performance.</p>
<p style="text-align: left;"><strong>References:</strong></p>
de Waal, A 2010, <a href="http://www.hpocenter.com/" target="_blank"><em>The characteristics of a High Performance Organisation</em></a>, <a href="http://www.hpocenter.com/index.asp" target="_blank">Center for Organizational Performance</a>, Hilversum.

Kotter, J.P. &amp; Heskett, J.L  1992, <em>Corporate culture and performance</em>, Free Press, New York.

Morton, C 2003, <em>By the skin of our teeth. Creating sustainable organisations through people</em>, Middlesex University Press, London.
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<title>Davis Cup playoff – a &quot;real KPI&quot; test for the Australian tennis squad</title>
<link>http://www.smartkpis.com/blog/davis-cup-playoff-%e2%80%93-a-real-kpi-test-for-the-australian-tennis-squad/</link>
<pubDate>Wed, 15 Sep 2010 04:35:50 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Belgium]]></category>

		<category domain="tag" nicename="belgium"><![CDATA[Belgium]]></category>

		<category domain="tag"><![CDATA[Davis Cup]]></category>

		<category domain="tag" nicename="davis-cup"><![CDATA[Davis Cup]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Woodbridge]]></category>

		<category domain="tag" nicename="woodbridge"><![CDATA[Woodbridge]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5364</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/Davis-Cup-playoff_smartkpis1.jpg"><img class="alignright size-medium wp-image-5369" title="Davis Cup playoff_smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Davis-Cup-playoff_smartkpis1-300x225.jpg" width="300" height="225" /></a>Tennis has become in the last decades an increasingly popular and competitive game throughout the world, mostly because of the increased media coverage and large  money prizes that are nowadays in stake. In a recent article published in The Sydney Morning Herald announcing the upcoming Davis Cup playoffs, it is acknowledged that there has been an explosion of nations with talented players and that the tennis competitions have become much tougher than it was 20 years ago.

With more than 35 different nationalities occupying the top 100 in the men’s rankings, Davis Cup, “the world championships of tennis” competition has the same faith as the other tennis competitions becoming today more competitive than ever.

In this new conditions, for the Australian team, a 28 times champion of the century competition, acceding in the top 16 teams after a three year absence has become a real challenge, but also an important performance milestone to overcome.

<!--more-->The team Australia will face in the Davis Cup playoffs  is the Belgium squad. Todd Woodbridge the Australian Davis Cup coach considers the upcoming confrontation as a tough test. To emphasize the importance of the game the Australian captain describes the three day hard-court playoff as a “real key performance indicator”. A nice and well outlined metaphor for the new performance levels the national tennis squads have to meet, we’d like to add.

<strong>References</strong>
<ul>
	<li>The Sydney Morning Herald, 2010, Davis Cup playoff a "<a href="http://www.smartkpis.com/" target="_blank">KPI</a>" for Aussie man, by Darren Walton published Sep 13th 2010, available at <a href="http://news.smh.com.au/breaking-news-sport/davis-cup-playoff-a-kpi-for-aussie-men-20100913-157yb.html" target="_blank">http://news.smh.com.au/breaking-news-sport/davis-cup-playoff-a-kpi-for-aussie-men-20100913-157yb.html</a>, (accessed 15 September, 2010)</li>
</ul>
<strong>Additional resources</strong>
<ul>
	<li>smartkpis.com (2010), KPIs from Tennis, available at <a href="http://www.smartkpis.com/kpi/industries/sports/tennis/" target="_blank">http://www.smartkpis.com/kpi/industries/sports/tennis/</a>, (accessed 15 September, 2010)</li>
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<title>Marketing Performance - a review on instruments and models (I)</title>
<link>http://www.smartkpis.com/blog/marketing-performance-%e2%80%93-a-review-on-instruments-and-models/</link>
<pubDate>Thu, 16 Sep 2010 11:48:49 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[BCG Matrix]]></category>

		<category domain="tag" nicename="bcg-matrix"><![CDATA[BCG Matrix]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Perceptual Maps]]></category>

		<category domain="tag" nicename="perceptual-maps"><![CDATA[Perceptual Maps]]></category>

		<category domain="tag"><![CDATA[Positioning Maps]]></category>

		<category domain="tag" nicename="positioning-maps"><![CDATA[Positioning Maps]]></category>

		<category domain="tag"><![CDATA[Theory]]></category>

		<category domain="tag" nicename="theory"><![CDATA[Theory]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5377</guid>
<description></description>
<content:encoded><![CDATA[Marketing as a discipline has benefited from the contribution of a great number of thinkers, both academics and practitioners. They have proposed several theories, models and instruments studied and used by people and organizations worldwide.

The volume of such theories and instruments is quite impressive and, despite their great recognition, it sometimes happens that companies forget to resort from time to time to such simple, yet effective exercises of performance analysis.

In this blog post, we will focus on two marketing instruments used in product analysis and positioning. Future posts will explore more wide-known models used in this context.

The first instrument analyzed is the <strong>Boston Consulting Group (BCG) matrix.</strong>

This instrument is useful for companies that possess a portfolio of products and want to evaluate the performance of each of the product it commercializes. It is called a “matrix” because it is based on a diagram with two axes, one representing the market growth and the other the product’s relative share in that market (see figure below).
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/BCG-matrix.jpg"><img class="aligncenter size-full wp-image-5378" title="BCG matrix" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/BCG-matrix.jpg" width="660" height="384" /></a></p>
<!--more-->The result is that the company’s portfolio of products is divided into four sub-components, each of them reflecting the product’s position based on its performance. Depending on where the product is situated, the company has to make strategic decisions on what to do next with it. For example, it must select the “question marks” based on their potential and invest on the ones that are the most promising. On the other hand, it has to decide what to do with the low-performing “dogs”, most of the times giving up on further on commercializing them. It is argued that in order to insure long-term value creation, the company portfolio must contain both high-growth products that need cash inflows and low-growth products that generate the cash needed to invest in them (Value Based Management.net, 2010).

The second instrument is the <strong>Positioning Map</strong>.

This is also a graphic representation of how your product is perceived by customers by comparison to other competing products. The Euclidean space that represents the market is divided into four sub-spaces, commonly based on a pair of attributes (such as quality and price, performance and design etc.):
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/positioning-map.jpg"><img class="aligncenter size-full wp-image-5383" title="positioning map" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/positioning-map.jpg" width="592" height="510" /></a></p>
Although it is highly subjective (i.e. it is also called <strong>perceptual map</strong>, as it is based on consumer’s perceptions on the brands), it can help in positioning the product relative to the competition and selecting which positioning areas to enter and the competitors to compete against. Also, it reflects the product’s or the brand’s performance in positioning itself as it desires in the marketplace, both in the consumer’s minds and in relation to competitors.

Stay on <a href="http://www.smartkpis.com/" target="_blank">smartKPIs.com</a> for new suggestions of marketing instruments and methods to use in order to analyze and raise the performance of your brand and your organization.

<strong>References:</strong>

Value Based Management.net 2010, <em>The BCG matrix product portfolio method</em>, available at: <a href="http://www.valuebasedmanagement.net/methods_bcgmatrix.html" target="_blank">http://www.valuebasedmanagement.net/methods_bcgmatrix.html</a> (accessed 16 September 2010).]]></content:encoded>
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<title>The Global Gender Gap Index</title>
<link>http://www.smartkpis.com/blog/the-global-gender-gap-index/</link>
<pubDate>Sun, 19 Sep 2010 14:32:46 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Personal performance]]></category>

		<category domain="category" nicename="personal-performance"><![CDATA[Personal performance]]></category>

		<category domain="tag"><![CDATA[Global Gender Gap Report]]></category>

		<category domain="tag" nicename="global-gender-gap-report"><![CDATA[Global Gender Gap Report]]></category>

		<category domain="tag"><![CDATA[Glocal Gender Gap Index]]></category>

		<category domain="tag" nicename="glocal-gender-gap-index"><![CDATA[Glocal Gender Gap Index]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[World Economic Forum]]></category>

		<category domain="tag" nicename="world-economic-forum"><![CDATA[World Economic Forum]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5408</guid>
<description></description>
<content:encoded><![CDATA[<strong>The Global Gender Gap Index,</strong> first introduced in the World Economic Forum's <em>Global Gender Gap Report 2006, </em>represents a framework for capturing the magnitude and scope of gender-based disparities and tracking their progress. The Index offers national benchmarking on gender gaps for economic, political, education and health based criteria, providing country rankings that allow effective comparisons across regions and income groups, over time (World Economic Forum, 2009).

Measuring the gender gap is realized in four fundamental categories:
<ul>
	<li><strong>economic participation and opportunity;</strong></li>
	<li><strong>educational attainment;</strong></li>
	<li><strong>political empowerment;</strong></li>
	<li><strong>health and survival.</strong></li>
</ul>
Each category is based on variables analyzed at the level of each country. The Global Gender Index 2009 includes a coverage of <strong>134 countries</strong>, based on a set of <strong>14 indicators</strong>, presented in the figure below:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Calculation-of-weights-within-each-subindex.jpg"><img class="aligncenter size-large wp-image-5409" title="Calculation of weights within each subindex" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Calculation-of-weights-within-each-subindex-1024x682.jpg" width="717" height="477" /></a><span style="color: #888888;">Sourc<span style="color: #888888;">e: </span></span><span style="color: #888888;">World Economic Forum (2009)</span></p>
<p style="text-align: left;"><span style="color: #888888;"><span style="color: #000000;"><!--more-->The 2009 report presents the detailed country ranking, the comparison with previous years,  regional classifications and relationship with other Key Performance Indicators at country level, such as the relationship between GDP per capita and the Glocal Gender Gap Index 2009:</span></span></p>
<p style="text-align: center;"><span style="color: #888888;"><span style="color: #000000;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Relationship-between-GDP-per-capita-and-the-Global-Gender-Gap-Index-2009-scores.jpg"><img class="aligncenter size-large wp-image-5410" title="Relationship between GDP per capita and the Global Gender Gap Index 2009 scores" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Relationship-between-GDP-per-capita-and-the-Global-Gender-Gap-Index-2009-scores-1024x620.jpg" width="645" height="391" /></a></span></span><span style="color: #888888;">Source: World Economic Forum (2009)</span></p>
For the last four years, the World Economic Forum has been quantifying the magnitude of gender based disparities and their progress, through publishing the annual Global Gender Gap Reports. The rankings are based on a straightforward methodology and quantitative analysis, intended to serve as a base for<strong> raising awareness among a global audience of the challenges posed by gender gaps and designing effective measures for reducing them</strong> (World Economic Forum, 2009).

<strong>References:</strong>

World Economic Forum 2009, <em>The Global Gap Report 2009, </em>available at: <a href="http://www.weforum.org/pdf/gendergap/report2009.pdf" target="_blank">http://www.weforum.org/pdf/gendergap/report2009.pdf</a> (accessed 20 September 2010)]]></content:encoded>
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<wp:post_id>5408</wp:post_id>
<wp:post_date>2010-09-20 01:32:46</wp:post_date>
<wp:post_date_gmt>2010-09-19 14:32:46</wp:post_date_gmt>
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<title>Marketing Performance - a review of instruments and models (II)</title>
<link>http://www.smartkpis.com/blog/marketing-performance-%e2%80%93-a-review-of-instruments-and-models-ii/</link>
<pubDate>Mon, 20 Sep 2010 15:12:16 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[PEST Analysis]]></category>

		<category domain="tag" nicename="pest-analysis"><![CDATA[PEST Analysis]]></category>

		<category domain="tag"><![CDATA[SWOT Analysis]]></category>

		<category domain="tag" nicename="swot-analysis"><![CDATA[SWOT Analysis]]></category>

		<category domain="tag"><![CDATA[Theory]]></category>

		<category domain="tag" nicename="theory"><![CDATA[Theory]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5438</guid>
<description></description>
<content:encoded><![CDATA[Continuing the brief incursion in the most widely known instruments and models used in managing and improving marketing performance, today's post explores two concepts traditionally used in a strategy management context: the <strong>SWOT analysis</strong> and the <strong>PEST analysis</strong>.

Both instruments are used in relation to the <strong>marketing environment</strong>, which consists of the following levels:
<ul>
	<li><strong>Internal environment </strong>– it is made of the internal forces existing in all organizational functions.</li>
	<li><strong>External environment</strong> – it is made of the forces from outside the organizations, that form the:</li>
</ul>
<blockquote>
<ul>
	<li><strong>Micro-environment</strong> – forces that can influence and can be influenced by the organization;</li>
	<li><strong>Macro-environment</strong> – forces that influence the organization’s activity, but in respect to which the organization can only react and adapt.</li>
</ul>
</blockquote>
<!--more-->Both the SWOT and the PEST analyzes make an evaluation of the organization’s environment, but from two different perspectives:

<strong>A.  The </strong><strong>SWOT analysis </strong>captures both the internal and the external environment (at both micro and macro levels). The emphasis is put on identifying and analyzing the following aspects:
<ul>
	<li><strong>Strengths</strong> – which are the organization’s main advantages in terms of internal capabilities;</li>
	<li><strong>Weaknesses</strong> – which are the organization’s main weak points, such as the lack of certain internal capabilities or their low performance;</li>
	<li><strong>Opportunities</strong> – which refer to trends, ideas, developments or other external aspects that could bring an advantage to the business;</li>
	<li><strong>Threats </strong>– refer, on the contrary, to external forces and developments that could damage the business if not addressed.</li>
</ul>
So, the SW part of the SWOT analysis focuses on the internal marketing environment and the OT on the external marketing environment. From the point of view of the OT, a business can fall into one of the four categories:
<ul>
	<li><em>Mature business</em> (if it deals with low opportunities and low threats)</li>
	<li><em>Speculative business</em> (if it deals with high opportunities and high threats)</li>
	<li><em>Problematic business</em> (if it deals with low opportunities and high threats)</li>
	<li><em>Ideal business</em> (if it deals with high opportunities and low threats)</li>
</ul>
<strong>B.  The </strong><strong>PEST analysis</strong> focuses only on the external environment, more precisely on the forces that influence businesses and industries at a macro level, thus it can be considered a part of the SWOT analysis which puts a great emphasize on the following four macro forces:
<ul>
	<li><strong>Political</strong>: trade agreements, trade regulations, marketing ethics etc.;</li>
	<li><strong>Economic</strong>: income levels that influence the buying power, interest rates, growth forecasts etc.;</li>
	<li><strong>Sociocultural </strong>(these are considered to have the most powerful and resistant influence on consumer behavior): consciousness to environment protection, the role of women in the society and in purchase decisions etc.;</li>
	<li><strong>Technological</strong>: inventions and patents, communication mediums etc.</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/SWOT-PEST-ANALYSES.jpg"><img class="aligncenter size-large wp-image-5443" title="SWOT PEST ANALYZES" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/SWOT-PEST-ANALYSES-1024x654.jpg" width="614" height="392" /></a></p>
Both SWOT and PEST analyzes are useful as their regular employment can reveal vital information for the business, both in terms of internal and external developments. Further on, these informations can be used in decision-making and execution, helping organizations get the best of their actions and opportunities on the market.]]></content:encoded>
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<wp:post_id>5438</wp:post_id>
<wp:post_date>2010-09-21 02:12:16</wp:post_date>
<wp:post_date_gmt>2010-09-20 15:12:16</wp:post_date_gmt>
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<title>Life Expectancy - Outcome performance measure for health improvement</title>
<link>http://www.smartkpis.com/blog/life-expectancy-outcome-performance-measure-for-health-improvement/</link>
<pubDate>Thu, 23 Sep 2010 18:58:40 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Personal performance]]></category>

		<category domain="category" nicename="personal-performance"><![CDATA[Personal performance]]></category>

		<category domain="tag"><![CDATA[Healthy Life Expectancy]]></category>

		<category domain="tag" nicename="healthy-life-expectancy"><![CDATA[Healthy Life Expectancy]]></category>

		<category domain="tag"><![CDATA[HLE]]></category>

		<category domain="tag" nicename="hle"><![CDATA[HLE]]></category>

		<category domain="tag"><![CDATA[Life Expectancy]]></category>

		<category domain="tag" nicename="life-expectancy"><![CDATA[Life Expectancy]]></category>

		<category domain="tag"><![CDATA[Milbank Quarterly]]></category>

		<category domain="tag" nicename="milbank-quarterly"><![CDATA[Milbank Quarterly]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5485</guid>
<description></description>
<content:encoded><![CDATA[In a recently published article, <em>A Healthy Bottom Line: Healthy Life Expectancy as an Outcome Measure for Health Improvement Efforts, </em>the Milbank Quarterly, a multidisciplinary journal of population health and health policy, recommends the adoption and adaptation of Healthy Life Expectancy (HLE) as an national outcome measure in USA.

The article sustains that HLE is a <strong>a clear, consistent, and important population health outcome measure</strong> that can enable informed judgments about value for investments in health care, combining both length and quality of life (Stiefel, Rocco &amp; Zell, 2010).

Also referred as health expectancy or health life expectancy, HLE measures the estimate average number of years a person of a certain age is expected to live, if the current mortality rates continue to apply (smartKPIs.com, 2010).

<!--more-->Healthy life expectancy is becoming <strong>a standard summary measure of population health </strong>at both the international and national levels, being used for several purposes:
<ul>
	<li>highlighting health inequalities;</li>
	<li>targeting resources for health promotion;</li>
	<li>evaluating the impact of health policies;</li>
	<li>planning for health, social, and fiscal policy.</li>
</ul>
A common way to illustrate healthy life expectancy is shown in the figure bellow:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Life-Expectancy.jpg"><img class="aligncenter size-large wp-image-5487" title="Life Expectancy" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Life-Expectancy-1024x402.jpg" width="717" height="281" /></a><span style="color: #888888;">Source: European Health Expectancy Monitoring Unit (2007)</span></p>
<strong>Applicability</strong>

A large and growing number of countries now measure HLE at the national level:
<ul>
	<li>UK uses Healthy Life Expectancy for policy applications, for monitoring the quality of life and social exclusion of the elderly and in deliberations on changing the retirement age .</li>
	<li>South Australia’s Strategic Plan has as a goal between 2000-2014, the increase of HLE at birth by 5 % for males and 3 % for women. The improvement in HLE has been evaluated and implemented based on an assessment of efficacy,  acceptability, feasibility, and cost, stratified by socioeconomic status. At the middle of this period, HLE at birth had steadily increased by 1.9 % for males and 1.3 % for women.</li>
	<li>The federal government’s Healthy People 2010 from USA has as initiatives, the increase of quality, years of healthy life and to eliminate disparities.</li>
</ul>
A related question about the utility of the HLE remains with regards to the sensitivity of the measure to impacts of improvement efforts on changes in a population’s mortality and morbidity. This article supports the adoption of HLE as an outcome measure at the national, state, community, and health care system levels in the United States to compare the effectiveness of alternative practices, evaluate disparities, and guide resource allocation (Stiefel, Rocco &amp; Zell, 2010).

<strong>References:</strong>
<p style="text-align: left;">European Health Expectancy Monitoring Unit. 2007. Interpreting Health Expectancies, available at: <a href="http://www.ehemu.eu/pdf/Interpreting_HE_guide_ver_6.pdf" target="_blank">http://www.ehemu.eu/pdf/Interpreting_HE_guide_ver_6.pdf</a> (Accessed 27 September 2010)</p>
<p style="text-align: left;">Stiefel, M, Rocco P &amp; Zell, B<strong> </strong>2010<strong>, </strong><em>A Healthy Bottom Line: Healthy Life Expectancy as an Outcome Measure for Health Improvement Efforts, available at: </em><a href="http://onlinelibrary.wiley.com/doi/10.1111/j.1468-0009.2010.00588.x/pdf" target="_blank">http://onlinelibrary.wiley.com/doi/10.1111/j.1468-0009.2010.00588.x/pdf</a> (Accessed 27 September 2010)</p>
<p style="text-align: left;">smartKPIs.com 2010, <em>Health life expectancy, </em>available at: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Health-life-expectancy-4146.html" target="_blank">http://www.smartkpis.com/kpi-key-performance-indicator/Health-life-expectancy-4146.html</a> (Accessed 27 September 2010)</p>]]></content:encoded>
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<wp:post_id>5485</wp:post_id>
<wp:post_date>2010-09-24 05:58:40</wp:post_date>
<wp:post_date_gmt>2010-09-23 18:58:40</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>Over 1000 Key Performance Indicators (KPI) in practice reports on smartkpis.com</title>
<link>http://www.smartkpis.com/blog/over-1000-key-performance-indicators-kpi-in-practice-reports-on-smartkpis-com/</link>
<pubDate>Mon, 27 Sep 2010 19:04:48 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5466</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> registered members can now learn about how companies use Key Performance Indicators (KPIs) to monitor their performance by reviewing <strong>over 1000 <em>KPIs in practice</em> reports documented and published</strong> in the online repository. The <strong>smartKPIs.com</strong> team focused in the last month on publishing reports from the Resources  and Financial Institutions industry. <em>KPIs in practice</em> reports specific to the Manufacturing, Utilities and Telecommunication industries were also added to the database.

<!--more-->The <em>KPIs in practice</em> repository now contains reports from over <strong>125 countries</strong>, as diverse as <strong><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/jordan/" target="_blank">Jordan</a></strong>, <a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/japan/" target="_blank"><strong>Japan</strong></a>, <a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/new-zealand/" target="_blank"><strong>New Zealand</strong></a>, <strong><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/romania/" target="_blank">Romania</a></strong>,<a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/singapore/" target="_blank"> <strong>Singapore, </strong></a><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/mauritius/" target="_blank"><strong>Mauritius</strong></a> or <a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/bermuda/" target="_blank"><strong>Bermuda</strong></a>. The countries with the highest number of KPIs in practice reports are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/united-states/" target="_blank">United States (259)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/united-kingdom/" target="_blank">United Kingdom (128)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/australia/" target="_blank">Australia (91)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/canada/" target="_blank">Canada (59)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/countries/germany/" target="_blank">Germany (45)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/financial-institutions/" target="_blank">Financial Institutions (158)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/manufacturing/" target="_blank">Manufacturing (132)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/healthcare/" target="_blank">Healthcare (81)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/resources/" target="_blank">Resources (72)</a></li>
	<li><a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/transportation/" target="_blank">Transportation (69)</a></li>
</ul>
Example of a documented KPIs in practice report<strong>: <a href="http://www.smartkpis.com/kpi_examples_in_practice/Richmond-Public-Schools-performance-report-Education-industry-1183.html" target="_blank">Richmond Public Schools</a><a href="http://www.smartkpis.com/kpi_examples_in_practice/google-performance-report-other-industry-958.html" target="_blank">
</a></strong>
<h3><em>KPIs in Practice</em> user experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn</strong>: To learn more about Performance Management and Key  Performance Indicators visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">KPIs 101 section</a>.</li>
	<li><strong>Explore</strong>: To explore the <strong><em>KPIs in Practice</em></strong> catalog by navigating the functional area and industry directory, visit  the <a href="http://www.smartkpis.com/kpi_examples_in_practice/browse-kpis/" target="_blank">Browse<em><strong> KPIs in Practice</strong></em> section</a>.</li>
	<li><strong>Customize</strong>: To build your customized catalog of <strong><em>KPIs in  Practice </em></strong>reports by saving favorite reports for later use, visit  the <a href="http://www.smartkpis.com/kpi_examples_in_practice/user-kpis.html" target="_blank">My  <em><strong>KPIs in Practice</strong></em> section</a>.</li>
	<li><strong>Contribute</strong>: To propose a new example of<strong><em> KPIs in  Practice</em></strong> report, visit the <a href="http://www.smartkpis.com/kpi_examples_in_practice/submit.html" target="_blank">Submit <em><strong>KPIs in Practice</strong></em> report section</a>.</li>
	<li><strong>Collaborate</strong>: To collaborate with other users and to discuss <em><strong>KPIs  in Practice</strong></em> reports, add comments on each <a href="http://www.smartkpis.com/kpi_examples_in_practice/united-states-postal-service-performance-report-postal-and-courier-services-industry-61.html" target="_blank"><em><strong>KPIs in Practice</strong></em> report description page</a>.</li>
</ul>]]></content:encoded>
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<wp:post_id>5466</wp:post_id>
<wp:post_date>2010-09-28 06:04:48</wp:post_date>
<wp:post_date_gmt>2010-09-27 19:04:48</wp:post_date_gmt>
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<title>Marketing Supply Chain Performance </title>
<link>http://www.smartkpis.com/blog/marketing-supply-chain-performance/</link>
<pubDate>Fri, 01 Oct 2010 10:15:56 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Distribution]]></category>

		<category domain="tag" nicename="distribution"><![CDATA[Distribution]]></category>

		<category domain="tag"><![CDATA[Procurement]]></category>

		<category domain="tag" nicename="procurement"><![CDATA[Procurement]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Supply Chain]]></category>

		<category domain="tag" nicename="supply-chain"><![CDATA[Supply Chain]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5504</guid>
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<content:encoded><![CDATA[In addition to focusing on generating the best ideas through research and analysis, marketers need to also focus on the process of deploying these ideas into the market, making sure they reach the consumer in a timely and effective manner. To describe this process, the term employed is the <strong>Marketing Supply Chain</strong>, which consists of the people, processes and technology that make possible the creation and delivery of the marketing artifacts to the target consumers.

The Marketing Supply Chain optimization is a must in nowadays business environment, where cost-effectiveness and improvement at all levels are a major desideratum for businesses. However, marketers face strong problems in areas such as optimum production and storage of the marketing materials and reduction of waste.

A <strong>CMO (Chief Marketing Officer) Council 2010 study</strong> reveals that <em>while investment in traditional marketing channels has been decreasing over the past few years, marketing consumables still make up a significant portion of the marketing mix. </em>However,<em> </em>many marketers leave the optimization of the Marketing Supply Chain processes and operations to other functional areas, such as procurement, warehousing or finance (CMO Council, 2010).

<!--more-->Thus, it does not come as a surprise the fact that many respondents in the study mentioned <strong>not having any form of forecasting or inventory management of materials</strong>, instead relying on past orders or guessing to order when materials are needed and <strong>not having real-time access to marketing consumable inventory or utilization levels</strong>.

All these factors lead to an <strong>increase in marketing waste</strong>, which, in turn, translates into increased costs, if wanting to always deploy fresh content or a poor presence on the market, if using the outdated content until it finishes.

Although being aware of the fact that waste is a major problem of their Marketing Supply Chain, marketers mention that an important key challenge to optimizing processes and eliminating waste is, among others, the <strong>lack of real-time reports and measurements on material use and waste</strong>:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/CMO-Council-2010-The-Optimized-Marketing-Supply-Chain.jpg"><img class="aligncenter size-full wp-image-5505" title="CMO Council 2010 The Optimized Marketing Supply Chain" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/CMO-Council-2010-The-Optimized-Marketing-Supply-Chain.jpg" width="715" height="469" /></a><span style="color: #888888;">Source: CMO Council (2010)</span></p>
So, the employment of a performance management and tracking system, along with other prerequisites, such as a better collaboration between departments and using at a larger extent “greener” materials and technologies, could lead to improved processes and results.

<a href="http://www.smartkpis.com/" target="_blank"><strong>smartKPIs.com</strong></a> invites you to browse the KPI examples in <a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply Chain, Procurement and Distribution</a> functional area to find performance measures you could employ in your Marketing Supply Chain optimization initiatives.

<strong>Reference</strong>

The Chief Marketing Officer (CMO) Council &amp; The Business Performance Innovation (BPI) Network, <em>Mapping + Tracking The Optimized Marketing Supply Chain</em>.

<strong>Additional resources</strong>

<a href="http://www.marketingsupplychain.org/" target="_blank">http://www.marketingsupplychain.org/</a>]]></content:encoded>
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<wp:post_date>2010-10-01 21:15:56</wp:post_date>
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<title>Strategy Execution and the Balanced Scorecard – insights from Harvard Business School Professor Robert Kaplan from his 2010 visit to Australia</title>
<link>http://www.smartkpis.com/blog/strategy-execution-and-the-balanced-scorecard-%e2%80%93-insights-from-harvard-business-school-professor-robert-kaplan-from-his-2010-visit-to-australia/</link>
<pubDate>Mon, 04 Oct 2010 10:42:56 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[BP]]></category>

		<category domain="tag" nicename="bp"><![CDATA[BP]]></category>

		<category domain="tag"><![CDATA[Harvard Business School]]></category>

		<category domain="tag" nicename="harvard-business-school"><![CDATA[Harvard Business School]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KRI]]></category>

		<category domain="tag" nicename="kri"><![CDATA[KRI]]></category>

		<category domain="tag"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag" nicename="robert-kaplan"><![CDATA[Robert Kaplan]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5396</guid>
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<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-smartkpis1.jpg"><img class="size-full wp-image-5399 aligncenter" title="Balanced Scorecard -smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-smartkpis1.jpg" width="500" height="400" /></a></p>
<p style="text-align: center;"><span style="color: #888888;">Source: adapted from Kaplan and Norton, 1996</span></p>
One of the leading international management thinkers, Professor Robert Kaplan from Harvard Business School made a visit in Asutralia in mid September 2010 to talk about the new developments in the field of strategic performance Management and Balanced Scorecard.

<!--more-->During several events organized both in Sydney and Melbourne, the professor shared his thoughts and insights on several topics related to strategic performance management and the Balanced Scorecard concept. Among the subjects’ addressed:
<ul>
	<li>The state of Global Performance Management in 2010;</li>
	<li>The latest developments in the  Balanced Scorecard strategic management system;</li>
	<li>Ways to address and improve the customer profitability through Time Driven Activity Based Costing;</li>
	<li>How to measure risk and why most organizations focus their risk management efforts in the wrong directions;</li>
	<li>Leadership and the strategic management process.</li>
</ul>
<h3><strong>Measuring Customer profitability </strong></h3>
One of the highlights of the discussions was the insights offered by Professor Kaplan on the best ways to increasing profits through Time Driven Activity Based Costing.

He emphasized that understanding customer and product profitability remains a major barrier of the strategy execution process. Professor Kaplan took the opinion that organizations should rethink the ways in which they asses the relation with the customer and its impact on the organization’s profitability. In his view, measuring customer retention is not the best indicator of how good an organization is performing in relation with its customers, as today diverse barriers might impede unsatisfied customers to move away to competition. As an alternative to <strong>% Customer retention</strong>, Kaplan proposed the use of the <strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Net-promoter-score-1303.html" target="_blank"># Net Promoter Score</a>.</strong>

Introduced by <strong>Fred Reichheld</strong> (Ritson, 2009), the <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Net-promoter-score-1303.html" target="_blank"><strong>Net Promoter Score</strong><em>®</em><strong> (NPS)</strong></a>, is suggested as a highly relevant leading indicator of future purchase intentions and loyalty (Farris et al., 2006). Its calculation is based on comparing the <strong>promoters</strong> (people who are likely to recommend the product or the company) to the <strong>detractors</strong> (people, who, on the contrary, would make a negative word-of-mouth).

In a practical context, its measurement would involve a customer <strong>survey</strong>, consisting of a simple question (“<em>How likely is that you would recommend the product/company to a friend or colleague?</em>”) with an 11 point scale answer, from <strong>0 – not at all </strong>up to <strong>10 – extremely likely</strong> (Ritson, 2006). The answers are divided into three categories: <strong>promoters, neutrals </strong>and <strong>detractors</strong>. While neutrals are left aside, further on the volume of promoters and the volume of detractors are extracted as a percentage from the total respondents, and the difference between the two percentages is the NPS. For more insights on the Net Promoter Score visit <a href="http://www.smartkpis.com/blog/2010/07/18/marketing-performance-management-the-net-promoter-score%C2%AE-nps/" target="_blank">smartkpis.com /blog</a>.

Other performance indicators proposed by Professor Kaplan for measuring organization’s relation with the customers are:
<ul>
	<li>$ Customer acquisition cost</li>
	<li>$ Customer retention cost</li>
	<li>$ Life time value of the customer</li>
	<li>$ Customer profitability</li>
</ul>
&nbsp;
<h3><strong>Mitigating risk - risk measurement and management</strong></h3>
The second interesting topic discussed by Professor Kaplan, while addressing to the Australian audience, was risk and risk management. The importance of addressing risk in the context of organizational strategic management is best emphasized by several quotes of the professor:
<ul>
	<li><em>“Risk Management is an extremely important function in an organization”</em></li>
	<li><em>“In most organizations is not being done well”</em></li>
	<li><em>“What is hard about judging risk is that some risk events have never occurred before and may never occur”</em></li>
	<li><em>“What is not okay is when you take a risk strategy, not to put in measurements to tell you when the risk event is occurring and not to train your employees to quickly react when the risk starts showing up”</em> (Sydney Morning Herald, 2010)</li>
</ul>
While addressing all this issues related to risk, Professor Kaplan gave as a negative example, British Petroleum a company who apparently didn’t know how to best mitigate its risks and triggered the biggest ecological disaster in the history or United States.

One of the advices given by Professor Kaplan in regards with how companies could improve their risk management was to consider the developing of a Key Risk Indicator (KRI) scorecard to track risk events, right from the first stages of the strategy planning process. In suggesting this he identified three major risk areas that need to be addressed:

<strong>1. </strong><strong>Governance and compliance risk</strong>
<ul>
	<li>Standardized duties;</li>
	<li>Segregation of duties;</li>
	<li>Internal control monitoring.</li>
</ul>
<strong>2. </strong><strong>Operational and strategic risk</strong>
<ul>
	<li>Identify key risk events and risk indicators for strategy maps;</li>
	<li>Aggregate risk indicators into a Key Risk Indicator Scorecard;</li>
	<li>Set priorities for initiatives to mitigate the major risks identified.</li>
</ul>
<strong>3. </strong><strong>External risk</strong>
<ul>
	<li>Identify critical risk events that could cause the entire strategy to fail;</li>
	<li>Tail risk;</li>
	<li>Role the scenario planning and tail risk meetings.</li>
</ul>
For additional information and examples of risk management indicators explore <a href="http://www.thepalladiumgroup.com/events/exec/Pages/StrategyExecutionMelbourne.aspx" target="_blank">Risk Management KPIs</a> examples section on smartkpis.com. Additionally, <a href="http://www.smartkpis.com/dashboard/" target="_blank">KPIs</a> examples for Customer service area also available on the <a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/customer-service/" target="_blank">Sales and Customer Service</a> functional area category of the site.

For more information on the Balanced Scorecard visit <a href="http://www.balancedscorecardreview.com/pages/bsc-concept/" target="_blank">BalancedScorecardReview.com</a>, eab group's currently launched online platform which integrated information about the Balanced Scorecard concept.

&nbsp;

<strong>References</strong>
<ul>
	<li><a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">smartkpis.com</a> (2010), Marketing Performance Management: the Net Promoter Score (NPS), available at <a href="http://www.smartkpis.com/blog/2010/07/18/marketing-performance-management-the-net-promoter-score%C2%AE-nps/" target="_blank"><strong>http://www.smartkpis.com/blog/2010/07/18/marketing-performance-management-the-net-promoter-score%C2%AE-nps/</strong></a>, (accessed 24 September 2010)</li>
	<li>The Sydney Morning Herald (2010), Strategist urges to address risk by Nicole Stevens, available at <a href="http://news.smh.com.au/breaking-news-business/strategist-urges-firms-to-address-risk-20100914-15asb.html" target="_blank"><strong>http://news.smh.com.au/breaking-news-business/strategist-urges-firms-to-address-risk-20100914-15asb.html</strong></a>, (accessed 24 September 2010)</li>
	<li>Kaplan, R. and Norton, D. (1996), The Balanced Scorecard - translating strategy into action, Harvard Business School Press, Boston, Massachusetts</li>
</ul>]]></content:encoded>
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<title>Global ranking of countries based on sovereign debt risk</title>
<link>http://www.smartkpis.com/blog/global-ranking-of-countries-based-on-sovereign-debt-risk/</link>
<pubDate>Fri, 08 Oct 2010 16:37:01 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[CMA]]></category>

		<category domain="tag" nicename="cma"><![CDATA[CMA]]></category>

		<category domain="tag"><![CDATA[Compliance and Risk]]></category>

		<category domain="tag" nicename="compliance-and-risk"><![CDATA[Compliance and Risk]]></category>

		<category domain="tag"><![CDATA[Governance]]></category>

		<category domain="tag" nicename="governance"><![CDATA[Governance]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5555</guid>
<description></description>
<content:encoded><![CDATA[The most recent report of global sovereign credit risk for the 3rd Quarter of 2010 presents the country rating based on the <strong>Cumulative Probability of Default (CPD)</strong>, indicating the probability of a country being unable to honour its debt obligations over a given time period. CPD is calculated using an industry standard model and proprietary credit data from CMA Datavision TM. Reference to ‘risky’ is purely in terms of the probability of default derived from the price of the CDS (CMA, 2010).
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/The-worlds-least-risky-sovereign-debt.jpg"><img class="aligncenter size-large wp-image-5556" title="The worlds least risky sovereign debt" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/The-worlds-least-risky-sovereign-debt-1024x560.jpg" width="574" height="314" /></a><span style="color: #888888;">Source: CMA (2010)</span></p>
<p style="text-align: left;"><strong><!--more-->Of the countries in the top 10, USA lost six positions, </strong>as the world’s largest economy fluctuates between growth and no growth scenarios, fueling the ‘double dip debate’. On the other hand, <strong>Australia had the best improvement of the countries in the top 10</strong>, in a quarter which has seen a new coalition government staying in power.</p>
<strong>The report focuses on changes in the risk profile of sovereign debt issuers, with the intention to identify trends and drivers of change. </strong>The world debt risk is divided into eight regions: US &amp; UK, Western Europe, Emerging Europe, Scandinavia, Latin &amp; South America, Middle East &amp; Africa, Australasia and Asia. In addition to identifying themes within these regions, the macro trends across the sovereign debt sector are also discussed.

<strong>References:</strong>

CMA 2010, <em>CMA Global Sovereign Credit Risk Report, </em>available at: <a href="http://www.cmavision.com/images/uploads/docs/CMA_Global_Sovereign_Credit_Risk_Report_Q3_2010.pdf" target="_blank">http://www.cmavision.com/images/uploads/docs/CMA_Global_Sovereign_Credit_Risk_Report_Q3_2010.pdf </a>(accessed 8 October 2010)]]></content:encoded>
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<title>Marketing performance - a review on instruments and models (III)</title>
<link>http://www.smartkpis.com/blog/marketing-performance-a-review-on-instruments-and-models-iii/</link>
<pubDate>Mon, 11 Oct 2010 09:44:46 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Ansoff Matrix]]></category>

		<category domain="tag" nicename="ansoff-matrix"><![CDATA[Ansoff Matrix]]></category>

		<category domain="tag"><![CDATA[Market Grid]]></category>

		<category domain="tag" nicename="market-grid"><![CDATA[Market Grid]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Product Development]]></category>

		<category domain="tag" nicename="product-development"><![CDATA[Product Development]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5568</guid>
<description></description>
<content:encoded><![CDATA[Continuing the incursion into the most popular and used marketing models and tools, which can add value to managing and increasing marketing performance, we explore in this post the Ansoff Matrix.

Also called the <strong>product / market grid</strong>, the <strong>Ansoff Matrix</strong>, is a visual representation in the shape of a matrix that maps the growth strategies based on the type of product and the type of market. As a result, four strategies have been suggested, as it follows:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/ansoff-matrix.gif"><img class="aligncenter size-full wp-image-5569" title="ansoff-matrix" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/ansoff-matrix.gif" width="450" height="330" /></a><span style="color: #888888;">Source: AnsoffMatrix.com (2009)<!--more--></span><a href="http://www.smartkpis.com/blog/wp-content/uploads/ansoff-matrix.gif">
</a></p>

<ol>
	<li>The suggested strategy for entering with an existing product in an existing market, is <strong>market penetration</strong>. This mostly happens by “stealing” market share from competitors, firms that already sell the product to that market. However, it can also be done by finding new customer, but either way, the purpose is that of gaining market share as soon as possible.</li>
	<li>When the company already sells to an existing market and launches a new product onto that market, the strategy is called <strong>product development</strong>. This can happen when the company benefits from a good reputation and uses this to develop new products for that market.</li>
	<li>The company can also target its existing product to new markets, so as to increase business. This is called <strong>market development </strong>and involves an expansion of the company’s overall market presence, being preferred when the company finds new suitable market segments or can expand its operations in new areas.</li>
	<li>In a more mature stage, the company can resort to the strategy of <strong>diversification</strong>, launching new products onto new markets, this requiring greater efforts most of the times.</li>
</ol>
Mapping the four strategies must be completed with an analysis of the <strong>risks</strong> associated with each of them. It is considered that market penetration carries the lowest risk, whereas market development and product development are more risky as they involve some more investment, be it in a new product or in a new market. Diversification is the most risky, as it includes both the investment in a new product (research, development etc.)  and in a new market (advertising, logistics etc.). (Khan 2009)

Thus, the Ansoff Matrix is a useful marketing tool, being both a mapping of the marketing options in terms of growth opportunities that a firm has and a tool for managing a product over its life cycle.

<strong>References</strong>

AnsoffMatrix.com 2009, <em>Ansoff Matrix Guide</em>, available at: <a href="http://www.ansoffmatrix.com/" target="_blank">http://www.ansoffmatrix.com/</a> (accessed 10th October 2010).

Khan, V 2009, <em>The Ansoff Growth Market and Risk Management</em>, available at: <a href="http://www.brighthub.com/office/project-management/articles/52974.aspx" target="_blank">http://www.brighthub.com/office/project-management/articles/52974.aspx</a> (accessed 10th October 2010).]]></content:encoded>
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<title>Gender diversity - global trends and the influence on organizational performance</title>
<link>http://www.smartkpis.com/blog/gender-diversity-global-trends-and-the-influence-on-organizational-performance/</link>
<pubDate>Fri, 15 Oct 2010 06:17:26 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Aarhus School of Business]]></category>

		<category domain="tag" nicename="aarhus-school-of-business"><![CDATA[Aarhus School of Business]]></category>

		<category domain="tag"><![CDATA[Banking]]></category>

		<category domain="tag" nicename="banking"><![CDATA[Banking]]></category>

		<category domain="tag"><![CDATA[Commonwealth Bank]]></category>

		<category domain="tag" nicename="commonwealth-bank"><![CDATA[Commonwealth Bank]]></category>

		<category domain="tag"><![CDATA[Gender Diversity]]></category>

		<category domain="tag" nicename="gender-diversity"><![CDATA[Gender Diversity]]></category>

		<category domain="tag"><![CDATA[Grant Thornton]]></category>

		<category domain="tag" nicename="grant-thornton"><![CDATA[Grant Thornton]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Westpac]]></category>

		<category domain="tag" nicename="westpac"><![CDATA[Westpac]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5604</guid>
<description></description>
<content:encoded><![CDATA[Over the last decade or so, there has been an increased focus and debate on gender diversity of top executives and managers of corporations. This was caused mainly by the low proportion of women reaching top positions (Grant Thornton, 2009), despite the proved positive effect of gender diversity on organizational performance (Smith et al, 2005).
<h3><strong>Gender diversity effect on corporate performance</strong></h3>
Many studies explored this issue. One of them, conducted by researchers from Aarhus School of Business, Denmark and involving a panel of 2500 largest Danish companies revealed that the proportion of women in top management positions tend to have positive effects on firm performance. More than that, the results showed correlations between the positive effects of women in top management and their professional qualifications (Smith et al, 2005).

<!--more-->Driven by the perception of positive effects brought by managerial gender diversity on firm performance, but more predominantly, by the new governmental regulations and policies, large corporations throughout the world started in the last few years to increase their focus on corporate governance trying to boost the gender diversity of their top managerial positions.

A good example of such an initiative, is that of the Australian ANZ Bank. Currently, they are well on their way, running programs to increase the corporate  gender diversity. According with the ANZ (2010) corporate responsibility policy:
<ul>
	<li><em>Organizations who are employers of choice for women have access to a larger talent pool;</em></li>
	<li><em>Are better positioned to represent the needs of customers and communities;
</em></li>
	<li><em>Understand the link between a higher proportion of women in top management and increased profitability;</em></li>
	<li><em>Gender diversity is an important characteristic of companies with excellent financial performance and developing women managers and leveraging that talent by giving them a seat at the decision making table is smart business </em>(ANZ, 2008)</li>
</ul>
Recently two other Australian banks, Westpac and Commonwealth Bank announced policies directed towards increasing the number of women in management roles.

According with the Westpac executives, the bank had put in place a gender target, to double the number of women in management positions to 40% in the next 4 years. (Jonston and Bibby, 2010)

Contrary with the ANZ approach towards management gender diversification, which comes apparently as an internal corporate responsibility action, stated already in 2008, the new announcements made by Westpac and Commonwealth Bank seem to be mostly driven by the new governmental guidelines on gender diversification which are about to take effect, starting with January 2010.

This is, however, not surprising, as several governments throughout the world have imposed similar policies. Such examples, of countries who have introduced regulations on the gender compositions of the managerial teams and boards of directors of private corporations, in order to improve equal opportunities, are Sweden and Norway (Smith et al, 2005).

According with the Danish scholars, the Norwegian government introduced a 40% mandatory target for the share of managerial positions occupied by women, already from 2005.
<h3><strong>Women holding management positions.  A Global Survey.</strong></h3>
Despite the increased efforts for boosting the top management gender diversity a recent global research performed by Grant Thornton International (2009) reveals that women still hold less than a quarter, more exactly 24%, of senior management positions in privately held businesses. This is a slightly improved figure from the previous data collected in 2007, when only 19% of senior management positions were found to be held by women.

What it is striking, however, is the fact that a little more than 34% of the currently privately held businesses around the world do not have any woman in a senior management position.

According with the same study, the greatest percentage of women in managerial positions is in the Philippines, where women held surprisingly 47% of senior positions. They are followed by Russia with 42%, Thailand 38%, Poland 32% and Mainland China 31%.

[caption id="attachment_5611" align="aligncenter" width="461"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/Women-in-senior-managerial-positions-smartkpis.jpg"><img class="size-full wp-image-5611" title="Women in senior managerial positions - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Women-in-senior-managerial-positions-smartkpis.jpg" width="461" height="803" /></a> Source: Grant Thornton, 2010[/caption]

<strong>Survey methodology</strong>

The survey was launched in 1992 in nine European countries and currently covers the views of senior executives in privately held businesses all over the world, covering 7,200 private companies in 36 countries, providing territory, regional and global trend data.
<h3><strong>References</strong></h3>
<ul>
	<li style="text-align: justify;">ANZ (2008), ANZ’z approach to advancing women in the workplace, Corporate Responsability – Gender, available at <a href="http://anz.com/resources/5/8/58755080402e27ca8188ab68c54970db/EOWA-booklet.pdf?CACHEID=5a9ac900402e2750b0bef72c5b851de3" target="_blank">http://anz.com/resources/5/8/58755080402e27ca8188ab68c54970db/EOWA-booklet.pdf?CACHEID=5a9ac900402e2750b0bef72c5b851de3</a>, (accessed 15 October, 2010)</li>
	<li style="text-align: justify;">ANZ (2010), Corporate responsability – Gender, available at <a href="http://anz.com/about-us/corporate-responsibility/employees/diversity-culture/diversity/gender/" target="_blank">http://anz.com/about-us/corporate-responsibility/employees/diversity-culture/diversity/gender/</a>, (accessed 15 October 2010)</li>
	<li style="text-align: justify;">Grant Thornton International (2010), Global survey: Women still hold less than a quarter of senior management positions in privately held businesses, available at <a href="http://www.grantthornton.com/portal/site/gtcom/menuitem.550794734a67d883a5f2ba40633841ca/?vgnextoid=83c4c21cd49c0210VgnVCM1000003a8314acRCRD&amp;vgnextchannel=d321d90df58cf110VgnVCM1000003a8314acRCRD" target="_blank">http://www.grantthornton.com/portal/site/gtcom/menuitem.550794734a67d883a5f2ba40633841ca/?vgnextoid=83c4c21cd49c0210VgnVCM1000003a8314acRCRD&amp;vgnextchannel=d321d90df58cf110VgnVCM1000003a8314acRCRD</a> , (accessed 15 October 2010)</li>
	<li style="text-align: justify;">Jonston, E. and Bibby, P. (2010), Westpac adopts gender target, available at <a href="http://www.theage.com.au/business/westpac-adopts-gender-target-20101011-16g41.html" target="_blank">http://www.theage.com.au/business/westpac-adopts-gender-target-20101011-16g41.html</a> (accessed 15 October, 2010)</li>
	<li style="text-align: justify;">Smith, N.; Smith, V. And Verner, M. (2005), Do women in Top Management affect firm performance? A panel study of 2500 Danish Firms, available at <a href="http://ftp.iza.org/dp1708.pdf" target="_blank">http://ftp.iza.org/dp1708.pdf</a> , (accessed 15 October 2010)</li>
</ul>]]></content:encoded>
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<title>Gender diversity policy - an Australian banking industry perspective</title>
<link>http://www.smartkpis.com/blog/gender-diversity-policy-an-australian-banking-industry-perspective/</link>
<pubDate>Mon, 18 Oct 2010 06:41:27 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Banking]]></category>

		<category domain="tag" nicename="banking"><![CDATA[Banking]]></category>

		<category domain="tag"><![CDATA[Commonwealth Bank]]></category>

		<category domain="tag" nicename="commonwealth-bank"><![CDATA[Commonwealth Bank]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Westpac]]></category>

		<category domain="tag" nicename="westpac"><![CDATA[Westpac]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5580</guid>
<description></description>
<content:encoded><![CDATA[[caption id="attachment_5582" align="alignright" width="303"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/Women-in-Management-Positions-smartkpis.jpg"><img class="size-full wp-image-5582" title="Women in Management Positions - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Women-in-Management-Positions-smartkpis.jpg" width="303" height="400" /></a> Source: ANZ, 2008[/caption]

According to a recent article published in several high rated Australian newspapers, „ <em>the days of the bank boardrooms being the domain solely of suits and ties could soon be at an end</em>" (Johnston and Bibby, 2010).

This comes as a result of several banks such as Westpac and Commonwealth Bank who announced new policies to dramatically boost the number of women in management roles.

According to Westpac management, the bank had put in place a gender target to double the number of women in management positions to 40% in the next 4 years. The <a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">KPI</a> used to monitor the results of this initiative is<strong> </strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/managers-who-are-women-2025.html" target="_blank"><strong>% Managers who are women</strong></a>. It can be found in the KPIs examples from the <a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources Functional Area</a> section of <a href="http://www.smartkpis.com" target="_blank">www.smartkpis.com</a>.

The new targets come mostly as a response to the new ASX guidelines which are about to come in force in January, though as several studies and reports already proved, gender diversity can boost a company’s performance (Smith et al, 2005; Manpower, 2008), and thus should be a standard strategy to be adopted and followed by most of the companies.

<!--more-->Several companies like the ANZ Bank, already recognized this necessity of promoting more women in management positions. Currently, they are well on their way, running programs to boost the corporate gender diversity. According with the ANZ (2010) corporate responsibility policy:
<p style="padding-left: 30px;">• Organizations who are employers of choice for women have access to a larger talent pool;</p>
<p style="padding-left: 30px;">• Are better positioned to represent the needs of customers and communities;</p>
<p style="padding-left: 30px;">• Understand the link between a higher proportion of women in top management and increased profitability;</p>
<p style="padding-left: 30px;">• „Gender diversity is an important characteristic of companies with excellent financial performance and developing women managers and leveraging that talent by giving them a seat at the decision making table is smart business.” (ANZ, 2008)</p>
Though, a number of governmental official voices, among which Marie Steel, the acting director of the federal government’s Equal Opportunity for Women in Workplace Agency, already questioned how the 40% target will be achieved in such a short period of time, the initiatives seems to be an achievable one.

A recent survey among the Australian corporations shows that the banking sector is the best positioned to boost their gender diversity, with 13% of women employed in management position compared with just 8% for the country general.

Though the initiative is laudable, as Johnston and Bibby (2010) in their article acknowledge, there is a lot of terrain to cover, especially when comparing with high achievers like Sweden or Norway.
<h3>References</h3>
<ul>
	<li>ANZ (2008), ANZ’z approach to advancing women in the workplace, Corporate Responsability – Gender, available at<a href="http://anz.com/resources/5/8/58755080402e27ca8188ab68c54970db/EOWA-booklet.pdf?CACHEID=5a9ac900402e2750b0bef72c5b851de3" target="_blank"> http://anz.com/resources/5/8/58755080402e27ca8188ab68c54970db/EOWA-booklet.pdf?CACHEID=5a9ac900402e2750b0bef72c5b851de3</a>, (accessed 12 October, 2010)</li>
	<li>ANZ (2010), Corporate responsability – Gender, available at <a href="http://anz.com/about-us/corporate-responsibility/employees/diversity-culture/diversity/gender/" target="_blank">http://anz.com/about-us/corporate-responsibility/employees/diversity-culture/diversity/gender/</a>, (accessed 12 October 2010)</li>
	<li>Jonston, E. and Bibby, P. (2010), Westpac adopts gender target, available at<a href="http://www.theage.com.au/business/westpac-adopts-gender-target-20101011-16g41.html" target="_blank"> http://www.theage.com.au/business/westpac-adopts-gender-target-20101011-16g41.html</a> (accessed 12 October, 2010)</li>
	<li>Manpower (2008), 2008 Women in Management Survey, available at <a href="http://www.manpower.com.tw/pdf/2008_Women_in_Management_Survey_en.pdf" target="_blank">http://www.manpower.com.tw/pdf/2008_Women_in_Management_Survey_en.pdf</a> , (accessed 12 October, 2010)</li>
	<li>Smith, N.; Smith, V. And Verner, M. (2005), Do women in Top Management affect firm performance? A panel study of 2500 Danish Firms, available at <a href="http://ftp.iza.org/dp1708.pdf" target="_blank">http://ftp.iza.org/dp1708.pdf </a>, (accessed 12 October 2010)</li>
</ul>]]></content:encoded>
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<title>Social audits for MicroFinance Institutions (MFIs)</title>
<link>http://www.smartkpis.com/blog/social-audits-for-microfinance-institutions-mfis/</link>
<pubDate>Wed, 20 Oct 2010 10:39:43 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Finance]]></category>

		<category domain="tag" nicename="finance"><![CDATA[Finance]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Microfinance Institutions]]></category>

		<category domain="tag" nicename="microfinance-institutions"><![CDATA[Microfinance Institutions]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5625</guid>
<description></description>
<content:encoded><![CDATA[In a recent report, CERISE (Comité d'Echanges, de Réflexion et d'Information sur les Systemes d'Epargne-crédit) presents the progress of social performance assessment during the past few years, being influenced by social audits, social ratings and reporting standards. The analysis is based on the results of 287 Social Performance Indicators (SPI) audits from 223 institutions in 53 countries, therefore the database gathered presents a highly important potential for taking stock of the social dimension of microfinance practices worldwide.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Social-performance-scores.jpg"><img class="aligncenter size-large wp-image-5627" title="Social performance scores" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Social-performance-scores-1024x528.jpg" width="819" height="422" /></a><span style="color: #888888;">Source: </span><span style="color: #888888;">Bédécarrats, Lapenu &amp; Tchala</span><span style="color: #888888;"> (2010)</span></p>
<!--more-->The report indicates that:
<ul>
	<li>MFIs score highest on <strong>targeting and outreach </strong>(63%), this being the main objective of MFI. The lowest score is registered by the economic and  social benefits MFIs provide to their clients (49%).</li>
	<li>The quality of service is highly rated, meaning that MFIs pay a close attention to their clients’ needs. However, it is hard to establish objective indicators that are also standardized and verifiable.</li>
	<li>From a geographic point of view,  <strong>rural MFIs tend to overcome difficulties</strong> from their operating areas<strong> by</strong> <strong>developing participatory governance models and strong adaptation of services</strong>, generating efforts towards social responsibility.</li>
	<li><strong>NGOs have strong targeting strategies</strong>, while banks appear to focus on diverse product mix and solid social responsibility policies. For the NGOs, the measures in favor of consumer protection are linked with lower portfolio at risk (Bédécarrats, Lapenu &amp; Tchala, 2010).</li>
</ul>
Social performance auditing has become very important for microfinance industry as donors and social investors require a higher degree of accountability from their MFI partners. According to the report, social performance becomes more important every year, being included in the MFI strategy, along with financial and environmental aspects.

<strong>References:</strong>

Bédécarrats,F, Lapenu, C &amp;  Tchala, R, Z 2010, <em>Social audits in microfinance: what have we learned about social performance?, </em>available at: <a href="http://www.cerise-microfinance.org/IMG/pdf/Analysis-DB-SPI_mis_en_forme.pdf" target="_blank">http://www.cerise-microfinance.org/IMG/pdf/Analysis-DB-SPI_mis_en_forme.pdf </a>(accessed 10 October 2010)]]></content:encoded>
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<title>USA top hospitals ranking based on performance improvement</title>
<link>http://www.smartkpis.com/blog/usa-top-hospitals-ranking-based-on-performance-improvement/</link>
<pubDate>Thu, 21 Oct 2010 08:30:54 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5641</guid>
<description></description>
<content:encoded><![CDATA[The Thomson Reuters <strong>100 Top Hospitals: National Benchmarks </strong>is an annual, quantitative study dedicated to measuring performance across the industry, that identifies the best hospitals in USA, overall, as measured on the 100 Top Hospitals Balanced Scorecard. For the edition launched in 2010, hospitals are evaluated against similar hospitals for their performance in 2009, in terms of size and teaching status.

According to the study, if all the hospitals in the U.S.A. would have similar standards as the top 100 hospitals, the estimated impact would be:
<ul>
	<li>98,000 additional patients would survive each year;</li>
	<li>About 197,000 patient complications would be avoided annually;</li>
	<li>Expenses would decrease $5.5 billion a year;</li>
	<li>The average patient stay would decrease by nearly half a day (Thomson Reuters, 2010).</li>
</ul>
The top-performing hospitals are listed by comparison group and number of winners, as it follows:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/The-national-list-of-top-performing-hospitals.jpg"><img class="size-full wp-image-5642 aligncenter" title="The national list of top-performing hospitals" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/The-national-list-of-top-performing-hospitals.jpg" width="333" height="174" /></a><span style="color: #888888;">Source: Thomson Reuters (2010)</span></p>
<!--more-->In the study, each performance measure is explained briefly, containing the reason why the indicator is included, the calculation, comments and favorable values. The key performance indicators used for this ranking are illustrated in the table bellow, setting a national performance comparison:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/national-performance-comparisons1.jpg"><img class="aligncenter size-full wp-image-5658" title="National performance comparisons" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/national-performance-comparisons1.jpg" width="857" height="390" /></a><span style="color: #888888;">Source: Thomson Reuters (2010)</span></p>
Nationally, the 100 Top Hospitals show us that high quality patient outcomes can be achieved while keeping finances in line. For example, the patient safety index of 0.87 means that they had 13% fewer adverse patient safety events than expected. Moreover, the award winners had 6 % fewer deaths than expected, with a 30-day mortality rate and 30-day readmission rates lower than other hospitals (Thomson Reuters, 2010).

The main conclusion of the study is that <strong>the healthcare industry in the U.S.A. did not significantly improve performance across the balanced scorecard of measures</strong>. The single outstanding achievement in performance improvement by hospitals is the decrease in mortality rates over the years studied, since 2004 through 2008, more than half of the hospitals studied improving their survival rates.

<strong>References:</strong>

Thomson Reuters 2010, <em>2009 Thomson Reuters 100 Top Hospitals®: National Benchmarks Study, </em>available at: <a href="http://www.100tophospitals.com/assets/TOP-7769%20100TopHospAbstract_0310HiRes.pdf" target="_blank">http://www.100tophospitals.com/assets/TOP-7769%20100TopHospAbstract_0310HiRes.pdf </a>(accessed 01 October 2010)]]></content:encoded>
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<title>Over 5100 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-5100-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Fri, 22 Oct 2010 10:35:49 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Performance Indicator]]></category>

		<category domain="tag" nicename="performance-indicator"><![CDATA[Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5636</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 5100 performance measures documented and published</strong> in the online repository. The team focused over the last few days on publishing examples from the Information Technology, Supply Chain, Procurement &amp; Distribution and Knowledge and Innovation functional areas. Examples  from  Government -State/Federal and Government - Local sectors were also added to the KPIs repository.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (454)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (345)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (334)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (225)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (179)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (179)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (599)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (433)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (266)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (241</a>)</li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (176)</a></li>
</ul>
Example of a documented performance measure:<a href="http://www.smartkpis.com/kpi-key-performance-indicator/Performance-appraisals-completed-on-time-769.html" target="_blank"> % Performance appraisals completed on time</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
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<wp:post_id>5636</wp:post_id>
<wp:post_date>2010-10-22 21:35:49</wp:post_date>
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<title>Toyota Motor Corporation and TPS - champions of performance improvement</title>
<link>http://www.smartkpis.com/blog/toyota-motor-corporation-and-tps-champions-of-performance-improvement/</link>
<pubDate>Mon, 25 Oct 2010 09:32:57 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Improvement]]></category>

		<category domain="tag" nicename="improvement"><![CDATA[Improvement]]></category>

		<category domain="tag"><![CDATA[Japan]]></category>

		<category domain="tag" nicename="japan"><![CDATA[Japan]]></category>

		<category domain="tag"><![CDATA[Manufacturing]]></category>

		<category domain="tag" nicename="manufacturing"><![CDATA[Manufacturing]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Toyota]]></category>

		<category domain="tag" nicename="toyota"><![CDATA[Toyota]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5662</guid>
<description></description>
<content:encoded><![CDATA[Today more than ever, Toyota continues to be studied by scholars and professionals that are interested to understand how a handful of people that formed the early Toyoda family succeeded in setting one of the one world’s greatest manufacturers. It took decades of hard work, innovation and a unique philosophy to turn what was first a small manufacturer of looms used in the textile industry into a champion in the more competitive and tough automotive global market.

Why is Toyota interesting to study and understand? Because the <strong>Toyota Production System (TPS)</strong> is an example of great performance and innovation, of tools, philosophy and practices that not only outstand by their beauty, but have also proved their effectiveness, in the volumes of vehicles Toyota sold and continues to sell, its market capitalization, customer attitudes and preference for Toyota cars and, not less important, its overall corporate philosophy that has crystallized.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Tundra-plant.jpg"><img title="Toyota-Tundra-plant" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Tundra-plant.jpg" width="526" height="334" /></a></p>
<p style="text-align: center;">Source: toyoland.com (2010)</p>
<!--more-->So what is the Toyota Production System and how it has made the company perform that well?

The TPS was developed by Toyota at the end of the World War II, when the automotive manufacturing industry was dominated by Ford and General Motors, which made use of big equipment, mass production and economies of scale to produce as much as possible with costs as low as possible (Liker 2004). What these two giants were lacking was a customer-oriented approach, clients desiring more flexibility and customization. So this was what Toyota needed to tackle, but how could it do it with not too high costs? The result was an innovative approach to the production process, with the major focus on eliminating waste from all stages beginning with the raw material and ending with the final product. And this stands at the base of the <strong>lean manufacturing</strong> concept that would be embraced by many other manufacturers in the world, with more or less success.

Several specific <strong>techniques</strong> and concepts were put in place, focusing on different areas of <strong>improvement</strong>, such as (Liker 2004):
<ul>
	<li><strong>Just-in-time</strong> – the focus was to reduce inventories and associated carrying costs by using signals between different points in the process, which tell production when to make the next part;</li>
	<li><strong>One-piece-flow</strong> - involved moving one workpiece at a time between operations within a workcell;</li>
	<li><strong>Jidoka</strong> (‘automation with human intelligence’) - meant freeing the equipment from the necessity of constant human attention, separate people from machines and allow staff to conduct multiple operations;</li>
	<li><strong>Kaizen</strong> – described the focus on small, incremental, continual and adding-value improvements;</li>
</ul>
In this context, several <strong>KPIs</strong> can be used to measure<strong> </strong>performance in the production process (Liker 2004):
<ul>
	<li># Lead-time to produce</li>
	<li># Work-in-process inventory</li>
	<li># Finished-goods inventory</li>
	<li># Overtime</li>
	<li># Productivity (pieces per man hour)</li>
</ul>
However, for long-term success and sustainability of the operational excellence, techniques must be supported by an organizational philosophy that frames the context of operations. And Toyota understood this, establishing several immutable principles (Liker 2004) that would guide its existence over decades:
<ul>
	<li><strong>Long-term thinking</strong>, focus on adding value to the society</li>
	<li>Performing the <strong>right processes</strong> leads to the right and desired results</li>
	<li>Develop Toyota’s <strong>people and partners</strong></li>
	<li><strong>Solve root problems</strong>, thus drive organizational learning</li>
</ul>
<strong>Reference</strong>

Liker, JK 2004, <em>The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer</em>, McGraw-Hill.

<strong>Note</strong>

For more KPI examples in <a href="http://www.smartkpis.com/kpi/functional-areas/production-quality-management/" target="_blank">Production</a> and <a href="http://www.smartkpis.com/kpi/industries/manufacturing/" target="_blank">Manufacturing</a>, visit <a href="http://www.smartkpis.com/" target="_blank">smartKPIs.com</a>.]]></content:encoded>
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<wp:post_id>5662</wp:post_id>
<wp:post_date>2010-10-25 20:32:57</wp:post_date>
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<title>Google Price Index - a new KPI for mapping inflation trends using web data</title>
<link>http://www.smartkpis.com/blog/google-price-index-%e2%80%93-a-new-kpi-for-mapping-inflation-trends-using-web-data/</link>
<pubDate>Tue, 26 Oct 2010 03:29:31 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Google]]></category>

		<category domain="tag" nicename="google"><![CDATA[Google]]></category>

		<category domain="tag"><![CDATA[Google Price Index]]></category>

		<category domain="tag" nicename="google-price-index"><![CDATA[Google Price Index]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5689</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.google.com/prdhp" target="_blank"><img class="size-full wp-image-5690 aligncenter" title="Google Price Index - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Google-Price-Index-smartkpis.jpg" width="400" height="148" /></a></p>
<p style="text-align: justify;">According with a recent article published by Harding (2010) in the Financial Times citing Google's Chief Economist, Hal Varian, Google is currently developing and testing a new daily <a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">measure</a> of inflation using web data.</p>
<p style="text-align: justify;"><strong>Google Price Index (GPI)</strong> is envisaged to provide accurate daily statistics of the inflation trends for the products and services transacted via web, and could one day provide an alternative to the <strong>Consumer Price Index (CPI)</strong>, once with the generalization of the online shopping.</p>
<p style="text-align: justify;"><!--more-->Currently, the Consumer Price Index data is collected manually from shops and published monthly with a time lag of several weeks. Alternatively, the new Google Price Index will be able to offer automated daily updated figures, a tremendous improvement in the current status of the inflation intelligence data provision process.</p>
<p style="text-align: justify;">Even, if the Google Price Index is already considered by many as an extraordinary alternative for the Consumer Price Index, as Google Chief Economist emphasizes, GPI is not a direct replacement of the CPI and most probably will not be in the near future. This is mostly due to the differences between the mix in the online shopping basket and the mix in the wider economy one.</p>
<p style="text-align: justify;">As an example, housing accounts count for about 40% of the US CPI, while only for 18% of the GPI at this point.</p>
<p style="text-align: justify;">While promising, the GPI is still in development and Google has not decided yet if it will be released to the public. In the meantime, <a href="http://www.google.com/prdhp" target="_blank">Google Product Search </a>provides a product research and comparison service and gives a glimpse of the algoritm behind GPI.</p>
<p style="text-align: justify;">For more details on <a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">Key Performance Indicators</a> specific to the <a href="http://www.smartkpis.com/kpi/functional-areas/online-presence-ecommerce/" target="_blank">Online Presence – eCommerce</a> or <a href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank">Sales</a> functional areas visit the <a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">KPI</a> examples section on smartkpis.com.</p>
<strong>References</strong>
<ul>
	<li>Harding, V. (2010), Google to map inflation using web data, Financial Times, Technology section, available at <a href="http://www.ft.com/cms/s/2/deeb985e-d55f-11df-8e86-00144feabdc0.html" target="_blank">http://www.ft.com/cms/s/2/deeb985e-d55f-11df-8e86-00144feabdc0.html</a>, (accessed 26October 2010)</li>
</ul>
<strong>Additional resources</strong>
<ul>
	<li>smartkpis.com, Key Performance Indicators from the eCoomerce functional area, available at <a href="http://www.smartkpis.com/kpi/functional-areas/online-presence-ecommerce/" target="_blank">http://www.smartkpis.com/kpi/functional-areas/online-presence-ecommerce/</a>, (accessed 26 October, 2010)</li>
</ul>]]></content:encoded>
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<title>2010 Trends for workers compensation claim frequency</title>
<link>http://www.smartkpis.com/blog/2010-trends-for-workers-compensation-claim-frequency/</link>
<pubDate>Wed, 27 Oct 2010 11:04:36 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Insurance]]></category>

		<category domain="tag" nicename="insurance"><![CDATA[Insurance]]></category>

		<category domain="tag"><![CDATA[National Council on Compensation Insurance Inc]]></category>

		<category domain="tag" nicename="national-council-on-compensation-insurance-inc"><![CDATA[National Council on Compensation Insurance Inc]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

		<category domain="tag"><![CDATA[Worker Compensation]]></category>

		<category domain="tag" nicename="worker-compensation"><![CDATA[Worker Compensation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5706</guid>
<description></description>
<content:encoded><![CDATA[A research brief released recently by the USA based National Council on Compensation Insurance Inc. (NCCI) indicates that the workers <strong>compensation claim frequency </strong>declined with 4% in 2009, compared to 3,4% in 2008. However, the data also reveals that though claim frequency is down, <strong>indemnity and medical severity</strong> continue to rise, outpacing the wage inflation.

These two <a href="http://www.smartkpis.com/dashboard/" target="_blank">performance measures</a> for work safety have a great impact upon both the employer organizations and the insurance companies. Large employers that can afford safety programs saw the steepest decline in injuries, due to the reduced costs paid for workers compensation claims. On the other hand, the insurers earnings are highly correlated with the increased indemnity and medical severity, that are outpacing the average weekly wage.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Workers-compensation-frequency.jpg"><img class="aligncenter size-full wp-image-5707" title="Workers compensation frequency" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Workers-compensation-frequency.jpg" width="634" height="500" /></a><span style="color: #888888;">Source: NCCI (2010)<!--more-->
</span></p>
Since 1990, injury rates have dropped nearly 55%, due to some <strong>key factors influencing the long term decline in workers compensation claim frequency:</strong>
<ul>
	<li>Global competition - advances in automation, technology, and production;</li>
	<li>The aging of the workplace - older workers tend to have fewer workplace accidents;</li>
	<li>Employers' continuing focus on workplace safety over the years;</li>
	<li>Reforms that tightened compensability standards in the 1990s (NCCI, 2010).</li>
</ul>
Over the latest five years, the decline in claim frequency continues to be widespread, being observed for all industries, geographic regions, and employer sizes, as well as for most claim types. However, the frequency changes vary considerably by type of injury: for example, the more complex such as carpal tunnel and lower back claims declined more than average.

Regarding future trends, economic factors suggest <strong>further reductions of claim frequency are likely in 2010</strong>. The economic recessions typically put additional downward pressure on claim frequency, because of less "job creation" which translates into a more experienced, and therefore less accident-prone, workforce. (NCCI, 2010).

<strong>References</strong>

NCCI (National Council on Compensation Insurance Inc.) 2010, <em>Workers Compensation Claim Frequency Continues to Decline in 2009, </em>available at: <a href="https://www.ncci.com/Documents/research-claims-frequency-sept-2010.pdf" target="_blank">https://www.ncci.com/Documents/research-claims-frequency-sept-2010.pdf</a> (accessed 25 October 2010)]]></content:encoded>
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<wp:post_id>5706</wp:post_id>
<wp:post_date>2010-10-27 22:04:36</wp:post_date>
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<title>smartKPIs.com Premium - The &#039;gold standard&#039; in KPI documentation</title>
<link>http://www.smartkpis.com/blog/smartkpis-com-premium-the-%e2%80%9cgold-standard%e2%80%9d-in-kpi-documentation/</link>
<pubDate>Thu, 28 Oct 2010 07:32:19 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[KPIs Premium]]></category>

		<category domain="tag" nicename="kpis-premium"><![CDATA[KPIs Premium]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Performance Indicator]]></category>

		<category domain="tag" nicename="performance-indicator"><![CDATA[Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5722</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><img class="aligncenter" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></p>
<strong>Melbourne, Australia, 28 Oct 2010 - </strong>eab group is pleased to announce the launch of <strong>smartKPIs Premium</strong>, the most comprehensive and well documented selection of Key Performance Indicator (KPI) examples in the world.

<strong><!--more--><a href="http://www.smartkpis.com/premium.html" target="_blank">smartKPIs.com Premium</a> </strong>is available online in the Premium services section of the <a href="http://www.smartkpis.com/premium.html" target="_blank">www.smartKPIs.com</a> platform. It consists of over 1,000 KPI examples preselected by the eab group’s research team as the most relevant for practice across functional areas and industries. They were thoroughly documented in over 30 fields, 10 times more than the number of fields used by most other lists of KPI examples.

While the popularity of KPIs used to guide performance management decisions at strategic, operational and individual level continues to grow, one major issue in their successful deployment is the level of documentation. Simply listing the name of a KPI without thoroughly documenting it hinders its proper understanding and oftentimes generates communication issues. Thoroughly documenting KPIs in a standardised template has become a key success factor in working with KPIs. However, due to time pressures and lack of structure or clarity, oftentimes this step is skipped in the process of establishing KPIs within organisations.

<strong><a href="http://www.smartkpis.com/premium.html" target="_blank">smartKPIs.com Premium</a> </strong>comes to address this issue by providing a structured template as well as the complete documentation of the fields for the most common KPIs used by businesses. Available both online and in PDF format, these documented KPIs can be adjusted and customised offline to match the specifics of each organisation. The benefit is the readily available template and documented fields that make the customisation much easier compared to starting with a blank page.

<strong><a href="http://www.smartkpis.com/premium.html" target="_blank">smartKPIs.com Premium</a> </strong>was developed by a team of experienced researchers and practitioners specialised in organisational performance management and with a wide range of skill sets across business disciplines. It complements the existing database of KPIs available on <a href="../../../../../../">www.smartKPIs.com</a> which contains over 5,000 KPI examples grouped in a taxonomy of 14 business functional areas, as well as 24 industries that can be accessed by browsing or searching relevant topics.

<em>“Many members of the smartKPIs.com online community asked for more details on the documentation page of each KPI example, possibility to export the data in a print friendly format and the approval to use the data for commercial purposes. smartKPIs Premium responds to these suggestions.” </em>said Aurel Brudan, founder and director of eab group. <em>“A yearly subscription is charged for accessing the smartKPIs Premium, however access to the database of 5,000 KPI examples and 1,000 examples of performance reports remains free.”</em>

<strong>Features and Pricing</strong><em> </em>

<a href="http://www.smartkpis.com/premium.html" target="_blank"><img class="aligncenter size-full wp-image-5725" title="smartkpis Premium" src="http://www.smartkpis.com/blog/wp-content/uploads/smartkpis-Premium.jpg" alt="" width="645" height="623" /></a>

<em>
</em>

<strong>About eab group</strong>

eab group is an innovative research driven provider of integrated performance management solutions, assisting organisations to achieve results by architecting performance. Our expertise in strategy, organisational performance management, business intelligence and project management helps clients in sustainably delivering value for their stakeholders. Our services include consulting, training, research, technology and building online communities, such as <a href="http://www.smartkpis.com/premium.html" target="_blank">www.smartKPIs.com</a>. For more details, visit <a href="http://www.eabgroup.com.au/" target="_blank">http://www.eabgroup.com.au</a>]]></content:encoded>
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<title>Desired State of Evolution - the newest instrument in the managerial toolkit</title>
<link>http://www.smartkpis.com/blog/desired-state-of-evolution-the-newest-instrument-in-the-managerial-toolkit/</link>
<pubDate>Fri, 29 Oct 2010 07:51:39 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Management Tool]]></category>

		<category domain="tag" nicename="management-tool"><![CDATA[Management Tool]]></category>

		<category domain="tag"><![CDATA[Mission]]></category>

		<category domain="tag" nicename="mission"><![CDATA[Mission]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

		<category domain="tag"><![CDATA[Values]]></category>

		<category domain="tag" nicename="values"><![CDATA[Values]]></category>

		<category domain="tag"><![CDATA[Vision]]></category>

		<category domain="tag" nicename="vision"><![CDATA[Vision]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5469</guid>
<description></description>
<content:encoded><![CDATA[The pursuit of organizational clarity and alignment towards a strategic direction has preoccupied researchers and practitioners for many decades. Especially over the last 50 years, a variety of management concepts have been popularized and adopted by organizations with more or less success.
<h3><!--more-->Integrating strategic management concepts</h3>
Some of the early articles on the topic of strategic planning and clarity focused on clarifying how the concept of planning applies to various settings (Pryor 1964, Smiddy, 1964) or in proposing frameworks for strategy formulation (Ansoff 1964). Two such management concepts that gained popularity since then are mission and vision statements.

Towards the end of 1990, the interest of both researchers and practitioners focused increasingly towards exploring the use of integrated approaches that link strategic management concepts related to corporate identity: mission, vision, values and capabilities or competencies (Raynor 1998, Stuart 1999).

The trend of integrating  mission and vision statements in strategic management models or frameworks continued with the anchoring in the vision statement of concepts such as the Balanced Scorecard. Kaplan &amp; Norton (1996) placed vision and strategy at the centre of the development of the <a href="http://www.balancedscorecardreview.com/pages/bsc-concept/" target="_blank">Balanced Scorecard</a>.

Since then a vast literature analyzing the connections between an organization’s approach to strategic planning and its business performance in relation with the Balanced Scorecard was developed (Ahn, 2001; Niven, 2002; Mooraj et al, 1999, Andersen et al, 2001; Kaplan and Norton, 2001).
<h3>Desired State of Evolution</h3>
In order to implement a logical and articulated strategic performance management system based on the <a href="http://www.balancedscorecardreview.com/pages/bsc-concept/" target="_blank">Balanced Scorecard</a>, an organization should clear identify what is the direction it is heading for, what it is trying to achieve (Andersen et al, 2001 citing Senge, 1990 and Kotler, 1996). The process of integration of all strategic statements of an organization that comprises values, mission, destination statement and vision can be facilitated by the creation of the Desired State of Evolution (Brudan, 2010).
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Desired-State-of-Evolution-BSC20-2.jpg"><img class="aligncenter size-full wp-image-5470" title="Desired State of Evolution - BSC20 (2)" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Desired-State-of-Evolution-BSC20-2.jpg" width="600" height="500" /></a><span style="color: #888888;">Source: Brudan, 2010</span></p>
Desired State of Evolution incorporates a combination of new and old strategic management concepts concepts, grouped in three levels: Purpose and Identity at the bottom, Desired State in the middle and Vision at the top. Together, they are linked in a sequence that can be described as the “Desired State of Evolution”.

The first level, <strong>“Purpose and Identity”</strong> is represented by the mission and values of the organization. The mission statement is essential, as it represents the reason why the organization exists. Linked to it are organizational values used by many organizations to drive behaviour, being considered an integral part of organizational culture. By linking them to the mission, desired state and vision, they become an important component of the strategy management system and key elements or organizational communication.

<strong>“Desired State”</strong>, the second level of components is represented by three sets of elements. This is an intermediary level that makes the link between mission and vision. It integrates the “destination statement” approach (Lawrie and Cobbold, 2004) of representing the desired state of the organisation at a future point, while adding by internal oriented capabilities, competencies, value drivers or key success factors and the projection of the organization in the external environment.

The third level of the “Desired State of Evolution” is represented by the vision statement, as a representation of the desired state of the organization in a more distant future.

The sequence:<strong><em> Values -&gt; Mission -&gt; Desired State -&gt; Vision</em></strong> represents a storyline that illustrates the desired evolution path of the organization.

More details on the new integrating strategic management tool can be found at <a href="http://www.balancedscorecardreview.com/pages/bsc-concept/components/" target="_blank">www.balancedscorecardreview.com</a>
<h3>Reference</h3>
<p style="padding-left: 30px;">• Ahn, H. (2001), Applying the Balanced Scorecard concept: an experience report, Long Range Planning, Vol. 34, pp 441-461</p>
<p style="padding-left: 30px;">• Ansoff, H.I. (1964), A Quasi-Analytic Approach to the Business Strategy Problem, Management Technology, Vol. 4, No 1, pp 67-77</p>
<p style="padding-left: 30px;">• Andersen, H., Cobbold, I., Lawrie, G. (2001), Balanced Scorecard implementation in SMEs: reflection in literature and practice, 2GC conference paper</p>
<p style="padding-left: 30px;">• Brudan, A. (2010), Desired State of Evolution – An integrating management tool, paper accepted at the 2010 Australian New Zealand Academy of Management (ANZAM) Conference, Adelaide, Australia</p>
<p style="padding-left: 30px;">• Kaplan, R; Norton, D. (2001), The strategy focused organization, Harvard Business School Press, Boston, Massachusetts</p>
<p style="padding-left: 30px;">• Lawrie, G. &amp; Cobbold, I. (2004), Third-generation balanced scorecard: evolution of an effective strategic control tool, International Journal of Productivity and Performance Management, Vol. 53, No 7, pp 611-623.</p>
<p style="padding-left: 30px;">• Mooraj, S.; Oyon, D.; Hostettler, D. (1999), The Balanced Scorecard: a necessary good or an unnecessary evil, European Management Journal, Vol.17, No. 5, pp 481-491</p>
<p style="padding-left: 30px;">• Pryor, Jr M.H. (1964) International Corporate Planning: How is it Different?, Management Technology, Vol. 4, No 2, pp 139-148.</p>
<p style="padding-left: 30px;">• Raynor, M.E. (1998), That Vision Thing: Do We Need It?, Long Range Planning, Vol. 31, No 3, pp 368-376</p>
<p style="padding-left: 30px;">• Smiddy, H.F. (1964), Planning, Anticipating and Managing, Management Technology, Vol. 4, No 2, pp 83-91</p>
<p style="padding-left: 30px;">• Stuart, H. (1999), A definitive model of the corporate identity management process, Corporate Communications: An International Journal, Vol. 4, No 4, pp 200-207</p>]]></content:encoded>
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<title>Marketing Performance – The five forces model by Michael Porter </title>
<link>http://www.smartkpis.com/blog/marketing-performance-%e2%80%93-the-five-forces-model-by-michael-porter/</link>
<pubDate>Mon, 01 Nov 2010 10:10:29 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Five Forces Model]]></category>

		<category domain="tag" nicename="five-forces-model"><![CDATA[Five Forces Model]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Marketing and Communications]]></category>

		<category domain="tag" nicename="marketing-and-communications"><![CDATA[Marketing and Communications]]></category>

		<category domain="tag"><![CDATA[Michael Porter]]></category>

		<category domain="tag" nicename="michael-porter"><![CDATA[Michael Porter]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5768</guid>
<description></description>
<content:encoded><![CDATA[The current blog post on marketing performance management investigates <strong>Michael Porter’s five forces model </strong>that facilitates the analysis of the competitive forces that appear in a particular business situation.

The model is made of a graphic representation of the five forces that are considered to influence a business, especially when entering a new market, along with an analysis of the exact elements by which each of the five forces manifests its influence. Therefore, it is a valuable tool in managing the company’s position by taking into consideration the key factors that influence performance within the industry.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/5-Forces-Model1.png"><img class="aligncenter size-large wp-image-5772" title="5 Forces Model" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/5-Forces-Model1-1024x709.png" width="491" height="340" /></a><span style="color: #888888;">Source: Karagiannopoulos, Georgopoulos &amp; Nikolopoulos (2005)</span></p>
<!--more-->Porter has suggested that the main five factors that influence the particular environment of an industry are the following:
<ul>
	<li><strong>Competitive rivalry</strong></li>
</ul>
It may appear when competitors are similar in size, when they offer similar, undifferentiated products or when they have similar strategies.
<ul>
	<li><strong>Suppliers’ power</strong></li>
</ul>
The power of suppliers can make an impact on each organization, as they are an important element in the value creation chain. However, their power can be even greater when they monopolize the raw materials’ market or if switching to other suppliers is difficult due to reasons of costs or the inexistence of substitutes for their product.
<ul>
	<li><strong> Buyers’ power</strong></li>
</ul>
Again, like the power of suppliers, the power of buyers always exists, but it is higher mainly when the products are undifferentiated and consumers can switch easily or if they are highly sensitive to price.
<ul>
	<li><strong> Substitutes for the company’s product</strong></li>
</ul>
These represent a threat to the company’s product mainly when consumers are sensitive to price and it is easy for them to switch to other products that are very similar and satisfy their needs.
<ul>
	<li><strong>New entrants on the market</strong></li>
</ul>
This force is high when the barriers to entering the market are low. The more and higher the barriers the lower the threat of new companies entering the market. Examples of such entry barriers can be governmental legislation that new entrants need to comply with, ease of the access to suppliers, the moment of achieving break-even or obtaining economies of scale etc.

So, each organization should take a look at these <strong>five key factors when deciding to approach a new market,</strong> but as they project an image of the external environment, the organization should also take into consideration the internal strengths and weaknesses for a more comprehensive analysis.

<strong>About Michael Porter</strong>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Michael-Porter.jpg"><img class="alignright size-full wp-image-5769" title="Michael Porter" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Michael-Porter.jpg" width="140" height="148" /></a>

A leading authority in management, Michael Porter is Bishop William Lawrence University Professor at Harvard Business School. His work focuses on strategy and competitiveness, both at corporate level and in relation to economic development of nations and regions and the application of competitive principles to social problems.

The five forces model has been described by Porter in his <em>Competitive Strategy: Techniques for Analyzing Industries and Competitors </em>(1980) book.
<p style="text-align: right;"><span style="color: #888888;">Source: Harvard Business School (2010)</span></p>
<p style="text-align: left;"><span style="color: #888888;"><span style="color: #000000;"><strong>References</strong></span></span></p>
<p style="text-align: left;">Karagiannopoulos, GD, Georgopoulos, N &amp; Nikolopoulos K 2005, 'Fathoming Porter's five forces model in the internet era,' <em>The journal of policy, regulation and strategy for telecommunications, information and media</em>, vol. 7, no. 6, pp. 66 - 76.</p>
<p style="text-align: left;">Harvard Business School, <em>Michael E. Porter</em>, available at:  <a href="http://drfd.hbs.edu/fit/public/facultyInfo.do?facInfo=ovr&amp;facId=6532" target="_blank">http://drfd.hbs.edu/fit/public/facultyInfo.do?facInfo=ovr&amp;facId=6532</a> (accessed 29th October 2010).</p>
<p style="text-align: left;"></p>]]></content:encoded>
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<title>Ranking hospitals performance by web presence</title>
<link>http://www.smartkpis.com/blog/ranking-hospitals-performance-by-web-presence/</link>
<pubDate>Tue, 02 Nov 2010 05:00:30 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[Hospitals]]></category>

		<category domain="tag" nicename="hospitals"><![CDATA[Hospitals]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Ranking Web of World Hospitals]]></category>

		<category domain="tag" nicename="ranking-web-of-world-hospitals"><![CDATA[Ranking Web of World Hospitals]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5779</guid>
<description></description>
<content:encoded><![CDATA[A previous blog post, <a href="http://www.smartkpis.com/blog/2010/10/21/usa-top-hospitals-ranking-based-on-performance-improvement/" target="_blank">USA top hospitals ranking based on performance improvement</a>, presented the Thomson Reuters <strong>100 Top Hospitals: National Benchmarks,</strong> an annual, quantitative study dedicated to measuring performance across the industry, that identifies the best hospitals in USA, overall, as measured on the 100 Top Hospitals Balanced Scorecard.

Continuing the incursion into the most popular and used hospitals ranking, this post presents <strong>the "Ranking Web of World Hospitals"</strong>, an initiative of the Cybermetrics Lab, a research group belonging to the Consejo Superior de Investigaciones Científicas (CSIC), the largest public research body in Spain.

<!--more-->Although the original aim of the Ranking was to promote web publication, supporting open access initiatives, electronic access to scientific publications, nowadays it also facilitates the ranking of institutions based on web indicators. This type of ranking can better reflect the whole picture, because it covers not only only formal (e-journals, repositories), but also informal scholarly communication media. The ranking is not only focused on research results but also in other indicators which may reflect better the global quality of the scholar and research institutions worldwide (Cybermetrics Lab, 2010).

<strong>Design and Weighting of Indicators</strong>

The Web indicators measure electronic contents, especially those used for scholarly communication, but also basic information about the hospital, its organization, services and personnel. The rank takes into account both the volume of information published and the impact or visibility of such contents measured by the number of external links the web pages received from others.

Four key performance indicators were obtained from the quantitative results provided by the main search engines:
<blockquote style="text-align: left;">
<ul>
	<li><strong>Size (S)</strong>: # Pages recovered from four engines: Google, Yahoo, Live Search and Exalead.</li>
	<li><strong>Visibility (V):</strong> # Unique external links received (inlinks) by a site can be only confidently obtained from Yahoo Search, Live Search and Exalead.</li>
	<li><strong>Rich Files (R)</strong>. After evaluation of their relevance to academic and publication activities and considering the volume of the different file formats, the following were selected: Adobe Acrobat (.pdf), Microsoft Excel (.xls), Microsoft Word (.doc) and Microsoft Powerpoint (.ppt). These data were extracted using Google.</li>
	<li><strong>Scholar (Sc): </strong>#Papers and citations for each academic domain (Google Scholar). These results from the Scholar database represent papers, reports and other academic items.</li>
</ul>
</blockquote>
<p style="text-align: left;">The Ranking Web of World Hospitals offers more than ranking, by sharing ten best practices, regarding URL naming, website content, popularity and statistics etc. An interesting aspect with regards to this ranking is that the 1000 hospitals ranked are also split by continents, illustrating also top hospitals on each geographical area.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Top-Europe-hospitals.jpg"><img class="aligncenter size-full wp-image-5780" title="Top Europe hospitals" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Top-Europe-hospitals.jpg" width="728" height="462" /></a><span style="color: #888888;">Source: Cybermetrics Lab (2010)</span></p>
The <strong>Ranking Web of World Hospitals</strong> was introduced as a tool for showing the commitment of health organizations to the electronic publication and dissemination of academic information related to medicine. The Top Hospitals should be prone to share their information not only with other colleagues (physicians, researchers, scholars) but also with the rest of society, patients, community leaders, managers and citizens in general. <strong>The ranking  intends to motivate both institutions and scholars to have a web presence that reflect accurately their activities </strong>(Cybermetrics Lab, 2010)<strong>.</strong>

<strong>References:</strong>
Cybermetrics Lab 2010, <em>Ranking Web of World Hospitals</em>, available at: <a href="http://hospitals.webometrics.info/index.html" target="_blank">http://hospitals.webometrics.info/index.html </a>(accessed 16 October 2010)

smartKPIs.com 2010,<em> USA top hospitals ranking based on performance improvement, </em>available at: <a href="http://www.smartkpis.com/blog/2010/10/21/usa-top-hospitals-ranking-based-on-performance-improvement/" target="_blank">http://www.smartkpis.com/blog/2010/10/21/usa-top-hospitals-ranking-based-on-performance-improvement/ </a>(accessed 1 November 2010)]]></content:encoded>
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<title>Over 5200 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-5200-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Wed, 03 Nov 2010 06:09:17 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Documented KPI]]></category>

		<category domain="tag" nicename="documented-kpi"><![CDATA[Documented KPI]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Performance Indicator]]></category>

		<category domain="tag" nicename="performance-indicator"><![CDATA[Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Premium KPI]]></category>

		<category domain="tag" nicename="premium-kpi"><![CDATA[Premium KPI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5801</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 5200 performance measures documented and published</strong> in the online repository. The team focused over the last few days on publishing examples from the Accounting, Portfolio and Project Management and CSR / Sustainability / Environmental Care functional areas. Examples  from Financial Institutions and Agriculture sectors were also added to the KPIs repository.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (457)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (345)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (333)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (227)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (184)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (180)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (601)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (440)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (266)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (241</a>)</li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (176)</a></li>
</ul>
Example of a documented performance measure:<a href="http://www.smartkpis.com/kpi-key-performance-indicator/Cost-to-income-ratio-3159.html" target="_blank"> % Cost to income ratio</a>
<h3>smartKPIs Premium</h3>
The <a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>"gold standard"</strong></em></a> in KPI documentation is now available on smartkpis.com. At the core of <a href="http://www.smartkpis.com/premium.html" target="_blank"><strong><em>smartKPIs Premium</em></strong></a> is a  set of  <strong>over 1,000 KPI examples preselected </strong>by the eab group’s research team as  the most relevant for  practice across functional areas and industries.  These were thoroughly  documented in over 30 fields, 3 times more than  the standard used for most  other KPIs.

Example of a performance measure that was documented for <a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>smartKPIs Premium</strong></em></a> section: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Inventory-to-sales-ratio-ISR-4808.html" target="_blank"># Inventory to sales ratio (ISR)</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
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<wp:post_id>5801</wp:post_id>
<wp:post_date>2010-11-03 17:09:17</wp:post_date>
<wp:post_date_gmt>2010-11-03 06:09:17</wp:post_date_gmt>
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<title>A maturity model for Global Trade Management</title>
<link>http://www.smartkpis.com/blog/a-maturity-model-for-global-trade-management/</link>
<pubDate>Thu, 04 Nov 2010 00:52:08 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Aberdeen Group]]></category>

		<category domain="tag" nicename="aberdeen-group"><![CDATA[Aberdeen Group]]></category>

		<category domain="tag"><![CDATA[Global Trade Management]]></category>

		<category domain="tag" nicename="global-trade-management"><![CDATA[Global Trade Management]]></category>

		<category domain="tag"><![CDATA[Maturity Model]]></category>

		<category domain="tag" nicename="maturity-model"><![CDATA[Maturity Model]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5809</guid>
<description></description>
<content:encoded><![CDATA[A recent report analyzing the global trade companies’ performance released by the Aberdeen Group reveals that global importers and exporters need to reassess their Global Trade Management (GTM) practices in order to stay updated:
<ul>
	<li>with the latest supply and demand fluctuations;</li>
	<li>status of their growing global operations;</li>
	<li>increasing operational complexities and risk, and</li>
	<li>trade lane changes (Heaney, 2010)</li>
</ul>
A ranking of the most important pressure points that drives the Global Trade Management framework reassessment, as outlined by the study survey respondents can be visualized below.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Pressure-Driving-Global-Trade-Management-smartkpis.jpg"><img class="aligncenter size-full wp-image-5810" title="Pressure Driving Global Trade Management - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Pressure-Driving-Global-Trade-Management-smartkpis.jpg" width="500" height="270" /></a><span style="color: #888888;">Source: Heaney, 2010</span></p>
<strong><!--more-->Assessment criteria</strong>

The study is based on a survey of 136 global exporters and importers, performed during August and September 2010 and assesses their performance against a maturity model that has at its core 5 <a href="http://www.smartkpis.com/dashboard/" target="_blank">Key Performance Indicators</a> (KPIs) or criteria.

The maturity model or <em>'Maturity Class Framework'</em>, as it is named in the report, is structured on three maturity levels:
<ul>
	<li>Best-in-Class – Top 20% of aggregate performance scores</li>
	<li>Industry Average – Middle 50% of aggregate performance scores</li>
	<li>Laggard – Bottom 30% of aggregate performance scores</li>
</ul>
The five Key Performance Indicators (<a href="http://www.smartkpis.com/dashboard/" target="_blank">KPIs</a>) or assessment criteria and the results for the Best-in-Class companies are outlined below:
<ul>
	<li><em>% Average trade compliance cost to value ratio</em> – <strong>8,2%</strong></li>
	<li><em>% Perfect order rate received</em> – <strong>95%</strong></li>
	<li><em>% Perfect order rate delivered</em> – <strong>96%</strong></li>
	<li><em>% Improvement in average trade compliance cost to value ratio</em> – <strong>1,4%</strong></li>
	<li><em>$ Total land cost per unit handled versus prior year</em> – <strong>0,6% </strong>(Heaney, 2010)</li>
</ul>
<strong>Assessment results</strong>

The results of the study show that companies enjoying Best-in-Class performance are sharing several common capability gaps when compared with their peers classified on the lower maturity levels, such as:
<ul>
	<li>They are 1,4 times as likely to have proactive and automated monitoring and resolution of General Trade Management exceptions and service disruptions;</li>
	<li>They were 1,3 times as likely to have the ability to meet all electronic external trade compliance requirements;</li>
	<li>They were 1,7 times as likely to automate total landed cost calculation. (Heaney, 2010)</li>
</ul>
<strong>Required actions for performance improvement</strong>

For reaching the highest capability maturity level in terms of Global Trade Management processes performance, the report outlines several directions, that the companies classified as Industry Average or Laggards need to pursue:
<ul>
	<li>Improve core processes and leverage automation in Global Trade Management;</li>
	<li>Establish or renew the corporate focus or strategic direction and ensure alignment with all applicable trade regulations;</li>
	<li>Use Global Trade Compliance (GTC) knowledge in terms of companywide sourcing, purchasing and supply network design decisions. (Heaney, 2010)</li>
</ul>
&nbsp;

<strong>References</strong>

Heaney, B 2010, '<em>Global Trade Management – Strategies for Mastering Trade Compliance and Supply Chain Complexity'</em>, September 2010, Aberdeen Group, available at <a href="http://www.aberdeen.com/aberdeen-library/6633/RA-global-trade-compliance.aspx" target="_blank">http://www.aberdeen.com/aberdeen-library/6633/RA-global-trade-compliance.aspx</a>, (accessed 3 November 2010)]]></content:encoded>
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<wp:post_id>5809</wp:post_id>
<wp:post_date>2010-11-04 11:52:08</wp:post_date>
<wp:post_date_gmt>2010-11-04 00:52:08</wp:post_date_gmt>
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<title>Improving marketing performance through marketing audits</title>
<link>http://www.smartkpis.com/blog/improving-marketing-performance-through-marketing-audits/</link>
<pubDate>Fri, 05 Nov 2010 00:53:23 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[American Marketing Association]]></category>

		<category domain="tag" nicename="american-marketing-association"><![CDATA[American Marketing Association]]></category>

		<category domain="tag"><![CDATA[Five Forces Model]]></category>

		<category domain="tag" nicename="five-forces-model"><![CDATA[Five Forces Model]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Marketing and Communications]]></category>

		<category domain="tag" nicename="marketing-and-communications"><![CDATA[Marketing and Communications]]></category>

		<category domain="tag"><![CDATA[PEST Analysis]]></category>

		<category domain="tag" nicename="pest-analysis"><![CDATA[PEST Analysis]]></category>

		<category domain="tag"><![CDATA[Philip Kotler]]></category>

		<category domain="tag" nicename="philip-kotler"><![CDATA[Philip Kotler]]></category>

		<category domain="tag"><![CDATA[SWOT Analysis]]></category>

		<category domain="tag" nicename="swot-analysis"><![CDATA[SWOT Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5838</guid>
<description></description>
<content:encoded><![CDATA[In the context of managing and improving marketing performance, the concept of <strong>marketing audit</strong> should play an important role as a comprehensive process of diagnosing and improving the marketing systems, processes, tools and principles an organization has currently in place.

The concept of marketing audit has been introduced by <strong>Philip Kotler </strong>in his <strong>‘<em>The Marketing Audit Comes of Age</em>’ </strong>article, in which he describes the process, its roles and its benefits. In 1959, the American Marketing Association published the <strong>'<em>Analyzing and improving marketing performance</em>'</strong> report, which provided some practical guidelines for marketing auditing (Taghian &amp; Shaw 2002).

Since its introduction, many things have changed in the global market place and aspects such as technological enhancements, shifts in customer demands and globalization have made the marketing capability more vital than ever. However, even now there is no unanimous understanding of what a marketing audit would consist of, what would be the areas of intervention and the steps needed to conduct the process of auditing itself. In other words, the marketing audit did not succeed in positioning itself as a standardized process, like in the case of the financial auditing, for example, where rules and processes are widely agreed and confirmed by codes of practice and regulations establishing the profession of financial auditor.

<!--more-->Kotler, Gregor and Rogers (1989) suggest six <strong>components </strong>of a marketing audit, as it follows:
<ol>
	<li><strong>Marketing environment</strong>, both at micro and macro levels. The purpose would be that of identifying opportunities and threats and particular tools would be the <a href="http://www.smartkpis.com/blog/2010/09/21/marketing-performance-%E2%80%93-a-review-of-instruments-and-models-ii/" target="_blank">SWOT and PEST analyses</a> or <a href="http://www.smartkpis.com/blog/2010/11/01/marketing-performance-%E2%80%93-the-five-forces-model-by-michael-porter/" target="_blank">Porter’</a><a href="http://www.smartkpis.com/blog/2010/11/01/marketing-performance-%E2%80%93-the-five-forces-model-by-michael-porter/" target="_blank">s five forces model</a>.</li>
	<li><strong>Marketing strategy </strong>and correlation of the company’s objectives with its environment.</li>
	<li><strong>Marketing organization</strong>, in terms of marketing interaction with other functional areas (such as manufacturing, R&amp;D, purchasing etc.).</li>
	<li><strong>Marketing systems</strong> that are in place to enable data gathering, marketing planning and controlling (i.e. marketing intelligence and decision-making systems).</li>
	<li><strong>Marketing productivity</strong>, which connects marketing to finance and accounting, this being the area where <a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Key Performance Indicators </a>would be compulsory to use.</li>
	<li><strong>Marketing function</strong>, such as sales or advertising.</li>
</ol>
<p style="text-align: right;"><span style="color: #888888;">Source: Practice-Reps (2010)</span></p>
<p style="text-align: right;"><a href="http://www.practice-reps.com/Practice-Reps_Marketing-Report-Example.pdf" target="_blank"><img class="alignright size-full wp-image-5850" title="marketing audit report" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/marketing-audit-report1.gif" width="220" height="276" /></a></p>
According to the same authors (1989), three cautions have to be considered in deploying a marketing audit:
<ol>
	<li><strong>Setting the</strong> <strong>right objective</strong>s for the marketing audit, agreed upon by the auditor and the company officer;</li>
	<li><strong>Data collection</strong> that might be subject of resistance from managers that feel threatened by the audit;</li>
	<li><strong>Presentation of result</strong>s, that might not always meet the company’s expectations of improvement as these might have been set far higher than possible in that current state (click on the image for an example of a summary of a marketing audit report in the medical practice).</li>
</ol>
<p style="text-align: right;"><span style="color: #888888;">
</span></p>
Although conducted by an external auditor in most cases, the marketing audit requires a great implication from all internal stakeholders. For example, in-depht in interviews might be conducted with the marketing staff and people from the other departments. Thus, one of the major benefits of the marketing audit relies in the experience of participating in such a process itself, enabling marketing specialists to improve their own capabilities, benefit from new knowledge and insights from maybe more experienced marketers than themselves.
<p style="text-align: right;"><span style="color: #888888;">
</span></p>
<strong>References</strong>
<ul>
	<li>Kotler, P, Gregor, WT &amp; Rogers, WH 1989, ‘The Marketing Audit Comes of Age,’ <em>MIT Sloan Management Review</em> 15 January 1989.</li>
	<li>Practice-reps.com, <em>Marketing Report example</em>, available at: <a href="http://www.practice-reps.com/Practice-Reps_Marketing-Report-Example.pdf" target="_blank">http://www.practice-reps.com/Practice-Reps_Marketing-Report-Example.pdf</a> (accessed 5th November 2010).</li>
	<li>Taghian, M &amp; Shaw, RN 2002, ‘The Marketing Audit and Business Performance: An Empirical Study on Large Australian Companies’ in <em>Australian and New Zealand Marketing Academy Conference (ANZMAC) 2002 Conference Proceedings</em>, Melbourne.</li>
</ul>]]></content:encoded>
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<wp:post_id>5838</wp:post_id>
<wp:post_date>2010-11-05 11:53:23</wp:post_date>
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<title>Over 5300 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-5300-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Mon, 08 Nov 2010 02:07:38 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Performance Indicator]]></category>

		<category domain="tag" nicename="performance-indicator"><![CDATA[Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Premium KPI]]></category>

		<category domain="tag" nicename="premium-kpi"><![CDATA[Premium KPI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5871</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 5300 performance measures documented and published</strong> in the online repository. The team focused over the last few days on publishing examples from the Agriculture sector and the Finance functional area. Examples  from Government - State /Federal and Government - Local  sectors were also added to the KPIs repository.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (457)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (345)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (333)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (227)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (184)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (180)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (602)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (458)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (266)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (241</a>)</li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (176)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Feed-conversion-ratio-2594.html" target="_blank"># Feed conversion ratio</a>
<h3>smartKPIs Premium</h3>
The <em><strong>'</strong></em><a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>gold standard</strong></em></a>' in KPI documentation is now available on smartkpis.com. At the core of <a href="http://www.smartkpis.com/premium.html" target="_blank"><strong><em>smartKPIs Premium</em></strong></a> is a  set of  <strong>over 1,000 KPI examples preselected </strong>by the eab group’s research team as  the most relevant for  practice across functional areas and industries.  These were thoroughly  documented in over 30 fields, 3 times more than  the standard used for most  other KPIs.

Example of a performance measure that was documented for <a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>smartKPIs Premium</strong></em></a> section: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Economic-value-added-EVA-475.html" target="_blank">$ Economic value added (EVA TM)</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
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<title>Measuring the ease of doing business around the world</title>
<link>http://www.smartkpis.com/blog/measuring-the-ease-of-doing-business-around-the-world/</link>
<pubDate>Tue, 09 Nov 2010 05:31:31 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Taxes]]></category>

		<category domain="tag" nicename="taxes"><![CDATA[Taxes]]></category>

		<category domain="tag"><![CDATA[The International Bank for Reconstruction and Development]]></category>

		<category domain="tag" nicename="the-international-bank-for-reconstruction-and-development"><![CDATA[The International Bank for Reconstruction and Development]]></category>

		<category domain="tag"><![CDATA[Trade]]></category>

		<category domain="tag" nicename="trade"><![CDATA[Trade]]></category>

		<category domain="tag"><![CDATA[World Bank]]></category>

		<category domain="tag" nicename="world-bank"><![CDATA[World Bank]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5879</guid>
<description></description>
<content:encoded><![CDATA[A recent International Bank for Reconstruction and Development (IBRD) &amp; The World Bank report, <strong><em>Doing Business 2011: </em></strong><em><strong>Making a difference for entrepreneurs</strong></em>, presents a series of quantitative indicators on business regulation and the protection of property rights in 183 economies, from Afghanistan to Zimbabwe. This year's edition is the eighth in a series of annual reports benchmarking the regulations that enhance business activity and those that constrain it.

The report aims to supply business leaders and policy makers with a fact base for informing policy making and to provide open data for research on how business regulations and institutions affect such economic outcomes as productivity, investment, informality, corruption, unemployment and poverty. However, its scope is limited, as it does not measure all aspects of the business environment that matter to firms and investors or affect the competitiveness of an economy.

<strong>The report presents two types of indicators</strong>:
<ul>
	<li><strong>'<em>Time and motion indicators</em>' </strong>- measuring the efficiency and complexity in achieving a regulatory goal by recording the procedures, time and cost to complete a transaction in accordance with all relevant regulations from the point of view of the entrepreneur.</li>
	<li><strong>'<em>Legal scoring indicators</em>' </strong>- measuring aspects with regards to the investor protections and legal rights for borrowers and lenders, as well as legal provisions in the laws and regulations on the books.</li>
</ul>
The <a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">indicators</a> are used to analyze economic outcomes and identify what reforms have worked, where and why. In this year’s aggregate ranking on <strong>the ease of doing business</strong> is based on indicator sets that measure and benchmark regulations affecting 9 areas in the life cycle of a business: starting a business, dealing with construction permits, registering property, getting credit, protecting investors, paying taxes, trading across borders, enforcing contracts and closing a business.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Easing-start-up-payment-of-taxes-and-trade-most-popular-in-2009-20101.jpg"><img class="aligncenter size-full wp-image-5881" title="Easing start-up, payment of taxes and trade most popular in 2009-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Easing-start-up-payment-of-taxes-and-trade-most-popular-in-2009-20101.jpg" width="492" height="331" /></a><span style="color: #888888;">Source: </span><span style="color: #888888;">The International Bank for Reconstruction and Development &amp; The World Bank (2010)<!--more-->
</span></p>
<strong>Main conclusions of the report are:</strong>
<ul>
	<li>Lower barriers to start-up are associated with a smaller informal sector.</li>
	<li>The country’s contracting environment is a source of comparative advantage in trade patterns. Countries with good contract enforcement specialize in industries where relationship-specific investments are most important.</li>
	<li>Lower costs of entry encourage entrepreneurship, enhance firm productivity and reduce corruption.</li>
	<li>Simpler and increased number of start-up translates into greater employment opportunities.</li>
	<li>Greater information sharing through credit bureaus is associated with higher bank profitability and lower bank risk (The International Bank for Reconstruction and Development &amp; The World Bank, 2010).</li>
</ul>
Since its launch in 2003, <em>Doing Business </em>has stimulated debate about policy through the data and benchmarks offered, both by exposing potential challenges and by identifying where policy makers might look for lessons and good practices, recording more than 1,500 important improvements since 2004.

<strong>References</strong>

The International Bank for Reconstruction and Development &amp; The World Bank 2010, <em>Doing Business 2011: Making a Difference for Entrepreneurs, </em>available at: <a href="http://www.doingbusiness.org/reports/doing-business/doing-business-2011" target="_blank">http://www.doingbusiness.org/reports/doing-business/doing-business-2011</a> (accessed 7 November 2010).]]></content:encoded>
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<title>Employee Performance Management – a Manufacturing sector perspective</title>
<link>http://www.smartkpis.com/blog/employee-performance-management-%e2%80%93-a-manufacturing-sector-perspective/</link>
<pubDate>Tue, 09 Nov 2010 23:45:17 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Aberdeen Group]]></category>

		<category domain="tag" nicename="aberdeen-group"><![CDATA[Aberdeen Group]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Manufacturing]]></category>

		<category domain="tag" nicename="manufacturing"><![CDATA[Manufacturing]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5896</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The traditional level at which performance management concepts are used in organisations is the individual level. Individual performance management is the organisational level with the longest history, as it mirrors the evolution of organizational complexity .</p>
<p style="text-align: justify;">A recent Aberdeen Group Report, released in September 2010, provides more insight into the characteristics of the employee performance management practices in manufacturing organizations.</p>
<p style="text-align: justify;">The study took in consideration the responses of 65  human resources and line of business professionals from the manufacturing sector and was based on the analysis of these organizations employees performance against three important <a href="http://www.smartkpis.com/dashboard/" target="_blank">Key Performance Indicators</a> (KPIs):</p>

<ul style="text-align: justify;">
	<li><em>% Employees that indicate that are engaged;</em></li>
	<li><em>% Employees that exceeded performance goals or expectations according to last performance review;</em></li>
	<li><em>% Year over year improvement in customer satisfaction.</em></li>
</ul>
<h3 style="text-align: justify;"><strong>Results</strong></h3>
<p style="text-align: justify;">The results of the study suggest that when compared with their counterparts from other industry sectors, companies activating in the manufacturing sector are overall 15 % less likely to achieve Best-in-Class Status. (top 20% of aggregate performance scores)</p>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Employee-Performance-Management-smartkpis.jpg"><img class="aligncenter size-full wp-image-5897" title="Employee Performance Management - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Employee-Performance-Management-smartkpis.jpg" width="500" height="254" /></a>
<p style="text-align: center;"><span style="color: #888888;">Source: Aberdeen Group, 2010</span></p>
<p style="text-align: justify;"><!--more-->The most common challenges indicated by the survey respondents as hindering the employee performance management efforts were:</p>

<ul style="text-align: justify;">
	<li><em>The lack of follow-up between managers and employees regarding progress against  goals and performance expectations – indicated by 59% of respondents;</em></li>
	<li><em>Difficulty in communicating the organization’s strategy – indicated by 40% of respondents; and</em></li>
	<li><em>Too much reliance of manual processes – indicated by 35% of survey respondents.</em></li>
</ul>
<h3 style="text-align: justify;"><strong>Required actions for employee performance improvement </strong></h3>
<p style="text-align: justify;">For reaching <em>Best-in-Class Status</em>, as defined by the Aberdeen Group (2010) analyses performance framework, several directions can be followed by manufacturing companies as outlined below:</p>

<ul style="text-align: justify;">
	<li><em>Automate inefficient or manual processes</em> - facilitating the process of performance management by making easier to record employee performance feedback, capture <a href="http://www.smartkpis.com/dashboard/" target="_blank">KPI</a>s or organize and access this data;</li>
	<li><em>Integrate employees goals with the business - </em>by aligning the employees goals to the organizational strategic objectives;</li>
	<li><em>Drive development and engagement through performance – </em>by building a learning and innovative culture in the organization that fosters commitment to the company, talent development and retention of top performers.</li>
</ul>
<p style="text-align: justify;">Although the Aberdeen Group (2010) report results and suggestions are directed specifically towards the organizations activating in the manufacturing sector, they can be looked as valuable insights for all types of organizations activating in different industrial sectors. This is due to the fact that employee performance management or individual performance management is recognized as an important part of an integrated approach to how performance is addressed by organizations overall. For more details on <strong><em>Performance Management </em></strong>at different organizational levels please visit <a href="http://www.integratingperformance.com/" target="_blank">integratingPerformance.com</a>.</p>
<p style="text-align: justify;">Additionally a large number of <a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Key Performance Indicator examples for the Human Resources </a>Functional area are available in the KPI examples section of <a href="http://www.smartkpis.com/dashboard/" target="_blank">smartKPIs.com</a>.</p>

<h3 style="text-align: justify;"><strong>References </strong></h3>
<p style="text-align: justify;">Aberdeen Group (2010), Employee Performance Management in Manufacturing: Goal Alignment is Key, available at <a href="http://www.aberdeen.com/aberdeen-library/6815/SI-employee-performance-management.aspx" target="_blank">http://www.aberdeen.com/aberdeen-library/6815/SI-employee-performance-management.aspx</a>, (accessed 8 November 2010)</p>
<p style="text-align: justify;"><strong>Additional resources</strong></p>
<p style="text-align: justify;">smartKPIs.com (2010), Key Performance Indicators examples from Human Resources functional area, available at <a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">http://www.smartkpis.com/kpi/functional-areas/human-resources</a>, (accessed 8 November 2010)</p>
<p style="text-align: justify;">integratingPerformance.com (2010), Individual Performance Management, available at <a href="http://www.integratingperformance.com" target="_blank">http://www.integratingperformance.com</a> (accessed 8 November 2010)</p>]]></content:encoded>
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<title>eurobrand 2010: LVMH Group, Nokia and Vodafone, Europe&#039;s top valuable brand corporations</title>
<link>http://www.smartkpis.com/blog/eurobrand-2010-lvmh-group-nokia-and-vodafone-europe%e2%80%99s-top-valuable-brand-corporations/</link>
<pubDate>Wed, 10 Nov 2010 23:56:16 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[European Brand Institute]]></category>

		<category domain="tag" nicename="european-brand-institute"><![CDATA[European Brand Institute]]></category>

		<category domain="tag"><![CDATA[Gerhard Hrebicek]]></category>

		<category domain="tag" nicename="gerhard-hrebicek"><![CDATA[Gerhard Hrebicek]]></category>

		<category domain="tag"><![CDATA[LVMH]]></category>

		<category domain="tag" nicename="lvmh"><![CDATA[LVMH]]></category>

		<category domain="tag"><![CDATA[Marketing and Communications]]></category>

		<category domain="tag" nicename="marketing-and-communications"><![CDATA[Marketing and Communications]]></category>

		<category domain="tag"><![CDATA[Nokia]]></category>

		<category domain="tag" nicename="nokia"><![CDATA[Nokia]]></category>

		<category domain="tag"><![CDATA[Research]]></category>

		<category domain="tag" nicename="research"><![CDATA[Research]]></category>

		<category domain="tag"><![CDATA[Vodafone]]></category>

		<category domain="tag" nicename="vodafone"><![CDATA[Vodafone]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5908</guid>
<description></description>
<content:encoded><![CDATA[The <strong>European Brand Institute</strong>, Europe's leading research institute for intangible assets, based in Vienna, Austria, has released the 2010 results for its annual brand valuation study, <strong>'eurobrand'</strong>.

The study provides a ranking of Europe's most valuable brands, both individual and brand corporations, as well as detailed brand analyses from country and industry perspectives. More than 3.000 brand corporations in 24 countries and 16 industries are examined (European Brand Institute, 2010a).

Below are top 5 valuable <strong>single brands</strong>:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/eurobrand2010-brand-ranking-single-brands.jpg"><img class="aligncenter size-large wp-image-5910" title="eurobrand2010 - brand ranking - single brands" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/eurobrand2010-brand-ranking-single-brands-1024x693.jpg" width="491" height="333" /></a></p>
<p style="text-align: center;"><span style="color: #888888;">Source: European Brand Institute (2010b)</span></p>
<p style="text-align: left;"><!--more-->The most valuable 5 <strong>brand corporations</strong> are:</p>
<p style="text-align: center;"><span style="color: #888888;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/eurobrand-2010-brand-ranking-brand-corporations1.jpg"><img class="aligncenter size-large wp-image-5916" title="eurobrand 2010 - brand ranking - brand corporations" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/eurobrand-2010-brand-ranking-brand-corporations1-1023x747.jpg" width="498" height="363" /></a>
</span></p>
<p style="text-align: center;"><span style="color: #888888;">Source: European Brand Institute (2010c)</span></p>
According to Gerhard Hrebicek, Director of the European Brand Institute, the highest growths in brand values were registered in Pharma, Health and Biotech Industries (i.e. GlaxoSmithKline, Sanofi Aventis and Novartis). The highest decreases in brand values, as affected by the economic recession, were in IT and financial services (RBS, UniCredit and Deutsche Bank) (European Brand Institute 2010a).

<strong>References</strong>
<ul>
	<li>European Brand Institute (2010a), <em>eurobrand 2010 Press release, </em>Vienna.</li>
	<li>European Brand Institute (2010b), <em>Brand Ranking – Single Brands, </em>Vienna.</li>
	<li>European Brand Institute (2010c), <em>Brand Ranking – Brand Corporations, </em>Vienna.</li>
</ul>
<strong> Note</strong>

To access the documents above and more information on eurobrand 2010, visit  <a href="http://www.eurobrand.cc/" target="_blank">http://www.eurobrand.cc</a> and register for the <a href="http://www.eurobrand.cc/en/publication/eurobrand2010_Press_Kit" target="_blank">eurobrand2010 PRESS KIT</a>.]]></content:encoded>
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<title>Performance Measurement Maturity Model - assessing organizational performance measurement capabilities</title>
<link>http://www.smartkpis.com/blog/performance-measurement-maturity-model-assessing-organizational-performance-measurement-capabilities/</link>
<pubDate>Mon, 15 Nov 2010 12:18:49 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[EAB group]]></category>

		<category domain="tag" nicename="eab-group"><![CDATA[EAB group]]></category>

		<category domain="tag"><![CDATA[Maturity Model]]></category>

		<category domain="tag" nicename="maturity-model"><![CDATA[Maturity Model]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Research]]></category>

		<category domain="tag" nicename="research"><![CDATA[Research]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5931</guid>
<description></description>
<content:encoded><![CDATA[<h3 style="text-align: justify;"><strong>Performance Management and Measurement</strong></h3>
<p style="text-align: justify;">In scientific management performance is associated with two key processes, performance management and performance measurement which cannot be separated from one another. <a href="http://www.integratingperformance.com/pages/integration/" target="_blank">Performance management</a> both proceeds and follows performance measurement.</p>
<p style="text-align: justify;">Performance measurement appears as a sub process of performance management that mainly focuses "on the identification, tracking and communication of performance results, by the use of performance indicators" (Brudan, 2010).</p>

<h3 style="text-align: justify;"><strong><!--more-->Performance Measurement roles and importance</strong></h3>
<p style="text-align: justify;">Increasingly, authors and commentators are discussing the multiple roles of measurement, as it is recognized that performance measurement allows managers to do far more than simply check progress (Neely, 2002).</p>
<p style="text-align: justify;">The performance measurement system is a process supporting continuous learning in which feedback is used for identifying achievements and making adjustments to agreed-upon strategies or initiatives to ensure continued excellence of activities and services, and to progress for the attainment of organizations mission, vision and objectives. It also can provide a balanced and systematic attempt to assess the effectiveness of organizations operations from different points of view: financial, business performance, clients and employees.</p>
<p style="text-align: justify;">In this setting performance measurement is a must and it is imperiously required to support the performance management system. One way to assure that a streamlined and mature performance measurement process is in place, is to assess the current measurement capabilities against a <strong><em>Performance Measurement Maturity Model</em></strong>.</p>

<h3 style="text-align: justify;"><strong>About Maturity Models</strong></h3>
<p style="text-align: justify;">In a previous blog, describing the <a href="http://www.smartkpis.com/blog/2010/04/20/assessing-organizational-performance-management-capability-the-performance-management-maturity-model/" target="_blank">Performance Management Maturity Model</a>, we’ve presented the main reasons that stay behind why organizations might choose to use a maturity model in order to assess their current capabilities, such as:</p>

<ul style="text-align: justify;">
	<li>Gaining a better understanding of strengths and weaknesses in order to enable improvement to happen</li>
	<li>Gaining recognition of service quality in order to support proposals</li>
	<li>Justifying investments in process improvement</li>
	<li>Providing a map for continual progression and improvement</li>
	<li>Focusing on the organization’s maturity rather than specific initiatives</li>
</ul>
<p style="text-align: justify;">Thus, maturity models prove to be important tools to help organizations align their processes to a common standard, and guide their process maturity, step by step following a structured and predefined path.</p>

<h3 style="text-align: justify;"><strong>Performance Measurement Maturity Model</strong></h3>
<p style="text-align: justify;">The Performance Measurement Maturity Model proposed below is informed by an academic research project (Brudan, 2009) supported by further insights from the experience gained as implementers of <a href="http://www.integratingperformance.com/pages/integration/" target="_blank">Performance Management Systems</a> and developers of <a href="http://www.smartkpis.com/dashboard/" target="_blank">smartKPIs.com</a>, one of the most comprehensive repositories in the world with <a href="http://www.smartkpis.com/dashboard/" target="_blank">Key Performance Indicators</a> (KPIs).</p>
<p style="text-align: justify;">The model is built on five key dimensions each describing an important characteristic or step of a performance measurement process.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Performance-Measurement-Maturity-Model-Dimensions-smartkpis.jpg"><img class="aligncenter size-full wp-image-5932" title="Performance Measurement Maturity Model - Dimensions - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Performance-Measurement-Maturity-Model-Dimensions-smartkpis.jpg" width="500" height="400" /></a>Source: eab group, 2010</p>

<ul>
	<li style="text-align: justify;"><strong><em>KPIs Identification &amp; Selection</em></strong> – The selection of right Key Performance Indicators (<a href="http://www.smartkpis.com/dashboard/" target="_blank">KPI</a>s) has a major impact on the organizational strategic directions. Indicators should focus on actions and services provided at each organizational level in order to achieve the organizational strategic objectives. Most important it must be considered at all times the measurement of what is important and not necessarily easy.</li>
</ul>
<ul>
	<li><strong><em>KPIs Documentation and Alignment </em></strong>– The process of <a href="http://www.smartkpis.com/dashboard/" target="_blank">KPI</a>s documentation secures that the selected indicators are actionable, by establishing definitions, purpose, calculation formulas, targets, methods of data collection and reporting and data owners and custodians.</li>
</ul>
<ul>
	<li><strong><em>KPIs Collection and Interpretation</em></strong> – The process of <a href="http://www.smartkpis.com/dashboard/" target="_blank">KPI</a>s collection and interpretation needs to be supported by a well defined and optimized system solution that responds to the performance measurement collection needs of the organization. Responsible for data gathering must be identified and it must be assured data availability for each KPI tracked in the Performance Scorecards and Dashboards.</li>
</ul>
<ul>
	<li><strong><em>KPIs Reporting &amp; Visualization – </em></strong>Regardless of the parties involved in the performance reporting process it must be assured that the process is effective and efficient. An inefficient and ineffective reporting system will not generate any significant positive effect on improving the performance of an organization. Another important part of the measurement process is data visualization. Data visualization involves processing information in a graphic description of it in order to be understood and transmitted more easily, faster and more efficiently.</li>
</ul>
&nbsp;
<ul>
	<li><strong><em>KPIs Feedback and Re-alignment</em></strong> – This process is one of the most important parts of the performance measurement cycle. It secures that the KPIs are kept on track and aligned with the organizational strategy, in order to provide with valuable information that will allow improved organizational practices.</li>
</ul>
&nbsp;
<p style="text-align: justify;">The Performance Measurement Maturity Model uses a five level maturity framework which is adapted from The Capability Maturity Model Integration (SEI, 2001) and Portfolio, Programme and Project Management Maturity Model (OGC, 2008). Using this framework, organizations can assess the maturity level of their performance management practices in each of the five dimensions of the model against the 5 maturity levels.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Performance-Measurement-Maturity-Model-Levels-smartkpis.jpg"><img class="aligncenter size-full wp-image-5933" title="Performance Measurement Maturity Model - Levels - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Performance-Measurement-Maturity-Model-Levels-smartkpis.jpg" width="500" height="200" /></a>Source: eab group, 2010</p>
<p style="text-align: justify;">The model presented above represents a new tool that organizations can employ for assessing the maturity of  their performance measurement capability. For more details about how such a model can generate value in an organizational context, contact <strong><a href="http://www.eabgroup.com.au/" target="_blank">eab group</a></strong>.</p>
&nbsp;

&nbsp;
<h3><strong>References</strong></h3>
<ul>
	<li>Brudan, A.N. (2010), <em>Rediscovering performance management: systems, learning and integration</em>, Measuring Business Excellence, Vol. 14, Iss. 1, pp. 109-123</li>
	<li>Brudan, A. (2009), <em>Performance Management Maturity Level in  Business Organizations</em><strong>, </strong>Master thesis,<strong> </strong>Arhus School of Business, Denmark</li>
	<li>Neely, A. (2000), <em>Business Performance Measurement: Theory and Practice</em>, Cambridge University Press, UK</li>
	<li>Office Of Government Commerce - OGC, (2008), <em>Portfolio, Programme and Project Management Maturity Model (P3M3)</em>, Pubic Consultation Draft, available at <a href="http://www.p3m3-officialsite.com/" target="_blank">www.p3m3-officialsite.com</a> (accessed  15 November, 2010)</li>
	<li>Software Engineering Institute - SEI (2001), <em>Capability Maturity Model Integration  (CMMI)</em>, Carnegie Mellon University, available at <a href="http://www.sei.cmu.edu/cmmi" target="_blank">www.sei.cmu.edu/cmmi</a> (accessed 15 November, 2010)</li>
</ul>
<h3><strong>Additional resources</strong></h3>
<ul>
	<li>smartKPIs.com (2010), Assessing organizational performance management capability – The Performance Management Maturity Model, available at <a href="http://www.smartkpis.com/blog/2010/04/20/assessing-organizational-performance-management-capability-the-performance-management-maturity-model/" target="_blank">http://www.smartkpis.com/blog/2010/04/20/assessing-organizational-performance-management-capability-the-performance-management-maturity-model/</a> , (accessed 15 November, 2010)</li>
</ul>]]></content:encoded>
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<wp:post_id>5931</wp:post_id>
<wp:post_date>2010-11-15 23:18:49</wp:post_date>
<wp:post_date_gmt>2010-11-15 12:18:49</wp:post_date_gmt>
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<title>Global measurement of retail theft </title>
<link>http://www.smartkpis.com/blog/global-measurement-of-retail-theft/</link>
<pubDate>Wed, 17 Nov 2010 01:23:09 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Canada]]></category>

		<category domain="tag" nicename="canada"><![CDATA[Canada]]></category>

		<category domain="tag"><![CDATA[Centre for Retail Research]]></category>

		<category domain="tag" nicename="centre-for-retail-research"><![CDATA[Centre for Retail Research]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Retail]]></category>

		<category domain="tag" nicename="retail"><![CDATA[Retail]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5949</guid>
<description></description>
<content:encoded><![CDATA[The Centre for Retail Research recently launched the <strong><em>Global Retail Theft Barometer 2010 </em></strong>report, revealing that <strong>total global shrinkage </strong>(stock loss from crime or waste expressed as a percentage of retail sales) cost retailers and the pu<strong><img class="alignright" alt="Cover of 2010 GRTB" src="http://www.retailresearch.org/images/pagepics/grtb2010bookcover.jpg" width="144" height="198" /></strong>blic <strong>US$ 107.3 billion</strong>, equivalent to <strong>1.36%</strong> of their retail sales.

The results indicate that <strong>the top European country with the highest losses from employee theft is the UK</strong>, with 36.8% of product losses, while Austria has the lowest figure (22.7%).

In the U.S., Canada, and Australia<strong> employee theft</strong> was estimated to be <strong>greater than shoplifting losses</strong>. In the U.S. for example, employee fraud contributing to 43.7% of shrinkage ($17.2 billion) , while shoplifting for 34.9% ($13.7 billion).

Retailers apprehended 6.2 million store thieves in 2010, with the most stolen items including branded expensive products, such as perfume and fine fragrances, alcohol, cosmetics and skincare.
<p style="text-align: right;"><span style="color: #888888;">Source: Centre for Retail Research (2010)</span><span style="color: #888888;">
</span></p>
<strong><!--more-->The Key Performance Indicators </strong>used within the 2010 Global Retail Theft Barometer are:<strong>
</strong>
<ul>
	<li><strong>$ Shrinkage cost - </strong>reached  <strong>US$ 107.3 billion</strong>, equivalent to <strong>1.36%</strong> of the retail sales. Shrinkage has decreased by 5.6% as retailers put almost 10% more funds into security and loss prevention.</li>
	<li><strong>$ Global cost of crime</strong> per family (household) was $185.59.</li>
	<li><strong># Shoplifting attempts: </strong>31% of retailers declared that shoplifting had increased compared to the previous year, when 41% had found that shoplifting attempts had increased. Note that this proportion is not the <em>increase </em>in net shoplifting but the percentage of store groups affected.</li>
	<li><strong>$ Cost of shoplifting </strong>was<strong> </strong>$45.5 billion. Though the main crime problem that retailers faced was shoplifting, this was accounted for 42.4% of shrinkage, as retailers were organised enough to prevent the increase in shoplifting from pushing up shrinkage.</li>
	<li><strong>$ Employee theft </strong>reached $37.8 billion, accounted for 35.3% of shrinkage.</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Sources-of-Global-Retail-Shrinkage.jpg"><img class="aligncenter size-full wp-image-5952" title="Sources of Global Retail Shrinkage" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Sources-of-Global-Retail-Shrinkage.jpg" width="703" height="391" /></a><span style="color: #888888;">Source: Centre for Retail Research (2010)</span></p>
<p style="text-align: left;">The<strong> internal error and administrative failure </strong>(e.g. pricing or accounting mistakes) was 16.9% ($18.1 billion), and <strong>supplier or vendor theft and fraud </strong>was 5.4% of shrinkage ($5.8 billion). Both these totals had improved over the previous year (Centre for Retail Research, 2010).</p>
<p style="text-align: left;">The 2010 edition of the Global Barometer covers <strong>42 countries</strong>, including the U.S., China, Australia, France, Germany, Brazil, UK, South Africa, Turkey, and India, having <strong>1103 respondents</strong> from large retail corporations. The report reached its tenth edition, being initiated and compiled by the Centre for Retail Research, originally a university research group, providing authoritative research and analysis of the retail and service sectors in Britain, Europe and globally.</p>
<strong>References:</strong>

Centre for Retail Research (2010), <em>Global Retail Theft Barometer 2010, </em>available at: <a href="http://www.retailresearch.org/grtb_globaltrends.php" target="_blank">http://www.retailresearch.org/grtb_globaltrends.php</a> (accessed 15 November 2010)]]></content:encoded>
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<wp:post_id>5949</wp:post_id>
<wp:post_date>2010-11-17 12:23:09</wp:post_date>
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<title>Erecting a 15-story Building in 6 Days - Changsha, China</title>
<link>http://www.smartkpis.com/blog/china-builds-a-15-story-building-in-just-six-days/</link>
<pubDate>Thu, 18 Nov 2010 10:47:58 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Constructions &amp; Capital Works]]></category>

		<category domain="tag" nicename="constructions-capital-works"><![CDATA[Constructions &amp; Capital Works]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6001</guid>
<description></description>
<content:encoded><![CDATA[Last week, Yahoo News reported that in June this year, a Chinese construction crew completed a 15-story building in only six days (Dykes, 2010 &amp; Jia, 2010).

The steel building is located in south-central city of Changsha. It covers 610.83 square meters and is of 49.95 meter height. 200 workers with over 200 transport vehicles brought all the building components, which had been previously produced in factories, to the site and the construction was only to install and assemble the parts.
<p style="text-align: center;"><a href="http://mit.zenfs.com/5/2010/11/Picture-1.png"><img class="aligncenter" title="china-builds-a-15-story-building-in-just-six-days" alt="" src="http://mit.zenfs.com/5/2010/11/Picture-1.png" width="476" height="278" /></a>Source: Yahoo News<!--more--></p>
After full completion, the building was launched into service as a commercial building in August.

The swiftly-constructed building is called Sustainable Building. The quickness is only part of the story, according to Broad Air Conditioning Co, Ltd., the construction company of the 15-story building and partner of Shanghai Expo.

Specific performance results include:
<ul>
	<li><strong>Safety and quality of the building</strong></li>
</ul>
# Magnitude of earthquake resistance

# Life span

The building is tested to withstand a magnitude 9 earthquake and the expected usage life is over 50 years of use.
<ul>
	<li><strong>Productivity and Efficiency</strong></li>
</ul>
# Time for construction

The technique of fast building called modular construction enables workers to assemble eight stories in one day, which reduces the time for overall completion.
<ul>
	<li><strong>Cost Efficiency</strong></li>
</ul>
$ Cost for construction

$ Cost in use

Compared to traditional buildings, the sustainable building saves raw materials during construction and energy after it is put to use by about 80%.
<ul>
	<li><strong>Health and Safety</strong></li>
</ul>
# Reportable accidents

# Lost-time accidents

There were zero reported accidents during the two-day construction.

From long-term perspective, the new construction technique is expected to be applied to the industry in China.

For more details on Key Performance Indicators specific to the Construction and Capital Works – Construction of Buildings or Production &amp; Quality Management functional areas, please visit the KPI examples section on smartkpis.com.

<strong>References</strong>
<ul>
	<li>Dykes, B. M. (2010), Chinese Workers Build 15-story Hotel in just Six Days, Yahoo News, Business Section, available at <a href="http://news.yahoo.com/s/yblog_upshot/20101112/bs_yblog_upshot/chinese-workers-build-15-story-hotel-in-just-six-days" target="_blank">http://news.yahoo.com/s/yblog_upshot/20101112/bs_yblog_upshot/chinese-workers-build-15-story-hotel-in-just-six-days</a> (accessed 17 November 2010)</li>
	<li>Jia, H. (2010), Broad Air Conditioning Co. Ltd. Constructed a 15-story Building in 48 Hours, Economic Observation, Real Estate Section, available at <a href="http://www.eeo.com.cn/industry/real_estate/2010/07/14/175499.shtml" target="_blank">http://www.eeo.com.cn/industry/real_estate/2010/07/14/175499.shtml</a> (accessed 17 November 2010)</li>
	<li>smartkpis.com, Key Performance Indicators from the Construction and Capital Works – Construction Industry areas, available at <a href="http://www.smartkpis.com/kpi/industries/construction-capital-works/construction-of-buildings/" target="_blank">http://www.smartkpis.com/kpi/industries/construction-capital-works/construction-of-buildings/</a> (accessed 17 November 2010)</li>
</ul>]]></content:encoded>
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<wp:post_id>6001</wp:post_id>
<wp:post_date>2010-11-18 21:47:58</wp:post_date>
<wp:post_date_gmt>2010-11-18 10:47:58</wp:post_date_gmt>
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<title>2010 top 50 most attractive employers in the world</title>
<link>http://www.smartkpis.com/blog/top-50-most-attractive-employers-in-the-world-in-2010/</link>
<pubDate>Fri, 19 Nov 2010 07:02:58 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Big Four]]></category>

		<category domain="tag" nicename="big-four"><![CDATA[Big Four]]></category>

		<category domain="tag"><![CDATA[Google]]></category>

		<category domain="tag" nicename="google"><![CDATA[Google]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Lenovo]]></category>

		<category domain="tag" nicename="lenovo"><![CDATA[Lenovo]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Top Employers]]></category>

		<category domain="tag" nicename="top-employers"><![CDATA[Top Employers]]></category>

		<category domain="tag"><![CDATA[Universum]]></category>

		<category domain="tag" nicename="universum"><![CDATA[Universum]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=5988</guid>
<description></description>
<content:encoded><![CDATA[There is no doubt that finding and attracting the best talent is a top priority for today's organizations, especially for those activating in the global competitive markets. While attracting best people depends on the company’s image and how it is perceived as an employer, employer attractiveness studies are of great interest to inform both the employers on their image in the labor market and the employees on their decisions to choose a company.

Universum, an employer branding company, publishes on an annual basis the<strong> <em>Top 50 most attractive employers</em></strong> report. It measures the frequency of being selected as an “<em>Ideal Employer</em>” by career seekers in the world’s 12 largest economies: U.S., Japan, China, Germany, France, U.K., Italy, Brazil, Spain, Canada, Russia and India. The respondents are career seekers in the business or engineering fields, who are studying in one of the world’s reputed academic institutions, the target group being made of almost 130,000 persons (Universum Group, 2010).

Below are the <strong>top ten most attractive employees in 2010</strong>, for both business and engineering:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/the-worlds-most-attractive-employers-2010.jpg"><img class="aligncenter size-large wp-image-5989" title="the world's most attractive employers 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/the-worlds-most-attractive-employers-2010-1024x586.jpg" width="737" height="422" /></a></p>
<p style="text-align: center;"><span style="color: #888888;">Source: Universum Group (2010)<!--more-->
</span></p>
In 2010, <strong>Google</strong> has managed to stay on top position from the precedent year and it leads in both business and engineering fields. In the business field, it is followed by the Big Four auditing firms, while in the engineering field, the IT firms still have the lead.

What the researchers have seen as the most important trends in 2010 is the consolidation of auditing and FMCG firms, whereas companies in the financial services and resources, probably due to the fact of being more involved in the economic recession, faced decreases in their attractiveness as employers. So, it was revealed that the perception of industry influenced the perception of employer brand (Universum Group, 2010).

Regarding the origins of the most attractive employers, in both categories, business and engineering, from the 50 firms that made it to the top, 24 in each list are American companies. For the first time a Chinese company, Lenovo, made it to the list of top 50 most attractive employers in engineering, on the 44th position (Universum Group, 2010).

For the complete Top 50 World's most attractive employers 2010 visit: <a href="http://www.universumglobal.com/Top50" target="_blank">http://www.universumglobal.com/Top50</a>.

<strong>Reference</strong>

Universum Group  (2010), <em>The World's Most Attractive Employers 2010</em>,  Stockholm, Sweden.]]></content:encoded>
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<wp:post_id>5988</wp:post_id>
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<title>Electronic medical records (EMR) data visualization  </title>
<link>http://www.smartkpis.com/blog/electronic-medical-records-emr-data-visualization/</link>
<pubDate>Mon, 22 Nov 2010 06:26:02 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Data Visualization]]></category>

		<category domain="tag" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Edward Tufte]]></category>

		<category domain="tag" nicename="edward-tufte"><![CDATA[Edward Tufte]]></category>

		<category domain="tag"><![CDATA[Electronic Medical Records]]></category>

		<category domain="tag" nicename="electronic-medical-records"><![CDATA[Electronic Medical Records]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6037</guid>
<description></description>
<content:encoded><![CDATA[Just half of century ago, patient records in the medical practice were kept in the form of traditional written / typed documents. One of the most important developments in the medical practice that was possible with the technological enhancement of computers and, later on, the internet, is considered to be the <strong>electronic medical record (EMR)</strong>. Not only did it permit a better and easier management of patient information within the healthcare unit, but is also made possible the integration of patient intelligence at local or even national level, this integration being vital in the perspective of treating or moving the same patient to other hospitals.

The<strong> patient record</strong> arose in the 19th century as a highly personalized '<em>lab notebook</em>' that clinicians would use to record their observations and plans so that they could be reminded of pertinent details when they would next see that same patient (Shortliffe, 1999).

<!--more-->In 1994, <strong>Edward Tufte</strong>, one of the most respected authorities in the field of data visualization, predicted that '<em>medical records will soon be computerized</em>', which will overcome the disadvantages of handwritten of printed documents. He best described the traditional, written medical record with the acronym <strong>WORN</strong> (write once read never), by contrast with the acronyms <strong>WYSIWYG</strong> (what you see is what you get) and <strong>WORM</strong> (write once read many) (Powsner and Tufte, 1994).

The authors further on suggest a <strong>graphical summary of patient status</strong> that illustrates the course of an illness and the treatment outcomes for a patient under examination. Both previous patient data and most recent results are included and complex clinical relations can be shown in order to test hypothesis. The graphics are supported by commercially available software and hardware and were created by extracting information from the traditional patient record and introducing it into the software used. As the authors finally put it, instead of a 5 cm thick record, a single page reveals the patient status graphically.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Tufte-graphical-summary-of-patient-status.jpg"><img class="aligncenter size-full wp-image-6038" title="Tufte - graphical summary of patient status" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Tufte-graphical-summary-of-patient-status.jpg" width="440" height="406" /></a></p>
<p style="text-align: center;"><span style="color: #888888;">Source: Powsner and Tufte (1994)</span></p>
In 1999, <strong>Edward Shortliffe</strong> argued that, at that point, '<em>no clinical computing topic is gaining more attention than electronic medical records</em>'. He then described electronic patient record as the '<em>medical record in a new incarnation: electronic, accessible, confidential, secure, acceptable to clinicians and patients, and integrated with other, non-patient-specific information</em>' (Shortliffe, 1999).

He took the discussion further and described the concept of <strong>integrated clinical workstation</strong>, representing a single entry point into a medical facility in which computational tools not only assist with clinical matters (results reporting, order entry etc.), but also with administrative work (Admission-Discharge-Transfer process, materials management, payroll), research (quality assurance, clinical trials) and scholarly information (digital libraries, drug information databases etc.).

While the electronic medical record would be at the heart of this integrated clinical workstation, the author argues that it would represent not an object in itself, but rather a set of processes that involve automation, such as processes for data collection and integration from various sources, as well as tools for displaying the data, analysis and sharing (Shortliffe, 1999).

Along with the complexity of systems and processes EMRs require, another issue associated with the electronic patient records is the security and confidentiality of patient information. However, considering the results of s study conducted in U.S. in 2009, it seems that it is not a matter of patients’ security concerns (as in electronic banking and ecommerce, if benefits are high and security guarantees the same, people will finally resort to it), but rather a matter of hospital and doctor choice or possibility. The study revealed that less than 2 percent of U.S. hospitals have adopted fully functional electronic medical records, most citing the required costs as being the biggest barrier (Steenhuysen, 2009).

<strong>References:</strong>

Powsner, S., M. and Tufte, E. (1999), <em>Graphical summary of patient status</em>, The Lancet, Vol. 344, pp. 386-389.

Shortliffe, E., H. (1999), <em>The Evolution of Electronic Medical Records</em>, Academic Medicine, Vol. 74 No. 4 , pp. 414-419.

Steenhuysen, J. (2009), <em>Few U.S. hospitals have electronic medical records</em>, available at: <a href="http://www.reuters.com/article/idUSTRE52O6WO20090325" target="_blank">http://www.reuters.com/article/idUSTRE52O6WO20090325</a> (accessed 22 November 2010).]]></content:encoded>
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<wp:post_id>6037</wp:post_id>
<wp:post_date>2010-11-22 17:26:02</wp:post_date>
<wp:post_date_gmt>2010-11-22 06:26:02</wp:post_date_gmt>
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<title>The value of pre-built Performance Dashboard solutions</title>
<link>http://www.smartkpis.com/blog/the-value-of-pre%e2%80%93built-performance-dashboard-solutions/</link>
<pubDate>Tue, 23 Nov 2010 06:28:53 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Aberdeen Group]]></category>

		<category domain="tag" nicename="aberdeen-group"><![CDATA[Aberdeen Group]]></category>

		<category domain="tag"><![CDATA[Custom Dashboards]]></category>

		<category domain="tag" nicename="custom-dashboards"><![CDATA[Custom Dashboards]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Software as a Service]]></category>

		<category domain="tag" nicename="software-as-a-service"><![CDATA[Software as a Service]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6052</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">A recent Aberdeen Report, released in October 2010, looks into the strategies and tactics used by companies in order to forge stronger linkages between execution and corporate strategy using performance dashboards.</p>
<p style="text-align: justify;">A particular part of the research investigates the overall performance and capabilities of organizations that are using pre-built dashboard solutions by comparing them with organizations that chose to build their own <a href="http://www.balancedscorecardreview.com/pages/bsc-as-a-system/software/customised-software-63.html" target="_blank">custom dashboards</a>, either using a development kit or build it from the ground.</p>
<p style="text-align: justify;"><!--more-->A pre-built dashboard solution is defined for the purpose of the research as <strong><em>'dashboards that are purchased with specific industry or line of business Key Performance Indicators (KPIs) already built-in'</em></strong>. Examples of such pre-built solutions can include performance dashboards from a wide range of functional areas and industries such as <em>Human Resources, Retail </em>or<em> Real Estate Development</em>.</p>
<p style="text-align: justify;">Pre-built <a href="http://www.integratingperformance.com/pages/integration/tools/scorecards-and-dashboards-38.html" target="_blank">dashboard solutions</a> as described in the report can be implemented in many ways, including <a href="http://www.balancedscorecardreview.com/pages/bsc-as-a-system/software/" target="_blank">traditional</a> on premise deployment or using <a href="http://www.balancedscorecardreview.com/pages/bsc-as-a-system/software/off-the-shelf-bi-software-61.html" target="_blank">Software as a Service</a> (SaaS) approach.</p>

<h3 style="text-align: justify;"><strong>Key report findings</strong></h3>
<p style="text-align: justify;">One of the main findings of the study is that pre-built dashboard solutions are much faster to be deployed within organizations than other custom made solutions. In average an organization that uses a pre-built dashboard solution was able to deploy their first <a href="http://www.integratingperformance.com/pages/integration/tools/scorecards-and-dashboards-38.html" target="_blank">dashboard project</a> in 51 days, 60% of the time required by organizations that were using custom dashboard solutions, which needed 88 days in average for implementation, as shown in the graph below.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Pre-build-Dasboard-Solutions-smartkpis1.jpg"><img class="aligncenter size-medium wp-image-6055" title="Pre-build Dasboard Solutions - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Pre-build-Dasboard-Solutions-smartkpis1-300x243.jpg" width="300" height="243" /></a><span style="color: #888888;">Source: Aberdeen Group, 2010</span></p>
<p style="text-align: justify;">A key benefit of pre-built dashboards is that they enable rapid deployment through modification. As the Aberdeen Report (2010) shows, the time needed to modify a dashboard pre-built solutions is in average only half from the time needed to bring changes to a custom developed dashboard solution.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Pre-build-Dashboard-Solutions-Modification-smartkpis.jpg"><img class="aligncenter size-medium wp-image-6058" title="Pre build Dashboard Solutions - Modification - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Pre-build-Dashboard-Solutions-Modification-smartkpis-300x230.jpg" width="300" height="230" /></a><span style="color: #888888;">Source: Aberdeen Group, 2010</span></p>
<p style="text-align: justify;">Another advantage of pre-built dashboard solutions is that they allow customization and tailoring according with the organizational own needs. The research results show that companies using pre-built dashboard solutions are 45% more likely to have dashboards that can be tailored within the organization cutting time and saving money for the business.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Pre-build-Dashboard-Solutions-Customization-smartkpis1.jpg"><img class="aligncenter size-medium wp-image-6061" title="Pre build Dashboard Solutions - Customization - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Pre-build-Dashboard-Solutions-Customization-smartkpis1-300x280.jpg" width="300" height="280" /></a><span style="color: #888888;">Source: Aberdeen Group, 2010</span></p>
<p style="text-align: justify;">Despite the fact that many would thing that organizations choosing to implement pre-built dashboard solutions don’t have the necessary business intelligence to implement such solutions by their own, and thus prefer a hands off approach, the Aberdeen Group (2010) report presents a totally different situations. According with the study, organizations that pursue pre-built dashboard solutions <em>'are twice as likely as other organizations to possess a Business Intelligence Competency Center (40% to 19%)' </em></p>
<p style="text-align: justify;">Additionally, as the report shows, these organizations have a clearer understanding of the organizational performance culture both in terms of aligning <em><strong><a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">Key Performance Indicators</a></strong></em> used at the operational level with the strategic objectives from the corporate level, and understanding of the strategy execution process overall.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Pre-build-Dasboard-Solutions-Performance-Culture-smartkpis.jpg"><img class="aligncenter size-medium wp-image-6060" title="Pre-build Dasboard Solutions - Performance Culture - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Pre-build-Dasboard-Solutions-Performance-Culture-smartkpis-300x262.jpg" width="300" height="262" /></a><span style="color: #888888;">Source: Aberdeen Group, 2010</span></p>

<h3><strong>Key benefits of pre-built performance dashboard solutions</strong></h3>
<ul>
	<li>Pre-built dashboards enable a faster deployment process;</li>
	<li>Are easily adaptable to rapid change and modification;</li>
	<li>Are more likely to be customized from inside the company through configuration, not coding;</li>
	<li>Pre-built dashboard solutions are often coming with “out-of-the-box” functionality, such as relevant<a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank"><em><strong> Key Performance Indicators</strong></em></a>, pre-built reports and visualization solutions.</li>
</ul>
<h3><strong>Key recommendations </strong></h3>
<p style="text-align: justify;">Despite the fact that pre-built <a href="http://www.integratingperformance.com/pages/integration/tools/scorecards-and-dashboards-38.html" target="_blank">dashboard solutions</a> are fast to implement, adaptable to change and easily to customize a certain amount of effort needs to be allocated in order to integrate them with other enterprise systems as well as configure them to the organization specific needs. Some of the things that need to be taking into account are:</p>

<ul style="text-align: justify;">
	<li>As pre-built solutions are likely to include a broader range of <em><strong><a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">Key Performance Indicators</a></strong></em> and reports that the business actually needs, they need to be mapped and configured to best serve the functionality required by the business;</li>
	<li>The implementation of pre-built dashboard solution might require defining new <a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank"><em><strong>Key Performance Indicators </strong></em></a>and creating new reports or modifying existing ones in order to best translate organization’s strategic direction;</li>
	<li>Security controls and privileges must be set in place and data custodians must be named for each KPI.</li>
</ul>
<h3 style="text-align: justify;"><strong>References </strong></h3>
<ul style="text-align: justify;">
	<li style="text-align: justify;">Aberdeen Group, (2010), <em>Pre-Built Dashboard Solutions – Delivering Value Fast</em>, available at <a href="http://www.aberdeen.com/aberdeen-library/6904/AI-pre-built-dashboard-development.aspx" target="_blank">http://www.aberdeen.com/aberdeen-library/6904/AI-pre-built-dashboard-development.aspx</a> (accessed 22 November 2010)</li>
</ul>]]></content:encoded>
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<wp:post_id>6052</wp:post_id>
<wp:post_date>2010-11-23 17:28:53</wp:post_date>
<wp:post_date_gmt>2010-11-23 06:28:53</wp:post_date_gmt>
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<title>Global measurement of luxury and wealth - The Cost of Living Extremely Well Index (CLEWI)</title>
<link>http://www.smartkpis.com/blog/global-measurement-of-luxury-and-wealth-the-cost-of-living-extremely-well-index-clewi/</link>
<pubDate>Wed, 24 Nov 2010 06:34:40 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Personal performance]]></category>

		<category domain="category" nicename="personal-performance"><![CDATA[Personal performance]]></category>

		<category domain="tag"><![CDATA[CLEWI]]></category>

		<category domain="tag" nicename="clewi"><![CDATA[CLEWI]]></category>

		<category domain="tag"><![CDATA[Consumer Price Index]]></category>

		<category domain="tag" nicename="consumer-price-index"><![CDATA[Consumer Price Index]]></category>

		<category domain="tag"><![CDATA[Cost of Living Extremely Well Index]]></category>

		<category domain="tag" nicename="cost-of-living-extremely-well-index"><![CDATA[Cost of Living Extremely Well Index]]></category>

		<category domain="tag"><![CDATA[Forbes]]></category>

		<category domain="tag" nicename="forbes"><![CDATA[Forbes]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6034</guid>
<description></description>
<content:encoded><![CDATA[<strong>Forbes</strong> lauched in 1976 the<strong> Cost of Living Extremely Well Index (CLEWI)</strong> that measures the price of a basket of luxury goods, being considered to be for the very rich what the Bureau of Labor Statistics’ <strong>Consumer Price Index</strong> is to ordinary people. The index is based on the selection of 40 goods and services reserved to very rich customers, such as:
<ul>
	<li>Dinner costs at the famous La Tour d'Argent in Paris: decreased with 15%, to $ 1,704;</li>
	<li>Average cost for a yearling racehorse from championship lines: decreased with 16% to $271,551;</li>
	<li>Cost of <strong>Bombardier Learjet 40XR</strong> aircraft: $10.6 million versus $9.3 million one year ago.</li>
</ul>
The Cost of Living Extremely Well Index (CLEWI) was set to 100 in 1976 and had been continuously increasing since then.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/CLEWI_chart-2010.jpg"><img class="aligncenter size-full wp-image-6035" title="CLEWI_chart 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/CLEWI_chart-2010.jpg" width="533" height="266" /></a><span style="color: #888888;">Source: Forbes (2010)</span></p>
<!--more-->Over the 12 months ended in August the CLEWI rose 1%, keeping pace with the Consumer Price Index’s 1.1%. During this period,  the aggregate net worth of the <strong> Forbes 400 Richest People in America</strong> rose 8%, from $1.27 trillion up to $1.37 trillion (Forbes, 2010).

This index is tracking the cost of luxury items, being a relevant indicator both for the luxury market and the wealthy population. Conventional wisdom once dictated that no matter the turbulence within economy, the richest segment of the population would stay above the fray, allowing makers of luxury products to maintain their sales. However, as shown by CLEWI, this statement is questionable today, as not even luxury, nor richness can be immune to the global economic slide.

<strong>References:</strong>

Forbes (2010), <em>Forbes Price Index of Luxury Goods Keeps Pace With Inflation</em>, available at: <a href="http://blogs.forbes.com/scottdecarlo/2010/09/23/forbes-price-index-of-luxury-goods-keeps-pace-with-inflation/" target="_blank">http://blogs.forbes.com/scottdecarlo/2010/09/23/forbes-price-index-of-luxury-goods-keeps-pace-with-inflation/</a> (accessed 21 November 2010).]]></content:encoded>
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<wp:post_id>6034</wp:post_id>
<wp:post_date>2010-11-24 17:34:40</wp:post_date>
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<title>Data visualization of the Ireland debt crisis</title>
<link>http://www.smartkpis.com/blog/data-visualization-of-the-ireland-debt-crisis/</link>
<pubDate>Thu, 25 Nov 2010 06:41:56 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Economy]]></category>

		<category domain="tag" nicename="economy"><![CDATA[Economy]]></category>

		<category domain="tag"><![CDATA[Government]]></category>

		<category domain="tag" nicename="government-performance-management"><![CDATA[Government]]></category>

		<category domain="tag"><![CDATA[Greece]]></category>

		<category domain="tag" nicename="greece"><![CDATA[Greece]]></category>

		<category domain="tag"><![CDATA[Infographic]]></category>

		<category domain="tag" nicename="infographic"><![CDATA[Infographic]]></category>

		<category domain="tag"><![CDATA[Ireland]]></category>

		<category domain="tag" nicename="ireland"><![CDATA[Ireland]]></category>

		<category domain="tag"><![CDATA[Italy]]></category>

		<category domain="tag" nicename="italy"><![CDATA[Italy]]></category>

		<category domain="tag"><![CDATA[Portugal]]></category>

		<category domain="tag" nicename="portugal"><![CDATA[Portugal]]></category>

		<category domain="tag"><![CDATA[Spain]]></category>

		<category domain="tag" nicename="spain"><![CDATA[Spain]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6086</guid>
<description></description>
<content:encoded><![CDATA[Facilitated by improved data access and visualization software, infographics are today the pinnacle of the saying '<em>a picture speaks a thousand words</em>'.

The image below is a representation of the web of debt between several key European economies, having at the center a group of countries currently called PIIGS: Portugal, Italy, Ireland, Greece and Spain.
<p style="text-align: center;"><img class="aligncenter" title="Europe's Web of Debt" alt="PIIGS" src="http://graphics8.nytimes.com/images/2010/05/02/weekinreview/02marsh-image/02marsh-image-custom1-v3.gif" width="677" height="632" /></p>
<p style="text-align: center;"><span style="color: #888888;">Source: The New York Times, 2010</span></p>
<strong>References:</strong>

New York Times (2010), Europe's Web of Debt, available at: <a href="http://www.nytimes.com/interactive/2010/05/02/weekinreview/02marsh.html" target="_blank">http://www.nytimes.com/interactive/2010/05/02/weekinreview/02marsh.html</a>, accessed 24/22/2010]]></content:encoded>
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<wp:post_id>6086</wp:post_id>
<wp:post_date>2010-11-25 17:41:56</wp:post_date>
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<title>The power of infographics</title>
<link>http://www.smartkpis.com/blog/the-power-of-infographics/</link>
<pubDate>Wed, 01 Dec 2010 05:20:01 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Data Visualization]]></category>

		<category domain="tag" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Edward Tufte]]></category>

		<category domain="tag" nicename="edward-tufte"><![CDATA[Edward Tufte]]></category>

		<category domain="tag"><![CDATA[Infographic]]></category>

		<category domain="tag" nicename="infographic"><![CDATA[Infographic]]></category>

		<category domain="tag"><![CDATA[Social Marketing Compass]]></category>

		<category domain="tag" nicename="social-marketing-compass"><![CDATA[Social Marketing Compass]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6128</guid>
<description></description>
<content:encoded><![CDATA[More than ever, we are invaded by large amounts of information coming from an enormous volume of sources. Receiving them in a format that is comfortable for our senses and brain  helps us not only to focus on those things that really matter, but also to gain a better understanding of the knowledge or information presented.

It is argued that between 80% to 90%  of all data absorbed by the human brain is visual (Jensen, 2005, cited by Taylor). With the purpose of better illustrating and facilitating the mental assimilation of information,<strong> traditional data visualization tools</strong>, such as graphs, pie charts or bar charts, are probably in every professional’s work repository.  However, modern and more complex approaches to design and visualization are emerging and constantly refining.

<strong><!--more-->Infographics</strong> refers to visual representations of information (or data content). The purpose is that of presenting the information in a visual manner and strengthen the content shared with images, graphs, shapes and other design patterns.

Infographics are a valuable resource in today's professional environment from several points of view.  From a marketing perspective, they can help overcome the disadvantages of traditional „same old same” communication, enhancing creativity and a clear identity within the market. Internally, infographics can support communication, make it more „sensitive” and intelligible for employees.

At a more complex level, infograhics became a resource that even the US administration decided to resort to in 2010, appointing Edward Tufte in a team that would advise the officials of the Recovery Accountability and Transparency Board on how to better explain the complexities of their activity to the public (The White House Office of the Press Secretary, 2010).

Below is an example of a <strong>popular social media infographic</strong>:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/socialmediacompass.jpg"><img class="aligncenter size-full wp-image-6129" title="socialmediacompass" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/socialmediacompass.jpg" width="460" height="614" /></a><span style="color: #888888;">Source: Dyer (2010)</span></p>
<strong>References</strong>

Dyer, P. (2010), <em>35 Great Social Media Infographics</em>, available at:  <a href="http://www.pamorama.net/2010/03/03/35-great-social-media-infographics/" target="_blank">http://www.pamorama.net/2010/03/03/35-great-social-media-infographics/</a>(accessed 1 December 2010).

Jensen, E. (2005), <em>Brain-Based Learning </em>(Revised), cited by Taylor, A, R., PhD., in <em>Senses and the Brain</em>, available at: <a href="http://www.arlenetaylor.org/" target="_blank">http://www.arlenetaylor.org</a> (accessed 1 December 2010).

The White House Office of the Press Secretary (2010), <em>President Obama Announces More Key Administration Posts </em>press release, available at: <a href="http://www.edwardtufte.com/bboard/q-and-a-fetch-msg?msg_id=0003e0&amp;topic_id=1" target="_blank">http://www.edwardtufte.com/bboard/q-and-a-fetch-msg?msg_id=0003e0&amp;topic_id=1</a> (accessed 1 December 2010).

<strong>Additional resources on infographics</strong>

Cool Infographics blog (Randy Klum): <a href="http://www.coolinfographics.com/" target="_blank">http://www.coolinfographics.com/</a>.

The Infographics Showcase: <a href="http://www.infographicsshowcase.com/" target="_blank">http://www.infographicsshowcase.com/</a>.]]></content:encoded>
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<title>Measuring China&#039;s economic performance</title>
<link>http://www.smartkpis.com/blog/measuring-chinas-economical-performance/</link>
<pubDate>Thu, 02 Dec 2010 06:06:32 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[China]]></category>

		<category domain="tag" nicename="china"><![CDATA[China]]></category>

		<category domain="tag"><![CDATA[Economy]]></category>

		<category domain="tag" nicename="economy"><![CDATA[Economy]]></category>

		<category domain="tag"><![CDATA[GDP]]></category>

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		<category domain="tag"><![CDATA[KPI]]></category>

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		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6146</guid>
<description></description>
<content:encoded><![CDATA[<h3 style="text-align: justify;"><strong>Growing China</strong></h3>
<p style="text-align: justify;">A simple search on Google about China’s Economy will return you with a staggering number of articles compiling a great amount of information about China’s economical performance. Indeed, with its economy growing at a rate of 9% a year and a valuation of its economy at $1.33 trillion in the second quarter of 2010, it is not hard to fathom why businesses are frantically seeking opportunities to expand and tap into this enormous market that is still growing at a ridiculous rate (Phang &amp; Thomas, 2010). Due to its incredible economical performance from the last decade, China has now become the world’s second-largest economy after United States. To many businesses this means their ticket to success!</p>

<h3 style="text-align: justify;"><strong><!--more-->Measuring a country’s economical performance </strong></h3>
<p style="text-align: justify;">Talking and assessing a country economical performance only by looking at its GDP and growth rate, doesn’t always provide you with the best picture of a countries economical performance. From a performance management perspective, there are a few aspects that need to be looked into prior to deciding whether  a country, in our case, China, indeed offers the best opportunities for investment and sales efforts.  These include the choice of performance indicators used and the comparison targets chosen. Without these two, it will be hard to gauge how well a country is growing and how much better (or perhaps worse) that country is doing compared to other countries.</p>
<p style="text-align: justify;"><strong>Capturing economical performance through Key Performance Indicators</strong></p>
<p style="text-align: justify;">A recent report released by the Economist Intelligence Unit division of The Economist (2010) provides us with an intersecting and detailed insight about China’s performance. In their analysis, the massive market of China was broken down into smaller markets based on regions and cities to facilitate a more specific and focused understanding.  Several growth-related performance indicators were used to make comparison with other peer cities around the globe (Economist Intelligence Unit, 2010).</p>
<p style="text-align: justify;"><strong>% Disposable Income</strong></p>
<p style="text-align: justify;">The fastest growing cities in terms of percentage growth in disposable income are Pinggingshan followed by Chongqing and Hefei, triumphing their peers in Europe and US.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Disposable-Income-China-smartkpis.jpg"><img class="aligncenter size-full wp-image-6147" title="Disposable Income - China - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Disposable-Income-China-smartkpis.jpg" width="555" height="246" /></a><span style="color: #888888;">Source: Economist Intelligence Unit (2010)</span></p>
<p style="text-align: justify;"><strong>% Population Growth</strong></p>
<p style="text-align: justify;">Amongst the compared cities, the cities with highest growth rate in terms of population are Hefei, followed by Maanshan and Pingdingshan, all within China.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Population-Growth-China-smartkpis.jpg"><img class="aligncenter size-full wp-image-6148" title="Population Growth - China - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Population-Growth-China-smartkpis.jpg" width="557" height="255" /></a><span style="color: #888888;">Source: Economist Intelligence Unit (2010)</span></p>
<p style="text-align: justify;"><strong>% Real GDP</strong></p>
<p style="text-align: justify;">China cities again recorded highest growth rate in terms of Real GDP compared to peers, with Anshan toping the rankings, followed by Shenyang and Hefei.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Real-GDP-China-smartkpis.jpg"><img class="aligncenter size-full wp-image-6149" title="Real GDP - China - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Real-GDP-China-smartkpis.jpg" width="555" height="252" /></a><span style="color: #888888;">Source: Economist Intelligence Unit (2010)</span></p>
<p style="text-align: justify;">Looking at the results of the growth-related performance indicators comparing cities in China and its peers in Europe and US, we can only arrive at one simple conclusion – From an economical perspectives cities in China are indeed growing at an incredible fast pace!</p>
<p style="text-align: justify;"><strong>Reference</strong></p>

<ul>
	<li>Phang and Thomas (2010), <em>China Overtakes Japan as World’s Second Biggest Economy</em>, available at  <a href="http://www.bloomberg.com/news/2010-08-16/china-economy-passes-japan-s-in-second-quarter-capping-three-decade-rise.html">http://www.bloomberg.com/news/2010-08-16/china-economy-passes-japan-s-in-second-quarter-capping-three-decade-rise.html</a> (accessed 2 December 2010).</li>
	<li>Economist Intelligence Unit (2010), CHAMPS: China’s fastest growing cities, available at <a href="https://www.eiu.com/public/signup.aspx?campaignid=champs&amp;utm_source=gcd&amp;utm_medium=email&amp;utm_campaign=champs&amp;zid=champsgcd">https://www.eiu.com/public/signup.aspx?campaignid=champs&amp;utm_source=gcd&amp;utm_medium=email&amp;utm_campaign=champs&amp;zid=champsgcd</a> (accessed 2 December 2010).</li>
</ul>]]></content:encoded>
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<title>Managing customer complaints in an online environment</title>
<link>http://www.smartkpis.com/blog/managing-customer-complaints-in-an-online-environment/</link>
<pubDate>Fri, 03 Dec 2010 07:05:19 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

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		<category domain="tag"><![CDATA[Brand management]]></category>

		<category domain="tag" nicename="brand-management"><![CDATA[Brand management]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Dell]]></category>

		<category domain="tag" nicename="dell"><![CDATA[Dell]]></category>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6094</guid>
<description></description>
<content:encoded><![CDATA[<strong>Customer complaints</strong> can greatly affect the company brand and reputation, moreover since the Internet has increased its impact upon decision makers through being an easily accessible and transparent environment. <em> </em>Nowadays it is very simple to post online negative reviews regarding the products or / and services received.

Internet users express and voice their service experiences on online platforms, using even more complex sites than Twitter and Facebook, such as <strong>specialized complaint aggregators</strong>. These sites are search engine optimised, appearing high on Google Search results when a user either searches a brand name or a combination of terms such as [<em>brand name</em>]<em> +<em> complaints</em>.</em>

<strong><!--more-->The specialized complaint aggregators have initially registered increased usage because they are easily accessible and people feel part of a community.</strong> With a high level of transparency, these sites can cause problems even to popular brands, challenging the PR and brand management teams. Sometimes, more brand damage can be done online than in a small article in a daily newspaper.  For example, when Jeff Jarvis (author of <a href="http://www.amazon.com/What-Would-Google-Jeff-Jarvis/dp/0061709719" target="_blank"><em>What Would Google Do?</em></a>) complained about the quality of Dell services and products, he got more than 700 comments to his post (Jarvis, 2005). Later on, this led to quality improvement initiatives for products and services offered by Dell.
<p style="text-align: center;"><em><a href="http://www.smartkpis.com/blog/wp-content/uploads/getsatisfaction.com+complaints.com+pissedconsumer.com+ripoffreport.com+complaintsboard.com_uv_460.png"><img class="aligncenter size-full wp-image-6095" title="Complaints aggregators" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/getsatisfaction.com+complaints.com+pissedconsumer.com+ripoffreport.com+complaintsboard.com_uv_460.png" width="460" height="188" /></a></em><span style="color: #888888;">Source: Paternoster (2010)</span></p>
<img alt="" src="file:///C:/DOCUME%7E1/AB/LOCALS%7E1/Temp/moz-screenshot-6.png" />

However, the chart above indicates that the number of visitors has been declining in 2009, this being possible caused by several reasons:
<ul>
	<li>companies are listening to customer feedback and improving their products, services and processes</li>
	<li>better techniques and procedures for solving customer complaints, therefore removing the need for the customer to be more vocal about the complaint</li>
	<li>companies have increased their performance in managing their online reputation (Paternoster, 2010).</li>
</ul>
The chart only includes specialized complaint aggregators, without offering an analysis of complaints on other online platforms such as Twitter, Facebook and personal blogs.

<strong>Managing complaints in an online environment can be rather challenging.</strong> However, it can be done by having a brand management team and customer service to handle reputation issues that occur, including dealing with customer complaints.

Some Key Performance Indicators that can be very useful in measuring and managing customer complaints are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Complaints-received-751.html" target="_blank"># Complaints received</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/First-contact-resolution-rate-30.html" target="_blank">% First contact resolution rate</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Compliments-to-complaints-1371.html" target="_blank"># Compliments to complaints</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Customer-complaints-due-to-poor-service-or-product-quality-621.html" target="_blank">% Customer complaints due to poor service or product quality</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Resolution-excellence-2377.html" target="_blank">% Resolution excellence</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Customer-satisfaction-with-complaints-handling-2399.html" target="_blank">% Customer satisfaction with complaints handling</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Willingness-to-recommend-1341.html" target="_blank">% Willingness to recommend</a> (smartKPIs.com, 2010).</li>
</ul>
Additionally a large number of <a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/customer-service/" target="_blank">Key Performance Indicator examples for Customer Service </a>are available in the KPI examples section of <a href="http://www.smartkpis.com/blog/tag/dashboard/" target="_blank">smartKPIs.com</a>.

<strong>References</strong>

Paternoster, L. (2010), <em>Managing your brand online: Dealing with complaints sites, </em>available at: <a href="http://www.instituteofcustomerservice.com/1711-3935/Managing-your-brand-online-Dealing-with-complaints-sites.html" target="_blank">http://www.instituteofcustomerservice.com/1711-3935/Managing-your-brand-online-Dealing-with-complaints-sites.html</a> (accessed 30 November 2010)

Jarvis, J. (2005), <em>Dear Mr. Dell, </em>available at: <a href="http://www.buzzmachine.com/2005/08/17/dear-mr-dell/" target="_blank">http://www.buzzmachine.com/2005/08/17/dear-mr-dell/</a> (accessed 30 November 2010)

<strong>Additional resources</strong>

smartKPIs.com (2010), Key Performance Indicators examples from Sales and Customer Service functional area, available at <a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/customer-service/" target="_blank">http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/customer-service/</a> (accessed 30 November 2010)]]></content:encoded>
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<title>Measuring the performance of China&#039;s Booming Skyscraper Industry</title>
<link>http://www.smartkpis.com/blog/measuring-the-performance-of-china%e2%80%99s-booming-skyscraper-industry/</link>
<pubDate>Mon, 06 Dec 2010 06:20:35 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[China]]></category>

		<category domain="tag" nicename="china"><![CDATA[China]]></category>

		<category domain="tag"><![CDATA[Constructions &amp; Capital Works]]></category>

		<category domain="tag" nicename="constructions-capital-works"><![CDATA[Constructions &amp; Capital Works]]></category>

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		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6159</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Whist the recent financial crisis has caused most of the cities around the globe such as Chicago, Moscow and Dubai to put their plans for new skyscrapers on hold, China seems to be doing the exact opposite with more construction work being carried out (McDonald, 2010).</p>
<p style="text-align: justify;">Riding on its country's continuous economic boom, China’s construction industry seems to be flourishing, with many towering skyscrapers being erected or currently under construction in different parts of China over the last few years. Some of the notable skyscrapers include Shanghai Tower (Shanghai, under-construction), Kingkey Finance Centre (under-construction), China 117 Tower (Tianjin, under-construction), Guangzhou TV Tower (Guangzhou, completed), or Nanjing Greenland Financial Centre (Nanjing, completed).</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Shanghai-Tower-smartkpis.jpg"><img class="aligncenter size-full wp-image-6160" title="Shanghai Tower - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Shanghai-Tower-smartkpis.jpg" width="600" height="452" /></a><span style="color: #888888;">Source: Trendir (2008)</span></p>
<p style="text-align: justify;"><!--more-->The truth is that, excluding China, the year-on-year rate of growth in global construction activity sinks to almost zero. Construction activities in China itself in 2010 have actually contributed to almost 20% of the growth in global construction activity.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/China-Builds-World-Watches-smartkpis.jpg"><img class="aligncenter size-full wp-image-6161" title="China Builds World Watches - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/China-Builds-World-Watches-smartkpis.jpg" width="503" height="381" /></a><span style="color: #888888;">Source: CRU, WSD and Macquarie Research (2010)</span></p>
<p style="text-align: justify;">The construction boom in China will have significant ripple effect across other industries, such as steel, building materials, power, metals, transport etc (Fernando, 2010). Therefore, with China currently leading the construction of skyscrapers around the globe, it is of interest to identify and monitor a few skyscraper construction related performance indicators in China.  This will provide better means to assess the performance of the skyscraper industry.</p>

<h3 style="text-align: justify;">China’s Booming Skyscraper Industry: Facts and Figures</h3>
<ul style="text-align: justify;">
	<li><strong><em>% Share of world 100 tallest buildings by country</em></strong>: 34% in China</li>
	<li><em><strong>% Share of world 100 tallest buildings by region</strong></em>: 45% in Asia</li>
	<li><em><strong># Share of world 15 tallest buildings by country</strong></em>: 6 in China</li>
	<li><em><strong># Share of world 10 tallest buildings under construction</strong></em>: 4 in China</li>
	<li><strong><em># Number of stories/floors of building</em></strong>: Shanghai Tower 121 stories</li>
	<li><em><strong># Height of tower</strong></em>: Shanghai Tower 632 meter</li>
	<li><em><strong>% Tenants signing in advance</strong></em>: 50 – 60% in China</li>
	<li><em><strong># Surface area under construction</strong></em></li>
	<li><em><strong># Average number of staff per office building</strong></em></li>
	<li style="text-align: justify;"><em><strong># Number of construction project </strong></em>(McDonald, 2010)</li>
</ul>
<h3 style="text-align: justify;"><strong>Reference </strong></h3>
McDonald (2010), <em>China’s skyscraper boom buoys global industry</em>, available at <a href="http://news.yahoo.com/s/ap/as_china_skyscraper_empire" target="_blank">http://news.yahoo.com/s/ap/as_china_skyscraper_empire</a> (accessed 6 December 2010).
CRU, WSD and Macquarie Rearch (2010), <em>China Builds, World Watches</em>, available through <a href="http://www.advisoranalyst.com/glablog/2010/03/15/china-construction-boom-or-bust/" target="_blank">http://www.advisoranalyst.com/glablog/2010/03/15/china-construction-boom-or-bust/</a> (assessed 6 December 2010).
Fernando (2010), <em>China’s Construction Boom Pushes Power Consumption Up 25%</em>, available at <a href="http://www.businessinsider.com/chinese-power-consumption-2010-4" target="_blank">http://www.businessinsider.com/chinese-power-consumption-2010-4</a> (accessed 6 December 2010).
Trendir (2008), <em>Modern China Architecture – Shanghai Tower Twists its Way to the Top</em>, available at <a href="http://www.trendir.com/ultra-modern/modern-china-architecture-shanghai-tower-twists-its-way-to-the-top.html" target="_blank">http://www.trendir.com/ultra-modern/modern-china-architecture-shanghai-tower-twists-its-way-to-the-top.html</a> (assessed 6 December 2010).]]></content:encoded>
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<title>Talent Retention - a key value driver of organisational performance</title>
<link>http://www.smartkpis.com/blog/talent-retention-the-key-to-a-successful-business/</link>
<pubDate>Tue, 07 Dec 2010 09:42:21 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Job Satisfaction]]></category>

		<category domain="tag" nicename="job-satisfaction"><![CDATA[Job Satisfaction]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[retention strategies]]></category>

		<category domain="tag" nicename="retention-strategies"><![CDATA[retention strategies]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6173</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">One of the key challenges faced by organization's leaders in the current business environment is how to retain their talents in order to enable business success. As Broman (2010) acknowledges, <em>“retaining talents isn’t simply a question of “headcount” – it can make the difference between the success or failure of a company and the winning and losing of market share, investors, new clients and contracts”.</em></p>
<p style="text-align: justify;">Identifying and tracking the key metrics to fine tune retention strategies, is one of the directions that need to be followed in order to secure business success.</p>
<p style="text-align: justify;">One of the topics discussed during the conference <strong><em>“Performance Measurement &amp; KPI for HR”</em></strong> organized by Asia Business Forum in Kuala Lumpur, Malaysia between 29<sup>th</sup> November-1<sup>st</sup> December, covered in detail these subject.</p>

<h3 style="text-align: justify;"><strong><!--more-->Facts and figures on the retention trends</strong></h3>
<p style="text-align: justify;">According to a <strong><em><a href="http://www.ddiworld.com/pdf/retainingtalentabenchmarkingstudy_es_ddi.pdf" target="_blank">Development Dimensions International Inc. Report</a> </em></strong>based on 745 employees responses to a retention survey submitted to 118 organizations:</p>

<ul style="text-align: justify;">
	<li><em><strong>1/3</strong> of all employees surveyed expect to leave job within next year;</em></li>
	<li><em>Turnover costs the average organization more than <strong>$27 million</strong> per year;</em></li>
	<li><em>Almost <strong>half of the organizations</strong> surveyed don’t have any formal strategies for addressing retention</em>. (Adam, 2010)</li>
</ul>
<p style="text-align: justify;">According with another report presented in <em><strong>The Business Times, Singapore 2010,</strong></em> researching the attrition rate in Asia for 2010, the situation presents as follows:</p>

<ul style="text-align: justify;">
	<li><em>Australia – <strong>7,7%</strong></em></li>
	<li><em>Indonesia – <strong>5,5%</strong></em></li>
	<li><em>Malaysia – <strong>12,2%</strong></em></li>
	<li><em>South Korea – <strong>7,3%</strong></em></li>
	<li><em>Thailand – <strong>6,4%</strong></em></li>
	<li><em>Singapore – <strong>9,1 %</strong></em> (Adam, 2010)</li>
</ul>
<h3 style="text-align: justify;"><strong>Job satisfaction – a key factor in employee retention</strong></h3>
<p style="text-align: justify;">According with Adam (2010), one of the major causes of employee’s decision to leave organizations begins with a sense of low job satisfaction. According with him, <em>“job satisfaction represents a person’s emotional feelings about his of her work. When work is consistent with employees’ values and needs, job satisfaction is likely to be high.”</em></p>
<p style="text-align: justify;">The most important dimensions of job satisfaction can be depicted in the image below.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Dimensions-of-job-satisfaction1.jpg"><img class="aligncenter size-full wp-image-6198" title="Dimensions of job satisfaction" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Dimensions-of-job-satisfaction1.jpg" width="554" height="250" /></a><span style="color: #888888;">Source: adapted from Adam, 2010 (citing Schneider et al, 2003)</span></p>
<p style="text-align: justify;"><strong>Importance of employee retention</strong></p>
<p style="text-align: justify;">Among the major factors of employee turnover that negatively impact the organizational performance are:</p>

<ul style="text-align: justify;">
	<li><em>Reducing staff morale</em></li>
	<li><em>Increasing training and recruitment costs</em></li>
	<li><em>Conducting to inconsistencies in services, and</em></li>
	<li><em>Being a self perpetuating problem </em>(Adam, 2010)</li>
</ul>
<h3 style="text-align: justify;"><strong>Strategies for employee retention</strong></h3>
<p style="text-align: justify;">Several strategies can be implemented in order to secure better and effective employee retention.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Human-Resource-Practices-that-reduce-Turnover1.jpg"><img class="aligncenter size-full wp-image-6202" title="Human Resource Practices that reduce Turnover" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Human-Resource-Practices-that-reduce-Turnover1.jpg" width="545" height="261" /></a><span style="color: #888888;">Source: adapted from Adam, 2010 (citing Lee &amp; Maurer, 1997)</span></p>

<h3 style="text-align: justify;"><strong>Major Retention Drivers </strong></h3>
<p style="text-align: justify;">Among the most important retention drivers as presented by Adam (2010) citing a report of <em>Career System International</em>, 2005, are  <em><strong>Exciting work and challenge</strong></em>, <strong>Career growth, learning and development</strong> and <strong><em>Working with great people and relationships</em></strong>.  All important retention drivers, up to 15, can be depicted in the table below.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Retention-drivers1.jpg"><img class="aligncenter size-full wp-image-6200" title="Retention drivers" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Retention-drivers1.jpg" width="503" height="347" /></a>
<span style="color: #888888;">Source: adapted from Adam, 2010 (citing Career System International report, 2005)</span></p>
<p style="text-align: justify;"><strong>KPIs for Retention – HR Functional Area – smartKPIs.com</strong></p>
<p style="text-align: justify;">For more insights on the best Key Performance Indicators for measuring <a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/retention/" target="_blank">HR retention</a> strategies visit <a href="http://www.smartkpis.com/" target="_blank">smartKPIs.com KPI example</a> section. Among the most relevant <a href="http://www.smartkpis.com/" target="_blank">KPI</a>s recomended for measuring retention performance are:</p>

<ul style="text-align: justify;">
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/New-hire-retention-52.html" target="_blank">% New hire retention</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Employees-that-leave-the-organization-in-a-given-time-period-1.html" target="_blank">% Employees that leave the organization in a given time period</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Employee-tenure-8.html" target="_blank"># Employee tenure</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Involuntary-termination-rate-1842.html" target="_blank">% Involuntary termination rate</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Employee-retention-rate-1837.html" target="_blank">% Employee retention rate</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Turnover-cost-91.html" target="_blank">$ Turnover cost</a></li>
</ul>
<h3 style="text-align: justify;"><strong>References</strong></h3>
<p style="text-align: justify;">Adam, M.H. (2010), <em>Retaining Talents. Maintaining an Effective Retention Indicator,</em> proceeding of the conference Performance Measurements &amp; KPI for HR, Asia Business Forum 2010, Kuala Lumpur, Malaysia, 30 November 2010, representing Aberdeen Learning Solutions, Singapore</p>
<p style="text-align: justify;">Broman, F. (2010), website, available at <a href="http://www.francesbroman.com/Services_retainingtalents.htm" target="_blank">http://www.francesbroman.com/Services_retainingtalents.htm</a>, (accessed 7 December 2010)</p>
<p style="text-align: justify;"><strong>Additional resources</strong></p>
<p style="text-align: justify;">Aberdeen Learning Solutions, (2010), website, available at <a href="http://www.aberdeenls.com/" target="_blank">http://www.aberdeenls.com/</a>, (accessed 7 December 2010)</p>
<p style="text-align: left;">Development Dimensions International (2005), <em>Retaining talent: A Benchmarking Study</em>, report prepared by Bernthal, P.R. &amp; Wellins, R.S., available at <a href="http://www.ddiworld.com/pdf/retainingtalentabenchmarkingstudy_es_ddi.pdf" target="_blank">http://www.ddiworld.com/pdf/retainingtalentabenchmarkingstudy_es_ddi.pdf</a>, (accessed 7 December 2010)</p>
<p style="text-align: justify;">Lee, T.M. &amp; Maurer, S.D. (1997), <em>The Retention of Knowledge Workers with the Unfolding Model of Voluntary Turnover</em>, Human Resource Management Review , Vol. 7, pp. 247–275.</p>
<p style="text-align: justify;">Schneider, B.; Hanges, P.J.; Smith, D.B.  &amp; Salvaggio, A.M. (2003), <em>Which Comes First: Employee Attitudes or Organizational Financial and Market Performance?</em>, Journal of Applied Psychology Vol. 88, pp. 836–851</p>]]></content:encoded>
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<wp:post_id>6173</wp:post_id>
<wp:post_date>2010-12-07 20:42:21</wp:post_date>
<wp:post_date_gmt>2010-12-07 09:42:21</wp:post_date_gmt>
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<title>HR role and trends in 2010</title>
<link>http://www.smartkpis.com/blog/hr-role-and-trends-in-2010/</link>
<pubDate>Wed, 08 Dec 2010 01:47:38 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[British Columbia Human Resource Management Association]]></category>

		<category domain="tag" nicename="british-columbia-human-resource-management-association"><![CDATA[British Columbia Human Resource Management Association]]></category>

		<category domain="tag"><![CDATA[Canada]]></category>

		<category domain="tag" nicename="canada"><![CDATA[Canada]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6211</guid>
<description></description>
<content:encoded><![CDATA[The  report <em>HR Trends in B.C.</em> published in June 2010 by British Columbia Human Resource Management Association (BC HRMA), one of the largest HR association in Western Canada, presents the key findings based on the survey results regarding the 2010 HR role and trends.

<strong>One of the main 2010 trend underlined within the report is the shift away from the negative projections of 2009 towards a more positive future with steady growth in revenues and staffing levels. </strong>While the private sector projected growth in revenues and staffing levels, the public sector projected a contraction in both revenue and staffing. The priorities in the public sector were negotiating collective agreements and managing change, 43% of public sector organizations indicating a reduction in staffing levels and 38% a reduction in staff revenue.

<strong>For the private sector, the HR functions focus on increasing the leadership capability and ensuring staff groups performance. </strong> 2009 was a year of change, that determined most organizations to focus on getting the best contribution and performance from the leaders and employees. <strong>The role of HR in supporting this direction was optimizing processes in order to increase productivity and performance, according to the organizational strategy.</strong> In the context of a slight economic recovery in 2010, organizations are cautious to rebuild staffing levels and intend to handle growth in organizational activity with their current staff group (BC Human Resource Management Association, 2010).
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Respondents-by-HR-budget.jpg"><img class="aligncenter size-full wp-image-6212" title="Respondents by HR budget" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Respondents-by-HR-budget.jpg" width="674" height="403" /></a><span style="color: #888888;">Source: BC Human Resource Management Association (2010)</span></p>
<p style="text-align: left;"><!--more-->The HR budget size did not influence directly the priorities and trends of HR in 2010, as reveled by the respondents. <strong>Productivity and growing skills gap have become clear expectations towards HR in 2010, being prevalent themes in the business.</strong> However, the report indicates for the first time a link between the involvement of HR in the strategic organizational process, the organization’s revenue projections and the HR budget repercussions. As the survey results show, <strong>the forecast revenue growth and HR budget growth were more likely to be positive in organizations where HR was involved in the development of strategy</strong>.</p>
<p style="text-align: left;">The survey was completed by 677 respondents from the B.C. during April 2010, the full report being accessible to the BC HRMA members.</p>
<p style="text-align: left;"><strong>References:</strong></p>
<p style="text-align: left;">BC Human Resource Management Association (BC HRMA) (2010), <em>HR Trends in B.C. </em>(short version)<em>, </em>available at: <a href="http://www.bchrma.org/pdf/trends2010-short.pdf" target="_blank">http://www.bchrma.org/pdf/trends2010-short.pdf </a>(accessed 5 December 2010)</p>
<p style="text-align: left;"></p>]]></content:encoded>
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<title>Optus Social Media Index Report – An insight in the Australian small and medium business sector</title>
<link>http://www.smartkpis.com/blog/optus-social-media-index-report-%e2%80%93-an-insight-in-the-australian-small-and-medium-business-sector/</link>
<pubDate>Thu, 09 Dec 2010 02:23:24 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Facebook]]></category>

		<category domain="tag" nicename="facebook"><![CDATA[Facebook]]></category>

		<category domain="tag"><![CDATA[LinkedIn]]></category>

		<category domain="tag" nicename="linkedin"><![CDATA[LinkedIn]]></category>

		<category domain="tag"><![CDATA[Optus]]></category>

		<category domain="tag" nicename="optus"><![CDATA[Optus]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

		<category domain="tag"><![CDATA[Twitter]]></category>

		<category domain="tag" nicename="twitter"><![CDATA[Twitter]]></category>

		<category domain="tag"><![CDATA[YouTube]]></category>

		<category domain="tag" nicename="youtube"><![CDATA[YouTube]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6186</guid>
<description></description>
<content:encoded><![CDATA[A recent report prepared by <em>Stacombe Research and Planning</em> on behalf of<strong><em> Optus Small and Medium Businesses </em></strong>provides a new and interesting perspective on how small to medium businesses view and use social media.
<h3><strong>Study methodology</strong></h3>
The study is based on both a qualitative and quantitative research:
<ul>
	<li>The qualitative component of the study comprises three interviews with key social media opinion leaders and five discussion groups involving six to eight employees and owners of small and medium business;</li>
	<li>The quantitative component of the study is based on interviews with 340 employees of small to medium businesses responsible for making key social media decisions within their organizations.</li>
</ul>
<h3><strong><!--more-->Key findings</strong></h3>
According with the research results, thought there is an overwhelming number of social media tools available, not all are engaged by small and medium businesses. The most appealing ones are <em><strong>Facebook, YouTube, Twitter</strong></em> and <em><strong>LinkedIn</strong></em>.

As the study further reveals, it is expected that in the next years the growth of the <em><strong>„big four”</strong></em> social media tools, in the preferences of small and medium businesses to increase with a steady pace, with LinkedIn benefiting the most.

The study also reveals that, while becoming more popular within  business environment, social media tools serve different purposes in the organizational strategies. While, businesses planning to become involved in social media, primarily see it, as a tool „<em>to drive sales through, acquisitions and retention</em>”, those already active in social media „<em>perceive the main benefits in networking and building relationships with the customer</em>”. The major difference between these two types of businesses stay, as the study further reveals, in the metrics used to determine success.

<a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">Performance indicators</a> most likely to be used by companies already using social media tools are mostly quantitative in nature, such as<strong><em>: # Followers, # Fans, # Friends</em></strong>. On the other hand, those businesses looking to adopt social media tools in the future are more focused on qualitative aspects, such as <strong><em># Quality of fans, </em></strong>or<strong><em> # Quality of followers</em></strong>.
<h3><strong>Conclusion</strong></h3>
In the last years social media presented a powerful opportunity for small and medium businesses to connect and get engaged with customers and build relationships with prospects. Among the key benefits are:
<ul>
	<li><em>Opening new revenue streams;</em></li>
	<li><em>Establishing new relationships;</em></li>
	<li><em>Cementing current customer contacts;</em></li>
	<li><em>Enhancing online brand reputation.</em></li>
</ul>
<h3><strong>References</strong></h3>
Optus Business Social Media Index, (2010), <em>Report Summary</em>, available at <a href="http://kathiemelocco.net.au/wp-content/uploads/2010/09/SMReportSummary.pdf" target="_blank">http://kathiemelocco.net.au/wp-content/uploads/2010/09/SMReportSummary.pdf</a> , (accessed 12 December 2010)]]></content:encoded>
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<wp:post_id>6186</wp:post_id>
<wp:post_date>2010-12-09 13:23:24</wp:post_date>
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<title>Social Media for Business in 2010</title>
<link>http://www.smartkpis.com/blog/social-media-for-business-in-2010/</link>
<pubDate>Fri, 10 Dec 2010 02:28:15 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Influencers]]></category>

		<category domain="tag" nicename="influencers"><![CDATA[Influencers]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[SmartBrief and Summus]]></category>

		<category domain="tag" nicename="smartbrief-and-summus"><![CDATA[SmartBrief and Summus]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6249</guid>
<description></description>
<content:encoded><![CDATA[Social media is infiltrating the business world, not only a tool used for personal interaction in the online medium, but also a powerful marketing resource that companies can use, at very low costs, to increase their visibility and improve their customer relations.

A survey conducted in June 2010 revealed that in the past 18 months about <strong>66% of the companies surveyed have adopted social media </strong>(SmartBrief and Summus, 2010). The survey population was made of almost 6500 companies among the readers of SmartBrief (over 3,5 million subscribers coming from diverse industries), 92% being U.S. companies.

The same survey revealed that the <strong>top favorite platform</strong>s in this context are Facebook and Twitter, their extended volume of members making them attractive for businesses, also:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Picture3.jpg"><img class="aligncenter size-full wp-image-6278" title="Picture3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Picture3.jpg" width="572" height="392" /></a></p>
<p style="text-align: center;"><span style="color: #888888;">Source: SmartBrief and Summus (2010)<!--more-->
</span></p>
Although the benefits of using social media for business purposes are not few, they are mostly intuitively assessed, as a very low percentage (less than 15%) of the respondents state they <strong>measure the return on their social media investment:</strong>
<p style="text-align: center;"><strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/Picture21.jpg"><img class="aligncenter size-full wp-image-6274" title="return on social emdia investment measurement" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Picture21.jpg" width="579" height="374" /></a></strong><strong> </strong></p>
<p style="text-align: center;"><span style="color: #888888;">Source: SmartBrief and Summus (2010)</span></p>
Although it is recognized  that actually measuring an accurate figure as the return on your investment in social media can be quite difficult, there are other means to evaluate how your efforts pay back and how your communities begin working in favor of your brand, this allowing you to invest less and less and rely more and more on the customer. In this context, the suggestion is to focus intensively on what it is called <strong>“influencers”</strong> that can further on speak for the brand to other, larger communities.

As shown before, many businesses are still at their very early stages with social media efforts, thus an approach where they engage with limited numbers of consumers that can influence at the expense of larger audiences, although not in the very spirit of social media, can be a better alternative.

The <strong>Social media influencers 2010</strong> report released by FreshNetworks reveals which are the most effective <strong>social media monitoring tools</strong> in what regards identifying influencers across several social media platforms. The research was conducted for the topic of “organic baby food” and a scorecard was developed for each tool considered, rating aspects such as: training, user interface, drilldown, integration of tools etc.

The researchers found that Bandwatch was the best to find influencers on forums, while Radian6 was the best to find influencers on Twitter (FreshNetworks, 2010). Below are the overall number of influencers identified by each tool, without any human analysis:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/influencers-by-tool.jpg"><img class="aligncenter size-full wp-image-6258" title="influencers by tool" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/influencers-by-tool.jpg" width="622" height="245" /></a></p>
<p style="text-align: center;"><span style="color: #888888;">Source: FreshNetworks (2010)</span></p>
<strong>References</strong>

FreshNetworks (2010), <em>Social media influencers 2010. Social media monitoring tools, mummy bloggers and organic baby food</em>, UK.

SmartBrief and Summus (2010), <em>The State of Social Media for Business</em>, US.]]></content:encoded>
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<wp:post_id>6249</wp:post_id>
<wp:post_date>2010-12-10 13:28:15</wp:post_date>
<wp:post_date_gmt>2010-12-10 02:28:15</wp:post_date_gmt>
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<wp:post_name>social-media-for-business-in-2010</wp:post_name>
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<title>Over 5400 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-5400-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Mon, 13 Dec 2010 02:32:58 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Premium KPI]]></category>

		<category domain="tag" nicename="premium-kpi"><![CDATA[Premium KPI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6286</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 5400 performance measures documented and published</strong> in the online repository. The team focused over the last few days on publishing examples from the Supply Chain, Procurement, Distribution and the Information Technology functional areas. Examples  from Government - State /Federal and Government - Local  sectors were also added to the KPIs repository.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (453)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (368)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (339)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (227)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (179)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (178)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (605)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (472)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (266)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (250</a>)</li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (176)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Changes-impacting-core-service-time-and-SLA-service-hours-3700.html" target="_blank">% Changes impacting core service time and SLA service hours</a>
<h3>smartKPIs Premium</h3>
The <em><strong>'</strong></em><a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>gold standard</strong></em></a>' in KPI documentation is now available on smartkpis.com. At the core of <a href="http://www.smartkpis.com/premium.html" target="_blank"><strong><em>smartKPIs Premium</em></strong></a> is a  set of  <strong>over 1,000 KPI examples preselected </strong>by the eab group’s research team as  the most relevant for  practice across functional areas and industries.  These were thoroughly  documented in over 30 fields, 3 times more than  the standard used for most  other KPIs.

Example of a performance measure that was documented for <a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>smartKPIs Premium</strong></em></a> section: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Bid-to-cover-ratio-2962.html" target="_blank">#Bid-to-cover ratio</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>6286</wp:post_id>
<wp:post_date>2010-12-13 13:32:58</wp:post_date>
<wp:post_date_gmt>2010-12-13 02:32:58</wp:post_date_gmt>
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<title>Working capital performance management</title>
<link>http://www.smartkpis.com/blog/working-capital-performance-management/</link>
<pubDate>Mon, 13 Dec 2010 13:14:54 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Ernst &amp; Young]]></category>

		<category domain="tag" nicename="ernst-young"><![CDATA[Ernst &amp; Young]]></category>

		<category domain="tag"><![CDATA[Financial Institutions]]></category>

		<category domain="tag" nicename="financial-institutions"><![CDATA[Financial Institutions]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6295</guid>
<description></description>
<content:encoded><![CDATA[<strong><em>All tied up - Working capital management report 2010, </em></strong>released by Ernst&amp;Young in earlier this year, presents an annual analysis of the working capital performance based on the responses received at the<em> Annual Working Capital Management Survey for 2009</em>. Its key findings rely on the review of the working capital performance of the largest 2,000 companies (by sales) headquartered in the US and Europe, the analysis being based on companies’ latest scale 2009 reports.
<p style="text-align: left;"><strong>Brief context</strong></p>
<p style="text-align: left;"><strong>Working capital management has become an area of stronger focus in recent years.</strong> According to the most recent <em>Capital Confidence Barometer</em>, a survey by Ernst &amp; Young and the Economist Intelligence Unit of over 800 executives from large global organizations, 86% of respondents reported that their companies have reviewed working capital processes and are now more focused on cash (Ernst&amp;Young, 2010).</p>
<p style="text-align: left;"><strong>Key findings</strong></p>

<ul style="text-align: left;">
	<li style="text-align: left;"><strong>Nearly two-thirds of the companies included in the annual working capital survey reported a deterioration in working capital performance in 2009 compared to 2008. </strong>Overall, companies have reduced their levels of working capital by as much as 11% in the US and 13% in Europe since 2002.</li>
</ul>
<a style="text-align: center;" href="http://www.smartkpis.com/blog/wp-content/uploads/Annual-Working-Capital-performance-2002-20092.jpg"><img class="aligncenter size-full wp-image-6302" title="Annual Working Capital performance 2002-2009" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Annual-Working-Capital-performance-2002-20092.jpg" width="456" height="259" /></a><span style="color: #888888;">Source: Ernst &amp; Young (2010)<!--more--></span>
<ul style="text-align: left;">
	<li><strong>Cash-to-cash (C2C) increased by as much as 6% in the US and 3% in Europe in 2009 compared with 2008. </strong>The metrics used bellow are DSO (Days sales outstanding), DIO (days inventory outstanding), DPO (days payable outstanding),C2C (cash-to-cash). Overall cash-to-cash for the US in 2009 was 3.5 days, or 8% below that of Europe.</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Overall-year-on-year-change-in-Working-Capital2.jpg"><img class="aligncenter size-full wp-image-6303" title="Overall year on year change in Working Capital" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Overall-year-on-year-change-in-Working-Capital2.jpg" width="431" height="339" /></a><span style="color: #888888;">Source: Ernst &amp; Young (2010)</span></p>

<ul style="text-align: left;">
	<li><strong>Working capital performance diverged widely across industries</strong>: non-cyclical industries (food producers, retailers, pharmaceutical, telecom operators) varied more, while cyclical industries (chemicals, auto parts, steel, semiconductors) showed a significant deterioration in 2009. Among the non-cyclical industries in the US, food and general retailers reported a strong performance, due to an ongoing reduction in the levels of inventory and a recovery in payable.</li>
	<li>Overall,<strong> the companies based in US exhibited better working capital performance than those Europe - headquartered companies</strong>, as indicated by the cash-to-cash results (Ernst&amp;Young, 2010).</li>
</ul>
<p style="text-align: left;">Though working capital performance deteriorated in 2009, <strong>significant potential for improvement </strong>is pointed through the wide variations assessed in performance between companies within each industry - up to US$1.1 trillion of cash for the leading 2,000 US and European companies. The report presents as <strong>main improvement point</strong>, the leading-practice working capital strategies and processes can generate significant operating cost reductions, this clearly affecting the cost of sales and general administrative expenses.</p>
<p style="text-align: left;"><strong>References:</strong></p>

<ul>
	<li>Ernst &amp; Young (2010), <em>All tied up - Working capital management report 2010, </em>available at:<a href="http://www.ey.com/DE/de/Home/Home" target="_blank">http://www.ey.com/DE/de/Home/Home</a> (accessed 5 December 2010)</li>
	<li>Ernst &amp; Young (2010), <em>Capital Confidence Barometer, </em>available at: <a href="http://www.ey.com/Publication/vwLUAssets/Capital_confidence_barometer/$FILE/Capital_Confidence_Barometer_2010.pdf" target="_blank">http://www.ey.com/Publication/vwLUAssets/Capital_confidence_barometer/$FILE/Capital_Confidence_Barometer_2010.pdf</a> (accessed 5 December 2010)</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>6295</wp:post_id>
<wp:post_date>2010-12-14 00:14:54</wp:post_date>
<wp:post_date_gmt>2010-12-13 13:14:54</wp:post_date_gmt>
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<title>Over 5500 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-5500-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Tue, 14 Dec 2010 13:41:44 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[KPIs Premium]]></category>

		<category domain="tag" nicename="kpis-premium"><![CDATA[KPIs Premium]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Premium KPI]]></category>

		<category domain="tag" nicename="premium-kpi"><![CDATA[Premium KPI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6313</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 5500 performance measures documented and published</strong> in the online repository. The team focused over the last few days on publishing examples from the Sales and Customer Service and the Information Technology functional areas. Examples  from Government - State /Federal and Government - Local  sectors were also added to the KPIs repository.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (515)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (368)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (339)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (233)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (179)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (178)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (608)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (480)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (267)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (250</a>)</li>
	<li><a href="http://www.smartkpis.com/kpi/industries/agriculture/" target="_blank">Agriculture (192)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (176)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Business-disruptions-caused-by-a-lack-of-adequate-IT-capacity-2983.html" target="_blank">% Business disruptions caused by a lack of adequate IT capacity</a>
<h3>smartKPIs Premium</h3>
The <em><strong>'</strong></em><a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>gold standard</strong></em></a>' in KPI documentation is now available on smartkpis.com. At the core of <a href="http://www.smartkpis.com/premium.html" target="_blank"><strong><em>smartKPIs Premium</em></strong></a> is a  set of  <strong>over 1,000 KPI examples preselected </strong>by the eab group’s research team as  the most relevant for  practice across functional areas and industries.  These were thoroughly  documented in over 30 fields, 3 times more than  the standard used for most  other KPIs.

Example of a performance measure that was documented for <a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>smartKPIs Premium</strong></em></a> section:<a href="http://www.smartkpis.com/kpi-key-performance-indicator/Employee-satisfaction-5912.html" target="_blank"> # Employee satisfaction</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>6313</wp:post_id>
<wp:post_date>2010-12-15 00:41:44</wp:post_date>
<wp:post_date_gmt>2010-12-14 13:41:44</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>Shopping Centre Performance - Urbis Retail Averages 2010</title>
<link>http://www.smartkpis.com/blog/shopping-centre-performance-urbis-retail-averages-2010/</link>
<pubDate>Wed, 15 Dec 2010 06:12:24 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Property management]]></category>

		<category domain="tag" nicename="property-management"><![CDATA[Property management]]></category>

		<category domain="tag"><![CDATA[Retail]]></category>

		<category domain="tag" nicename="retail"><![CDATA[Retail]]></category>

		<category domain="tag"><![CDATA[Shopping Centre Performance]]></category>

		<category domain="tag" nicename="shopping-centre-performance"><![CDATA[Shopping Centre Performance]]></category>

		<category domain="tag"><![CDATA[Urbis Regail Averages]]></category>

		<category domain="tag" nicename="urbis-regail-averages"><![CDATA[Urbis Regail Averages]]></category>

		<category domain="tag"><![CDATA[Urbis Retail Perspectives]]></category>

		<category domain="tag" nicename="urbis-retail-perspectives"><![CDATA[Urbis Retail Perspectives]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6329</guid>
<description></description>
<content:encoded><![CDATA[Urbis, a Melbourne based real-estate consulting company has released <strong><em>Urbis Retail Averages 2010, </em></strong>this year's edition of the annual survey of shopping center performance the company has been producing since 1992 <strong>. </strong>Conducted in cooperation with the Shopping Centre Council of Australia and using the Counci's sales reporting standards, the study provides key results and analysis of the sector for both regional and sub-regional centers. 59 regional and 167 sub-regional shopping centers submitted data for this year's edition.

Some of the performance measures analysed by the report are:
<ul>
	<li>$ Average turnover per centre</li>
	<li>% Turnover growth rates</li>
	<li>% Occupancy cost ratio of sales</li>
	<li>$ Sales per square metre</li>
	<li>$ Average gross leasable area (GLA)</li>
</ul>
The study outlines a sector in expansion in Australia:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Average_GLA_Urbis_smartKPIs.com_.png"><img class="aligncenter size-full wp-image-6331" title="Average_GLA_Urbis_smartKPIs.com" src="http://www.smartkpis.com/blog/wp-content/uploads/Average_GLA_Urbis_smartKPIs.com_.png" alt="" width="596" height="416" /></a><span style="color: #888888;">Source: Urbis, 2010</span></p>
<!--more-->In 2009-2010 the biggest sales decrease in Australia for shopping center based stores was in leisure and homewares:

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Growth_in_sales_per_centre_and_sales_per_sqm_Urbis_smartKPIs.com_.png"><img class="aligncenter size-full wp-image-6332" title="Growth_in_sales_per_centre_and_sales_per_sqm_Urbis_smartKPIs.com" src="http://www.smartkpis.com/blog/wp-content/uploads/Growth_in_sales_per_centre_and_sales_per_sqm_Urbis_smartKPIs.com_.png" alt="" width="594" height="498" /></a>
<p style="text-align: center;"><span style="color: #888888;">Source: Urbis, 2010</span></p>
The gap between average turnover per regional centers compared to sub-regional centers continued to expand:

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Average_turnover_per_centre_Urbis_smartKPIs.com_.png"><img class="aligncenter size-full wp-image-6333" title="Average_turnover_per_centre_Urbis_smartKPIs.com" src="http://www.smartkpis.com/blog/wp-content/uploads/Average_turnover_per_centre_Urbis_smartKPIs.com_.png" alt="" width="595" height="535" /></a>
<p style="text-align: center;"><span style="color: #888888;">Source: Urbis, 2010</span></p>
For more details on the report or to place an order visit: <a href="http://www.urbis.com.au/" target="_blank">http://www.urbis.com.au/</a>

<strong>References</strong>

Urbis, 2010, Urbis Retail Perspectives, November 2010, available at <a href="http://www.urbis.com.au/downloads//Retail%20Perspectives%20Nov-101.pdf" target="_blank">http://www.urbis.com.au/downloads//Retail%20Perspectives%20Nov-101.pdf</a>, accessed on 15 December 2010.

<strong>
</strong>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>6329</wp:post_id>
<wp:post_date>2010-12-15 17:12:24</wp:post_date>
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	</item>
<item>
<title>Over 5600 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-5600-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Thu, 16 Dec 2010 07:25:34 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

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		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

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		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Premium KPI]]></category>

		<category domain="tag" nicename="premium-kpi"><![CDATA[Premium KPI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6344</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 5600 performance measures documented and published</strong> in the online repository. The team focused over the last few days on publishing examples from the Finance functional area. Examples  from the Real Estate industry were also added.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (520)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (376)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (342)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (235)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (179)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (178)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (610)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (488)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (267)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (250</a>)</li>
	<li><a href="http://www.smartkpis.com/kpi/industries/agriculture/" target="_blank">Agriculture (192)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (176)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Business-disruptions-caused-by-a-lack-of-adequate-IT-capacity-2983.html" target="_blank"></a><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Cash-flow-return-on-investment-CFROI-2972.html" target="_blank">% Cash flow return on investment (CFROI)</a>
<h3>smartKPIs Premium</h3>
The <em><strong>'</strong></em><a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>gold standard</strong></em></a>' in KPI documentation is now available on smartkpis.com. At the core of <a href="http://www.smartkpis.com/premium.html" target="_blank"><strong><em>smartKPIs Premium</em></strong></a> is a  set of  <strong>over 1,000 KPI examples preselected </strong>by the eab group’s research team as  the most relevant for  practice across functional areas and industries.  These were thoroughly  documented in over 30 fields, 3 times more than  the standard used for most  other KPIs.

Example of a performance measure that was documented for <a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>smartKPIs Premium</strong></em></a> section:<a href="http://www.smartkpis.com/kpi-key-performance-indicator/Employee-satisfaction-5912.html" target="_blank"> # Employee satisfaction</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
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<wp:post_date>2010-12-16 18:25:34</wp:post_date>
<wp:post_date_gmt>2010-12-16 07:25:34</wp:post_date_gmt>
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<wp:ping_status>open</wp:ping_status>
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	</item>
<item>
<title>On data quality and crowdsourcing: Calvin and Hobbes</title>
<link>http://www.smartkpis.com/blog/on-data-quality-and-crowdsourcing-calvin-and-hobbes/</link>
<pubDate>Fri, 17 Dec 2010 05:21:50 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Bill Watterson]]></category>

		<category domain="tag" nicename="bill-watterson"><![CDATA[Bill Watterson]]></category>

		<category domain="tag"><![CDATA[Calvin &amp; Hobbes]]></category>

		<category domain="tag" nicename="calvin-hobbes"><![CDATA[Calvin &amp; Hobbes]]></category>

		<category domain="tag"><![CDATA[Crowdsourcing]]></category>

		<category domain="tag" nicename="crowdsourcing"><![CDATA[Crowdsourcing]]></category>

		<category domain="tag"><![CDATA[Multimedia]]></category>

		<category domain="tag" nicename="multimedia"><![CDATA[Multimedia]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6339</guid>
<description></description>
<content:encoded><![CDATA[While 15 years old, the cartoon below illustrates the issues with data quality in business intelligence, performance measurement and benchmarking initiatives:<strong>
</strong>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Calvin_Hobbes_Data_Quality.gif"><img class="aligncenter size-full wp-image-6340" title="Calvin_Hobbes_Data_Quality" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Calvin_Hobbes_Data_Quality.gif" width="600" height="191" /></a><span style="color: #888888;">Source: Calvin and Hobbes comic strip, by Bill Watterson, 23 August 1995</span></p>
<p style="text-align: left;"><strong>Transcript:</strong></p>
<p style="text-align: left;"><strong>Calvin</strong>: "I'm filling out a reader survey for <em>Chewing</em> magazine. See, they asked how much money I spend on gum each week, so I wrote '$500.' For my age, I put '43' and when they asked what my favorite flavor is, I wrote 'garlic/curry.'"
<strong>Hobbes</strong>: "This magazine should have some amusing ads soon."
<strong>Calvin</strong>: "I love messing with <strong>data</strong>."</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>6339</wp:post_id>
<wp:post_date>2010-12-17 16:21:50</wp:post_date>
<wp:post_date_gmt>2010-12-17 05:21:50</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
<wp:ping_status>open</wp:ping_status>
<wp:post_name>on-data-quality-and-crowdsourcing-calvin-and-hobbes</wp:post_name>
<wp:status>publish</wp:status>
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<item>
<title>Over 5700 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-5700-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Mon, 20 Dec 2010 04:57:28 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[KPIs Premium]]></category>

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		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Premium KPI]]></category>

		<category domain="tag" nicename="premium-kpi"><![CDATA[Premium KPI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6382</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 5700 performance measures documented and published</strong> in the online repository. The team focused over the last few days on publishing examples from the Finance functional area. Examples  from the Arts and Culture sector were also added.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (523)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (377)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (342)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (235)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (179)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (178)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (610)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (496)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (267)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (250</a>)</li>
	<li><a href="http://www.smartkpis.com/kpi/industries/agriculture/" target="_blank">Agriculture (192)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (176)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Turnaround-time-263.html" target="_blank"># Turnaround time</a>
<h3>smartKPIs Premium</h3>
The <em><strong>'</strong></em><a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>gold standard</strong></em></a>' in KPI documentation is now available on smartkpis.com. At the core of <a href="http://www.smartkpis.com/premium.html" target="_blank"><strong><em>smartKPIs Premium</em></strong></a> is a  set of  <strong>over 1,000 KPI examples preselected </strong>by the eab group’s research team as  the most relevant for  practice across functional areas and industries.  These were thoroughly  documented in over 30 fields, 3 times more than  the standard used for most  other KPIs.

Example of a performance measure that was documented for <a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>smartKPIs Premium</strong></em></a> section:<a href="http://www.smartkpis.com/kpi-key-performance-indicator/Employee-satisfaction-5912.html" target="_blank"> # Employee satisfaction</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>6382</wp:post_id>
<wp:post_date>2010-12-20 15:57:28</wp:post_date>
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<title>The Boston Consulting Group (BCG) on New Digital Marketing</title>
<link>http://www.smartkpis.com/blog/the-boston-consulting-group-bcg-on-new-digital-marketing/</link>
<pubDate>Tue, 21 Dec 2010 05:06:53 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Marketing and Communications]]></category>

		<category domain="tag" nicename="marketing-and-communications"><![CDATA[Marketing and Communications]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

		<category domain="tag"><![CDATA[SUA]]></category>

		<category domain="tag" nicename="sua"><![CDATA[SUA]]></category>

		<category domain="tag"><![CDATA[The Boston Consulting Group]]></category>

		<category domain="tag" nicename="the-boston-consulting-group"><![CDATA[The Boston Consulting Group]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6354</guid>
<description></description>
<content:encoded><![CDATA[To enrich the picture on new marketing realities that we have tackled in several previous blog posts, we discuss the insights from the Boston Consulting Group (BCG) outlined in the report called <strong><em>The CMO's Imperative. Tackling New Digital Realities</em>. </strong>

As its title suggestively indicates, the report presents the main recent developments in the practice of marketing enhanced by the new digital media (such as social media or mobile advertising), based on the results of <em><strong>The BCG Future of Marketing and Advertising Study, 2010</strong></em>.<strong> </strong>The research was conducted as a combination of quantitative survey of marketing executives (56 respondents), one-to-one interviews (45 conducted) and benchmarking and the report is the second release in BCG’s publication series <em><strong>Marketing in the Digital Economy</strong></em>.

Analyzing the status-quo in the global marketing environment, several aspects have been revealed (BCG, 2010), these also being the premises that drive the CMOs’ decisions and strategies:
<ul>
	<li>The new digital media enhances a new type of communication with the customers, that shifts from the centrally created, custom-crafted broadcast messages to highly interactive dialogue;</li>
	<li>The same digital media also comes with an enormous volume of <strong>marketing vehicles and tactics</strong>, as shown below:</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/CMO-options.jpg"><img class="aligncenter size-full wp-image-6356" title="CMO options" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/CMO-options.jpg" width="697" height="540" /></a><span style="color: #888888;">Source: BCG (2010)<!--more-->
</span></p>
In this context, it is quite obvious that companies will increase their <strong>spending on new digital media</strong>, also focusing more on internal spending (on people and technology) to support their digital media efforts and communication, rather than on external spending on media purchases. More than 90% of the respondents plan to increase their spending on social media, Internet and mobile advertising over the next 3 years. The arguments rely on the benefits associated with these new digital media techniques (BCG, 2010):
<ul>
	<li><strong>Scale</strong> – delivering sufficient reach within the target audience;</li>
	<li>A better <strong>targeting</strong> (enabling context-driven or location driven targeting, using far more variables than the simple demographics);</li>
	<li><strong>Measurement </strong>and better modeling of the Return on Marketing Investment.</li>
</ul>
It was also found that companies have been extremely quick in adapting new digital media tools such as social media, blogs or viral videos. Platforms like Facebook (with 500 million users) and Twitter (about 100 million) have been mentioned by almost all companies surveyed as being used (BCG, 2010). An interesting situation is with <strong>mobile advertising</strong>, which despite being largely used in Japan or South Korea, in US and Europe is considered by marketers as the medium “<em>whose success is always around the corner, yet never quite arrives</em>”. Thus, the research revealed that mobile advertising has accounted for less that 2% in the marketing budget and has been the first victim of budget cuts (BCG, 2010).

Although the benefits of digital marketing are quite obvious for nowadays’ marketers, several <strong>limitations</strong> still remain. It is still hard to excel at planning and budgeting, as the relative effectiveness of marketing options is difficult to assess. Moreover, it is hard to decide which digital marketing activities to outsource and which to manage internally, to achieve the best combination of the two in terms of effort and outcomes. However, to overcome these limitations, the BCG study comes with a <strong>top-ten recommendations list</strong>, among which (BCG, 2010):
<ul>
	<li>Articulate an integrated marketing strategy;</li>
	<li>Set minimum digital investment and incentives for experimentation among marketers;</li>
	<li>Use an integrated model to asses ROMI across all marketing vehicles.</li>
</ul>
<strong>Reference</strong>

BCG (2010), <em>The CMO’s Imperative. Tackling New Digital Realities</em>, Boston, US.

<strong>Note</strong>

The complete report can be accessed at: <a href="http://www.bcg.com/documents/file66995.pdf" target="_blank">http://www.bcg.com/documents/file66995.pdf</a>.]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>6354</wp:post_id>
<wp:post_date>2010-12-21 16:06:53</wp:post_date>
<wp:post_date_gmt>2010-12-21 05:06:53</wp:post_date_gmt>
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<title>Over 5800 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-5800-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Wed, 22 Dec 2010 07:05:20 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

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		<category domain="tag"><![CDATA[Customised KPI library]]></category>

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		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

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		<category domain="tag"><![CDATA[Library of KPIs]]></category>

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		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Premium KPI]]></category>

		<category domain="tag" nicename="premium-kpi"><![CDATA[Premium KPI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6411</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 5800 performance measures documented and published</strong> in the online repository. The team focused over the last few days on publishing examples from the Accounting functional area. Examples  from the Arts and Culture (Library and Museums) and Infrastructure Operations (Ports) sectors were also added.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (525)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (378)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (342)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (236)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (178)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (178)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (614)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (507)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (267)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (252</a>)</li>
	<li><a href="http://www.smartkpis.com/kpi/industries/agriculture/" target="_blank">Agriculture (192)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (176)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Berth-occupancy-revenue-per-ton-of-cargo-4223.html" target="_blank">$ Berth occupancy revenue per ton of cargo</a>
<h3>smartKPIs Premium</h3>
The <em><strong>'</strong></em><a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>gold standard</strong></em></a>' in KPI documentation is now available on smartkpis.com. At the core of <a href="http://www.smartkpis.com/premium.html" target="_blank"><strong><em>smartKPIs Premium</em></strong></a> is a  set of  <strong>over 1,000 KPI examples preselected </strong>by the eab group’s research team as  the most relevant for  practice across functional areas and industries.  These were thoroughly  documented in over 30 fields, 3 times more than  the standard used for most  other KPIs.

Example of a performance measure that was documented for <a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>smartKPIs Premium</strong></em></a> section:<a href="http://www.smartkpis.com/kpi-key-performance-indicator/Employee-satisfaction-5912.html" target="_blank"> # Employee satisfaction</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>6411</wp:post_id>
<wp:post_date>2010-12-22 18:05:20</wp:post_date>
<wp:post_date_gmt>2010-12-22 07:05:20</wp:post_date_gmt>
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<title>The power of data visualization - lifespan and income in history</title>
<link>http://www.smartkpis.com/blog/the-power-of-data-visualization-lifespan-and-income-in-history/</link>
<pubDate>Thu, 23 Dec 2010 01:34:07 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[BBC Four]]></category>

		<category domain="tag" nicename="bbc-four"><![CDATA[BBC Four]]></category>

		<category domain="tag"><![CDATA[Hans Rosling]]></category>

		<category domain="tag" nicename="hans-rosling"><![CDATA[Hans Rosling]]></category>

		<category domain="tag"><![CDATA[Multimedia]]></category>

		<category domain="tag" nicename="multimedia"><![CDATA[Multimedia]]></category>

		<category domain="tag"><![CDATA[The Joy of Stats]]></category>

		<category domain="tag" nicename="the-joy-of-stats"><![CDATA[The Joy of Stats]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6402</guid>
<description></description>
<content:encoded><![CDATA[<iframe src="http://www.youtube.com/embed/jbkSRLYSojo" height="359" width="595" frameborder="0"></iframe>

<strong>Hans Rosling's 200 Countries, 200 Years, 4 Minutes - The Joy of Stats - BBC Four</strong>

More about this programme: <a href="http://www.bbc.co.uk/programmes/b00wgq0l" target="_blank">http://www.bbc.co.uk/programmes/b00wgq0l</a>
BBC presentation: Hans Rosling's famous lectures combine enormous quantities of public data with a sport's commentator's style to reveal the story of the world's past, present and future development. Now he explores stats in a way he has never done before - using augmented reality animation. In this spectacular section of 'The Joy of Stats' he tells the story of the world in 200 countries over 200 years using 120,000 numbers - in just four minutes. Plotting life expectancy against income for every country since 1810, Hans shows how the world we live in is radically different from the world most of us imagine.

<strong>Interested in public service KPIs?</strong>

smartKPIs.com contains over 1000 <a href="http://www.smartkpis.com" target="_blank">KPI</a> examples specific to the public sector, grouped in two categories: <a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">State/Federal Government</a> and <a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Local Government</a>.]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>6402</wp:post_id>
<wp:post_date>2010-12-23 12:34:07</wp:post_date>
<wp:post_date_gmt>2010-12-23 01:34:07</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<wp:post_name>the-power-of-data-visualization-lifespan-and-income-in-history</wp:post_name>
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<title>Over 5900 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-5900-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Fri, 24 Dec 2010 06:49:56 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

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		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Premium KPI]]></category>

		<category domain="tag" nicename="premium-kpi"><![CDATA[Premium KPI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6437</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 5900 performance measures documented and published</strong> in the online repository. The team focused over the last few days on publishing examples from the Information Technology functional area. Examples  from the Arts and Culture (Library and Museums), Infrastructure Operations (Ports) and Construction &amp; Capital Works sectors were also added.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (531)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (379)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (343)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (237)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (180)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (178)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (614)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (515)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (267)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (266</a>)</li>
	<li><a href="http://www.smartkpis.com/kpi/industries/agriculture/" target="_blank">Agriculture (192)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/resources/" target="_blank">Resources (176)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Maintenance-cost-from-equipment-cost-3304.html" target="_blank">% Maintenance cost from equipment cost</a>
<h3>smartKPIs Premium</h3>
The <em><strong>'</strong></em><a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>gold standard</strong></em></a>' in KPI documentation is now available on smartkpis.com. At the core of <a href="http://www.smartkpis.com/premium.html" target="_blank"><strong><em>smartKPIs Premium</em></strong></a> is a  set of  <strong>over 1,000 KPI examples preselected </strong>by the eab group’s research team as  the most relevant for  practice across functional areas and industries.  These were thoroughly  documented in over 30 fields, 3 times more than  the standard used for most  other KPIs.

Example of a performance measure that was documented for <a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>smartKPIs Premium</strong></em></a> section:<a href="http://www.smartkpis.com/kpi-key-performance-indicator/Employee-satisfaction-5912.html" target="_blank"> # Employee satisfaction</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>6437</wp:post_id>
<wp:post_date>2010-12-24 17:49:56</wp:post_date>
<wp:post_date_gmt>2010-12-24 06:49:56</wp:post_date_gmt>
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<title>Employment impact of European ports</title>
<link>http://www.smartkpis.com/blog/employment-impact-of-european-ports/</link>
<pubDate>Sun, 26 Dec 2010 15:09:33 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[European Sea Ports Organisation]]></category>

		<category domain="tag" nicename="european-sea-ports-organisation"><![CDATA[European Sea Ports Organisation]]></category>

		<category domain="tag"><![CDATA[Institute of Transport and Maritime Management Antwerp]]></category>

		<category domain="tag" nicename="institute-of-transport-and-maritime-management-antwerp"><![CDATA[Institute of Transport and Maritime Management Antwerp]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6374</guid>
<description></description>
<content:encoded><![CDATA[The <em><strong>Dock labour and port-related employment</strong></em><strong><em> </em></strong>report (Notteboom, 2010)<strong><em>, </em></strong>released earlier this year with support from the Institute of Transport and Maritime Management Antwerp, presents a thorough analysis of the<strong> key factors to port competitiveness and reform,</strong> underlining also the importance of dock labour system implementation and the impact of port-related employment.

Being important job generators, <strong>the European ports generate massive direct employment effects </strong>within the logistics and industrial cluster in the port system. The vast labour force serving in the port industry covers large loading and unloading operations, ship operations and services (agencies, pilotage, towage and bunkering), land transport, logistics activities, cargo services (e.g. freight forwarding and customs broking) etc. These activities provide people with wages, salaries and other earnings and are a major source of tax revenues for governments at different geographical levels (Notteboom, 2010).

<strong>The competitiveness of seaport</strong> is influenced by the skills of the port-related employees, as well as by the efficiency and effectiveness of loading and discharging activities. <strong>Dock labour systems</strong> are highly important for the seaports employment level and the value-added created by the port employees, conferring  the management framework of  the infrastructure projects in European seaports.

The figure presented subsequently illustrates a framework for the organization of port labour, in terms of both internal and external organization. For internal organization, Notteboom (2010) underlines the importance of  <strong>performance indicators in terms of labour cost and productivity,</strong> that can influence the outputs of dock labour systems.  External organization regards mainly legal and social conditions, required by external parties.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Framework-for-the-organisation-of-port-labour.jpg"><img class="aligncenter size-full wp-image-6391" title="Framework for the organisation of port labour" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Framework-for-the-organisation-of-port-labour.jpg" width="610" height="402" /></a><span style="color: #888888;">Source: Notteboom (2010)</span></p>
<!--more-->The report also presents various<strong> socio-economic indicators to evaluate the impact of employment within the European ports</strong>, such as the employment level and its added value. Employment figures can serve as criteria for budget allocation of public infrastructure funds, as well as a criteria in awarding terminals to private terminal operators or as public relations tool in dealing with stakeholders and the general public.

A summary of the employment impact of ports is presented below, based on the Dutch ports example during 2002 - 2007. <strong>The economic significance is defined in terms of added value, employment, business establishments, business dynamics and private investments.</strong>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Summary-of-employement-impact-on-Dutch-ports.jpg"><img class="aligncenter size-full wp-image-6376" title="Summary of employement impact on Dutch ports" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Summary-of-employement-impact-on-Dutch-ports.jpg" width="695" height="299" /></a><span style="color: #888888;">Source: Notteboom (2010)</span></p>
<p style="text-align: left;">Offering a broader perspective upon the port competitiveness and reform, <strong><em>Dock labour and port-related employment</em><em> </em>report provides a deeper understanding of the dynamics behind port employment and labour.</strong><strong> </strong>Aiming for a balanced approach, the analysis takes into account considerations and development related to the general employment impact of ports as well as those at the level of dock labour. The findings of the report serve as input for the ongoing discussion on the role of the human factor in the European port system<strong> </strong>(Notteboom, 2010).</p>
<p style="text-align: left;"><strong>References:</strong></p>
<p style="text-align: left;">Notteboom, T. (2010), <em>Dock labour and port–related employment in the European seaport system, </em>available at: <a href="http://www.espo.be/" target="_blank">http://www.espo.be/</a> (accessed 20 December 2010)</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>6374</wp:post_id>
<wp:post_date>2010-12-27 02:09:33</wp:post_date>
<wp:post_date_gmt>2010-12-26 15:09:33</wp:post_date_gmt>
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<title>Over 6000 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-6000-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Tue, 28 Dec 2010 07:12:30 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[KPIs Premium]]></category>

		<category domain="tag" nicename="kpis-premium"><![CDATA[KPIs Premium]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Premium KPI]]></category>

		<category domain="tag" nicename="premium-kpi"><![CDATA[Premium KPI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6442</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 6000 performance measures documented and published</strong> in the online repository. The smartKPIs.com research team focused over the last few days on publishing examples from the Accounting and Sales functional areas. Examples  from the Arts and Culture (Library and Museums), Financial Institutions (Insurance) and Media industry were also added.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (534)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (379)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (343)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (239)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (181)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (178)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (614)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (515)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (268</a>)</li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (267)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">Healthcare (210)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/agriculture/" target="_blank">Agriculture (192)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/First-call-resolution-rate-6144.html" target="_blank">% First call resolution rate</a>
<h3>smartKPIs Premium</h3>
The <em><strong>'</strong></em><a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>gold standard</strong></em></a>' in KPI documentation is now available on smartkpis.com. At the core of <a href="http://www.smartkpis.com/premium.html" target="_blank"><strong><em>smartKPIs Premium</em></strong></a> is a  set of  <strong>over 1,000 KPI examples preselected </strong>by the eab group’s research team as  the most relevant for  practice across functional areas and industries.  These were thoroughly  documented in over 30 fields, 3 times more than  the standard used for most  other KPIs.

Example of a performance measure that was documented for <a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>smartKPIs Premium</strong></em></a> section:<a href="http://www.smartkpis.com/kpi-key-performance-indicator/Employee-satisfaction-5912.html" target="_blank"> # Employee satisfaction</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>6442</wp:post_id>
<wp:post_date>2010-12-28 18:12:30</wp:post_date>
<wp:post_date_gmt>2010-12-28 07:12:30</wp:post_date_gmt>
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<title>A periodic table of data visualization methods </title>
<link>http://www.smartkpis.com/blog/a-periodic-table-of-data-visualization-methods/</link>
<pubDate>Wed, 29 Dec 2010 00:21:13 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Data Visualization]]></category>

		<category domain="tag" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Institute of Corporate Communication]]></category>

		<category domain="tag" nicename="institute-of-corporate-communication"><![CDATA[Institute of Corporate Communication]]></category>

		<category domain="tag"><![CDATA[Martin J. Eppler]]></category>

		<category domain="tag" nicename="martin-j-eppler"><![CDATA[Martin J. Eppler]]></category>

		<category domain="tag"><![CDATA[Ralph Lengler]]></category>

		<category domain="tag" nicename="ralph-lengler"><![CDATA[Ralph Lengler]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6417</guid>
<description></description>
<content:encoded><![CDATA[One of the most complex and often-cited taxonomies of data vizualization is the  <strong><em>periodic table of data visualization methods</em></strong> developed by Ralph Lengler and Martin J. Eppler from the Institute of Corporate Communication at the University of Lugano, Switzerland.  Like the periodic table of the chemical elements, the periodic table of data visualization methods organizes and displays the visualization techniques using a taxonomy  based on the nature of visualization. There are several categories (such as data visualization, metaphor visualization, strategy visualization etc.) and additional metadata is provided (whether it is a process or structure visualization or whether it is an overview, a detail or a combined overview-detail visualization).
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/a-periodic-table-of-visualization-methods.jpg"><img class="aligncenter size-full wp-image-6418" title="a periodic table of visualization methods" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/a-periodic-table-of-visualization-methods.jpg" width="614" height="385" /></a></p>
<p style="text-align: center;"><span style="color: #888888;">Source: Lengler &amp; Eppler (2007)
</span></p>
<!--more-->For example, for <strong>the metaphor visualization</strong> (i.e. an approach that not only displays information, but also provides insight through key characteristics of the metaphor employed), visualization methods such as tree, funnel, story template or iceberg are included. Moreover, if we refer to the case of the <strong>tree</strong> method for metaphor visualization, we can see that it deals with a process overview visualization of a convergent thinking nature.

<strong>Reference</strong>

Lengler, R. &amp; Eppler, L., J. (2007),  <em>A periodic table of data visualization methods</em>, available at:  <a href="http://www.visual-literacy.org/periodic_table/periodic_table.html" target="_blank">http://www.visual-literacy.org/periodic_table/periodic_table.html</a> (accessed 29 December 2010).

<strong>Further reading</strong>

Lengler, R. &amp; Eppler, L., J. (2007), <em>Towards A Periodic Table of Visualization Methods for Management</em>, available at: <a href="http://www.visual-literacy.org/periodic_table/periodic_table.pdf" target="_blank">http://www.visual-literacy.org/periodic_table/periodic_table.pdf</a> (accessed 29 December 2010).]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>6417</wp:post_id>
<wp:post_date>2010-12-29 11:21:13</wp:post_date>
<wp:post_date_gmt>2010-12-29 00:21:13</wp:post_date_gmt>
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<title>A review of Global Corporate Citizenship</title>
<link>http://www.smartkpis.com/blog/a-review-of-global-corporate-citizenship/</link>
<pubDate>Thu, 30 Dec 2010 03:54:19 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Corporate Services]]></category>

		<category domain="tag" nicename="corporate-services"><![CDATA[Corporate Services]]></category>

		<category domain="tag"><![CDATA[CSR]]></category>

		<category domain="tag" nicename="csr"><![CDATA[CSR]]></category>

		<category domain="tag"><![CDATA[Global Corporate Citizenship]]></category>

		<category domain="tag" nicename="global-corporate-citizenship"><![CDATA[Global Corporate Citizenship]]></category>

		<category domain="tag"><![CDATA[Klaus Schwab]]></category>

		<category domain="tag" nicename="klaus-schwab"><![CDATA[Klaus Schwab]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[World Economic Forum]]></category>

		<category domain="tag" nicename="world-economic-forum"><![CDATA[World Economic Forum]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=4401</guid>
<description></description>
<content:encoded><![CDATA[According to <strong>Klaus Schwab</strong> (2008), founder and Executive Chairman of the <strong>World Economic Forum</strong>,

<em>„Global corporate citizenship means that companies must not only be engaged with stakeholders but be stakeholders themselves alongside governments and civil society. Since companies depend on global development, which in turn relies on stability and increased prosperity, it is in their direct interest to help improve the state of the world.”</em>

The Global Corporate Citizenship extends the concepts of <strong>corporate social responsibility</strong> and <strong>corporate governance</strong> in the context of a <strong>globalized economy</strong> and <strong>global markets</strong>.

<!--more-->Due to more and more companies operating in global markets, as a result of liberalization of trade and financial markets and the advances in technology and communications (Locke n.d.), the issue of their global impact has been raised, not only in the shape of them benefiting from global resources, but also involving in global issues such as climate change, energy conservation etc (Schwab 2010).

An important moment in the development of the Global Corporate Citizenship was the signing of the <strong>joint statement</strong> by a task force of the World Economic Forum (in partnership with The Prince of Wales International Business Leaders Forum) , in the year 2002 (World Economic Forum 2002). Included in this statement was <strong>a Leadership Challenge</strong> endorsement, altogether with a recommendation of a <strong>Framework for Action</strong>. The purpose was that of proposing a framework for management teams and boards of directors to guide their companies into society and the relationships with global stakeholders. Concretely, this meant (World Economic Forum 2002):
<ul>
	<li>Companies’ commitment to being global corporate citizens is about the way they run their own businesses;</li>
	<li>Relationships with key stakeholders are fundamental to success inside and outside companies;</li>
	<li>Ultimate leadership for corporate citizenship rests with chief executives, chairmen and board of directors.</li>
</ul>
Immediately after, a <strong>survey</strong> among the initial signatory CEOs has been conducted to profile practical examples of leadership in action. Although with a rather small focus, the survey covered companies with headquarters in 16 countries and offers insights from 18 industries, both in the public and private sectors (World Economic Forum 2003).

Some of the most important <strong>findings</strong> are that (World Economic Forum 2003):
<ul>
	<li>The concept of corporate citizenship is moving beyond compliance and philanthropy to become a more strategic one to CEOs and boards of directors;</li>
	<li>Companies are in the early stages of defining global corporate citizenship and integrating it into their corporate strategies and management processes;</li>
	<li>There is a need to accommodate differences in culture, history, economic circumstances, industry sector and ownership structure, while promoting common values and learning from each other’s experiences.</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/world-economic-forum1.png"><img class="aligncenter size-full wp-image-4409" title="world economic forum" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/world-economic-forum1.png" width="470" height="641" /></a>Source: World Economic Forum, 2003</p>
More recently, the focus has been directed towards the <strong>public-private partnership</strong> to strengthen public governance, as a key aspect of Global Corporate Citizenship. At a 2008 meeting in Davos, 14 global CEOs signed a leadership statement calling businesses to strengthen relationships with the public sector, working with governments and other stakeholders and unify efforts in the direction of sustainable economic growth (World Economic Forum 2008).

Undoubtedly, more initiatives are to come in the area of Global Corporate Citizenship. For more about this initiative of the World Economic Forum, visit:<a href="http://www.weforum.org/en/initiatives/corporatecitizenship/index.htm" target="_blank"> http://www.weforum.org/en/initiatives/corporatecitizenship/index.htm</a>.

<strong>References:</strong>
<ul>
	<li>Schwab, K 2008, „Global Corporate Citizenship. Working With Governments and Civil Society”, available at: <a href="http://www.foreignaffairs.com/articles/63051/klaus-schwab/global-corporate-citizenship" target="_blank">http://www.foreignaffairs.com/articles/63051/klaus-schwab/global-corporate-citizenship</a> (accessed 29 Dec 2010).</li>
	<li>World Economic Forum &amp; The Prince of Wales International Business Leaders Forum 2002, „Global Corporate Citizenship. The Leadership Challenge for CEOs and Boards” , available at: <a href="http://www.weforum.org/pdf/GCCI/GCC_CEOstatement.pdf" target="_blank">http://www.weforum.org/pdf/GCCI/GCC_CEOstatement.pdf</a> (accessed 29 Dec 2010).</li>
	<li>World Economic Forum &amp; The Prince of Wales International Business Leaders Forum 2003, „Responding to the Leadership Challenge. Findings of a CEO Survey on Global Corporate Citizenship”, available at: <a href="http://www.blf.sk/tmp/asset_cache/link/0000012984/WEF_Corporate_Citizen.pdf" target="_blank">http://www.blf.sk/tmp/asset_cache/link/0000012984/WEF_Corporate_Citizen.pdf</a> (accessed 29 Dec 2010).</li>
</ul>]]></content:encoded>
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<wp:post_date>2010-12-30 14:54:19</wp:post_date>
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<title>Happy New Year! Welcome MMXI!</title>
<link>http://www.smartkpis.com/blog/happy-new-year-welcome-mmxi/</link>
<pubDate>Fri, 31 Dec 2010 08:27:35 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[MMXI]]></category>

		<category domain="tag" nicename="mmxi"><![CDATA[MMXI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6454</guid>
<description></description>
<content:encoded><![CDATA[<img class="alignnone" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="601" height="180" />
<h2 style="text-align: center;">A Happy New Year to <a href="http://www.smartKPIs.com">smartKPIs.com</a> community members!</h2>
<h2 style="text-align: center;">Thank you for your support in 2010!</h2>
<h2 style="text-align: center;">Have a happy and rewarding 2011!</h2>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>6454</wp:post_id>
<wp:post_date>2010-12-31 19:27:35</wp:post_date>
<wp:post_date_gmt>2010-12-31 08:27:35</wp:post_date_gmt>
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<title>The imperative of effective talent / performance management systems</title>
<link>http://www.smartkpis.com/blog/the-imperative-of-effective-talent-performance-management-systems/</link>
<pubDate>Mon, 03 Jan 2011 12:49:02 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Talent management]]></category>

		<category domain="tag" nicename="talent-management"><![CDATA[Talent management]]></category>

		<category domain="tag"><![CDATA[Towers Watson]]></category>

		<category domain="tag" nicename="towers-watson"><![CDATA[Towers Watson]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6465</guid>
<description></description>
<content:encoded><![CDATA[<strong>Towers Watson’s <em>2010 HR Service Delivery and Technology Survey</em></strong><em> </em>of nearly 500 large and midsize companies around the world clearly underlines that the<strong> top priority of HR executives in 2010 was talent / performance systems.</strong> The explanation for this result lays in the learning of the organization during the recession, that in order to maintain and increase performance while reducing costs, it is imperative to implement a more effective management of the talent kept and its performance. <strong>Effective talent / performance management systems</strong> <strong>drive HR strategies to align with broader business goals</strong> (Towers Watson, 2010).

The top five HR service delivery issues includes also the <strong>involvement of HR in strategic business driven issues</strong> and<strong> defining human capital metrics and dashboards</strong>.
<p style="text-align: center;"><strong>Top HR Service delivery issues (top three frequency)</strong></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Top-HR-service-delivery-issues.jpg"><img class="aligncenter size-full wp-image-6466" title="Top HR service delivery issues" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Top-HR-service-delivery-issues.jpg" width="446" height="614" /></a><span style="color: #888888;">Source: Towers Watson (2010)<!--more-->
</span></p>
<strong>Key findings for HR service delivery in 2010
</strong>
<ul>
	<li>In 2010, 29% of surveyed companies increasing their <strong>HR technology spending</strong>. This indicates that technology has become a key enabler of growth, productivity and business results, and spending levels are beginning to reflect this;</li>
	<li><strong>HR service delivery initiatives</strong> undertaken by organizations in the last 18 months delivered the desired results, due to thorough planning and improved technologies used;</li>
	<li><strong>Talent / Performance management systems</strong> improved tactical transactions, making them more <em>efficient</em> <em> </em>by analyzing data faster and more accurately and more <em>effective</em> by enabling managers and employees to achieve retention and talent development goals.</li>
</ul>
<strong>Main HR trends for 2011</strong>
<ul>
	<li>The tools to view <strong>human capital scorecard and business performance metrics </strong>will have tripled, this enabling <strong>direct alignment between talent management and business performance</strong>;</li>
	<li>By the end of 2011, <strong>career planning technologies </strong>are expected to more than double in prevalence, and the modules for performance goal and result updating is expected to be among 75% of the companies participating in the future survey;</li>
	<li>HR Executives will focus more on using <strong>integrated HR systems</strong> as a means of deepening HR's credibility by increasing its involvement in  and delivery of strategic workforce projections (Towers Watson, 2010).</li>
</ul>
The <em>2010 HR Service Delivery and Technology Survey Research Report</em> aims to offer a broad picture of HR trends, priorities and initiatives. The survey has tracked over time the gradual movement in HR toward implementing systems and technologies to support the HR functions<em>.</em>

<strong>References:</strong>

<strong> </strong>Tower Watson (2010), <em>2010 HR Service Delivery and Technology Survey Research Report</em>, available at: <a href="http://www.towerswatson.com/assets/pdf/2247/2247.pdf" target="_blank">http://www.towerswatson.com/assets/pdf/2247/2247.pdf</a> (accessed 3 January 2011)

&nbsp;]]></content:encoded>
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<wp:post_id>6465</wp:post_id>
<wp:post_date>2011-01-03 23:49:02</wp:post_date>
<wp:post_date_gmt>2011-01-03 12:49:02</wp:post_date_gmt>
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<title>Measuring or managing marketing performance?</title>
<link>http://www.smartkpis.com/blog/measuring-or-managing-marketing-performance/</link>
<pubDate>Mon, 03 Jan 2011 23:31:01 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Philip Kotler Marketing Management]]></category>

		<category domain="tag" nicename="philip-kotler-marketing-management"><![CDATA[Philip Kotler Marketing Management]]></category>

		<category domain="tag"><![CDATA[Theory]]></category>

		<category domain="tag" nicename="theory"><![CDATA[Theory]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6487</guid>
<description></description>
<content:encoded><![CDATA[Oftentimes, maybe due to the fact that increasing pressure is put on marketers to show in numbers the results of their actions and the budget they consume, companies strive too much to measure their marketing performance and forget or find it hard to actually manage it.

A <em>CMG Partners and Chadwick Martin Bailey</em> study conducted in 2009 has revealed some interesting findings that shed some light on the difficulties that marketers and CMOs face in their marketing management and measurement process, such as:
<ul>
	<li>Only three quarters of the respondents consider they properly fructify the results of the measurement;</li>
	<li>Some of the most common barriers in the measurement and management process are the poor ability to create alignment with other functional areas (especially sales and finance), the low commitment from top-management and resistance to change.</li>
</ul>
In such a context, a solution would be that of putting a greater emphasis on the process of actually managing performance, in the sense of properly planning, implementing and coordinating and only afterwards measuring and evaluating results.

Philip Kotler offers a comprehensive approach towards marketing management, as in the figure below:
<p style="text-align: center;"><strong>The Strategic Planning, Implementation and Control process</strong></p>
<p style="text-align: center;"><strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/the-strategic-planning-implementation-and-control-process.jpg"><img class="aligncenter size-full wp-image-6488" title="the strategic planning, implementation and control process" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/the-strategic-planning-implementation-and-control-process.jpg" width="691" height="354" /></a></strong><span style="color: #888888;">Source: Kotler (2002)<!--more--></span></p>
It can be seen that measuring results is only one of the stages in the process, and that aspects such as planning (with contributions from other departments, such as the above mentioned sales and finance) or decision-making are at least as important as measuring and that all these stages are related.

As regards the control process, Kotler (2002) identifies for types of control, as it follows:
<ol>
	<li><strong>Annual plan control</strong>, that evaluates the extent at which the company fulfills the objectives established in its annual marketing plan (usually referring to market share, sales analysis, marketing expenses, customer portfolio etc.);</li>
	<li><strong>Profitability control</strong>, with regards to different markets, products, distribution channels or customer groups;</li>
	<li><strong>Efficiency control</strong>, in terms of advertising or promotional campaigns;</li>
	<li><strong>Strategic control</strong>, in the shape of marketing audits, marketing excellence or marketing ethics and social responsibility assessments.</li>
</ol>
<strong>References</strong>

CMG Partners &amp; Chadvick Martin Bailey (2010), <em>The Marketing Performance Advantage. Improving Effectiveness and Accountability</em>, available:<a href="http://www.cmgpartners.com/userfiles/CMGP-CMB%20Marketing%20Performance%20Advantage%20-%20BMA%20presentation%20%283-16-09%29.pdf" target="_blank"> http://www.cmgpartners.com/userfiles/CMGP-CMB%20Marketing%20Performance%20Advantage%20-%20BMA%20presentation%20%283-16-09%29.pdf</a> (accessed 6 January 2011).

Kotler, P. (2002), <em>Marketing Management, Millenium Edition. Custom Edition for University of Phoenix</em>, Pearson Custom Publishing, Boston, MA.]]></content:encoded>
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<wp:post_id>6487</wp:post_id>
<wp:post_date>2011-01-04 10:31:01</wp:post_date>
<wp:post_date_gmt>2011-01-03 23:31:01</wp:post_date_gmt>
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<title>State of the media 2010: U.S. Audiences and Devices (Nielsen) - Infographic</title>
<link>http://www.smartkpis.com/blog/state-of-the-media-2010-u-s-audiences-and-devices-nielsen/</link>
<pubDate>Thu, 06 Jan 2011 00:32:19 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Infographic]]></category>

		<category domain="tag" nicename="infographic"><![CDATA[Infographic]]></category>

		<category domain="tag"><![CDATA[Nielsen Company]]></category>

		<category domain="tag" nicename="nielsen-company"><![CDATA[Nielsen Company]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6498</guid>
<description></description>
<content:encoded><![CDATA[The Nielsen Company has just released a fact sheet outlining several key metrics for the U.S. media. Under the title <em>State of the media 2010 - U.S. Audiences and Devices</em>, the factsheet is in the format of an infographic, that collates data from several other Nielsen reports, such as:
<ul>
	<li>Nielsen's National People Meter (NPM);</li>
	<li>Nielsen Mobile Media View Internet;</li>
	<li>Nielsen Consumer Value Metrics panel;</li>
	<li>Nielsen's Global Online Survey.</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/media-universe-lg.png"><img class="aligncenter size-full wp-image-6502" title="media-universe-lg" alt="2010 US Media Universe - Nielsen Factsheet" src="http://www.smartkpis.com/blog/wp-content/uploads/media-universe-lg.png" width="597" height="392" /></a><span style="color: #888888;">Source: Nielsen, 2010</span></p>
<!--more-->The PDF version of the factsheet (<a href="http://blog.nielsen.com/nielsenwire/online_mobile/factsheet-the-u-s-media-universe/" target="_blank">Nielsen's State of the Media - U.S. Audiences and Devices</a>) also presents statistics such as:
<ul>
	<li>U.S. mobile internet time by category;</li>
	<li>U.S. mobile market &amp; smartphone market;</li>
	<li>Intent to purchase a 3DTV in the next 12 months;</li>
	<li>Emerging media devices;</li>
	<li>Average number of apps that smartphone app downloaders have on their phones (27).</li>
</ul>
<h3>References</h3>
Nielsen 2010, <em>Factsheet: The U.S. Media Universe</em>, available at <a href="http://blog.nielsen.com/nielsenwire/online_mobile/factsheet-the-u-s-media-universe/ " target="_blank">http://blog.nielsen.com/nielsenwire/online_mobile/factsheet-the-u-s-media-universe/</a>, accessed 6 Jan 2011.]]></content:encoded>
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<wp:post_id>6498</wp:post_id>
<wp:post_date>2011-01-06 11:32:19</wp:post_date>
<wp:post_date_gmt>2011-01-06 00:32:19</wp:post_date_gmt>
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<title>Rating and Ranking Countries from World Bank&#039;s Independent Evaluation Group</title>
<link>http://www.smartkpis.com/blog/rating-and-ranking-countries-from-world-banks-independent-evaluation-group/</link>
<pubDate>Fri, 07 Jan 2011 02:37:17 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Helena Tang]]></category>

		<category domain="tag" nicename="helena-tang"><![CDATA[Helena Tang]]></category>

		<category domain="tag"><![CDATA[Independent Evaluation Group]]></category>

		<category domain="tag" nicename="independent-evaluation-group"><![CDATA[Independent Evaluation Group]]></category>

		<category domain="tag"><![CDATA[Multimedia]]></category>

		<category domain="tag" nicename="multimedia"><![CDATA[Multimedia]]></category>

		<category domain="tag"><![CDATA[Non-Governmental]]></category>

		<category domain="tag" nicename="non-governmental"><![CDATA[Non-Governmental]]></category>

		<category domain="tag"><![CDATA[Non-Profit]]></category>

		<category domain="tag" nicename="non-profit"><![CDATA[Non-Profit]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Victoria Elliott]]></category>

		<category domain="tag" nicename="victoria-elliott"><![CDATA[Victoria Elliott]]></category>

		<category domain="tag"><![CDATA[World Bank]]></category>

		<category domain="tag" nicename="world-bank"><![CDATA[World Bank]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6515</guid>
<description></description>
<content:encoded><![CDATA[A very interesting conference presentation by Victoria Elliott and Helena Tang from the Independent Evaluation Group.

The Independent Evaluation Group (IEG) is an independent unit within the World Bank; it reports directly to the Bank's Board of Executive Directors. IEG assesses what works, and what does not; how a borrower plans to run and maintain a project; and the lasting contribution of the Bank to a country's overall development. The goals of evaluation are to learn from experience, to provide an objective basis for assessing the results of the Bank's work, and to provide accountability in the achievement of its objectives. It also improves Bank work by identifying and disseminating the lessons learned from experience and by framing recommendations drawn from evaluation findings (IEG, 2011)

<iframe src="http://player.vimeo.com/video/18471141?color=24ff36" height="394" width="595" frameborder="0"></iframe>

<a href="http://vimeo.com/18471141">Rating and Ranking Countries - Presenters Helena Tang and Victoria Elliott</a> from <a href="http://vimeo.com/user4969476">Independent Evaluation Group</a> on <a href="http://vimeo.com">Vimeo</a>.

IEG experts highlight key aspects of their recent evaluation of World Bank's Doing Business program and discuss country ratings.
<h3>References</h3>
IEG 2011, About IEG available at<a href="http://www.worldbank.org/" target="_blank">http://www.worldbank.org/</a> accessed 7 Jan 2011]]></content:encoded>
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<wp:post_id>6515</wp:post_id>
<wp:post_date>2011-01-07 13:37:17</wp:post_date>
<wp:post_date_gmt>2011-01-07 02:37:17</wp:post_date_gmt>
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<title>Intelligent Data Visualization – FIFA 2010 Balon d’Or</title>
<link>http://www.smartkpis.com/blog/intelligent-data-visualization-%e2%80%93-fifa-2010-balon-d%e2%80%99or/</link>
<pubDate>Mon, 10 Jan 2011 00:10:49 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Andres Iniesta]]></category>

		<category domain="tag" nicename="andres-iniesta"><![CDATA[Andres Iniesta]]></category>

		<category domain="tag"><![CDATA[Ballon d'Or]]></category>

		<category domain="tag" nicename="ballon-dor"><![CDATA[Ballon d'Or]]></category>

		<category domain="tag"><![CDATA[FIFA]]></category>

		<category domain="tag" nicename="fifa"><![CDATA[FIFA]]></category>

		<category domain="tag"><![CDATA[Football]]></category>

		<category domain="tag" nicename="football"><![CDATA[Football]]></category>

		<category domain="tag"><![CDATA[Lionel Messi]]></category>

		<category domain="tag" nicename="lionel-messi"><![CDATA[Lionel Messi]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

		<category domain="tag"><![CDATA[Xavi Hernandez]]></category>

		<category domain="tag" nicename="xavi-hernandez"><![CDATA[Xavi Hernandez]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6571</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Data visualization solutions have increased in complexity in the recent years. Tremendous advancements in information technology and the wide adoption of the Internet had a positive effect on communication, data interchange and visualization across networks, businesses and social communities. Driven by the business need of analyzing large volumes of data and presenting them in a concentrated, transparent and easy to read form, data visualization instruments such as dashboard solutions register nowadays an increased level of adoption in several activity fields.</p>
<p style="text-align: justify;">One of the fields that have started to be revolutionized by data intelligent visualization tools bringing more complex and up dated information closer to reader and fans in an easily understandable format is sport.</p>
<p style="text-align: justify;">As a matter of fact what we are witnessing today in the data visualization field  is sort of an <strong>“<em>echolocation effect</em>”</strong>: ideas bounce back from business to sports and business again.  Such complex data visualization applications, can be used now back as sources of inspirations for a more creative business data visualization solutions." (<a href="http://www.smartkpis.com/blog/2010/06/28/enhancing-business-performance-with-intelligent-data-visualization-ideas-from-sport/" target="_blank">Enhancing business performance with intelligent data visualization – Ideas from sport</a>)</p>
<p style="text-align: justify;">Such an interesting and powerful visualization application that can be used in the future by businesses as a source of inspiration for data visualization purposes is presented below. It was built by the specialists of the Marca sport magazine, in order to celebrate <em><strong>FIFA 2010 Ballon d’Or</strong></em> event.</p>
<p style="text-align: justify;">The application presents comprehensive information of this year’s winners as well as interesting details and statistics across the entire history of this prestigious individual football award, enabling closer and easier connections with fans. To closely view and explore the application click on the image listed below.</p>
<p style="text-align: center;"><a href="http://www.marca.com/2011/01/07/multimedia/graficos/1294419079.html" target="_blank"><img class="aligncenter size-full wp-image-6572" title="Data visuzlization - FIFA Balon D'or - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Data-visuzlization-FIFA-Balon-Dor-smartkpis.jpg" width="591" height="291" /><!--more--></a><span style="color: #888888;">Source: Marca, 2010</span></p>
<p style="text-align: justify;">The application is also interesting if viewed from a performance management perspective. The <a href="http://www.smartkpis.com/" target="_blank">KPIs</a> used portrait a rich and complex image of the 2010 best football players performance, <em><strong>Lionel Messi</strong></em>, the winner of <em><strong>Ballon d’Or </strong></em>but also of <em><strong>Andres Iniesta</strong></em> and <strong>Xavi Hernandez</strong> players who came  second and third.</p>

<ul style="text-align: justify;">
	<li><strong><em>% Votes received</em></strong></li>
	<li><strong><em># International games played</em></strong></li>
	<li><strong><em># Football games played</em></strong></li>
	<li><strong><em># Games played in the first team</em></strong></li>
	<li><strong><em># Goles scored</em></strong></li>
	<li><strong><em># Assists</em></strong></li>
	<li><strong><em># Recovered balls</em></strong></li>
	<li><strong><em># Wrong passes</em></strong></li>
	<li><strong><em># Winners of Balon d’Or by country or club</em></strong></li>
</ul>
<p style="text-align: justify;">For more information on<a href="http://www.smartkpis.com/dashboard/" target="_blank"> Key Performance Indicators </a>for football or other listed sports visit the <a href="http://www.smartkpis.com/dashboard/" target="_blank">smartKPIs.com</a> <em>KPI examples</em> Industry section – <a href="http://www.smartkpis.com/kpi/industries/sports/football-soccer/" target="_blank">Sport – Football</a>.</p>
<p style="text-align: justify;"><strong>References</strong></p>
<p style="text-align: justify;">Marca.com (2010), Ballon d’Or 2010 interactive application, available at <a href="http://www.marca.com/2011/01/07/multimedia/graficos/1294419079.html" target="_blank">http://www.marca.com/2011/01/07/multimedia/graficos/1294419079.html</a>, (accessed 10 January 2010)</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>6571</wp:post_id>
<wp:post_date>2011-01-10 11:10:49</wp:post_date>
<wp:post_date_gmt>2011-01-10 00:10:49</wp:post_date_gmt>
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<title>Demographic trends: Earth&#039;s population and its impact</title>
<link>http://www.smartkpis.com/blog/demographic-trends-earths-population-and-its-impact/</link>
<pubDate>Mon, 10 Jan 2011 13:52:40 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Demographic trends]]></category>

		<category domain="tag" nicename="demographic-trends"><![CDATA[Demographic trends]]></category>

		<category domain="tag"><![CDATA[Earth]]></category>

		<category domain="tag" nicename="earth"><![CDATA[Earth]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Multimedia]]></category>

		<category domain="tag" nicename="multimedia"><![CDATA[Multimedia]]></category>

		<category domain="tag"><![CDATA[National Geographic]]></category>

		<category domain="tag" nicename="national-geographic"><![CDATA[National Geographic]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6526</guid>
<description></description>
<content:encoded><![CDATA[By 2045, the world's population is expected to reach 9 billion people and 7 billion by the end of 2011 (Kunzig, 2011).

<strong>Facts in 2011:</strong>
<ul>
	<li>13% population with no clean drinking water</li>
	<li>5% population consumes 23% world's energy</li>
	<li>38% population lack adequate sanitation</li>
</ul>
<!--more-->Data visualization regarding Earth's population, its evolution in time and its impact is facilitated by the video below.

<object width="460" height="321" classid="clsid:d27cdb6e-ae6d-11cf-96b8-444553540000" codebase="http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0"><param name="flashvars" value="slug=ngm-7billion&amp;img=http://video.nationalgeographic.com/video/player/media/ngm-7billion/ngm-7billion_480x360.jpg&amp;vtitle=7%20Billion,%20National%20Geographic%20Magazine&amp;caption=%3Cp%3EWith%20the%20worldwide%20population%20expected%20to%20exceed%20seven%20billion%20in%202011,%20National%20Geographic%20magazine%20offers%20a%207-part%20series%20examining%20specific%20challenges%20and%20solutions%20to%20the%20issues%20we%20face.%20%20The%20magazine%20introduces%20the%20series%20with%20its%20January%20cover%20story%20%E2%80%9C7%20Billion,%E2%80%9D%20offering%20a%20broad%20overview%20of%20demographic%20trends%20that%20got%20us%20to%20today%20and%20will%20impact%20us%20all%20tomorrow.%3C/p%3E&amp;permalink=http://video.nationalgeographic.com/video/player/specials/sitewide-redesign/ngm-7billion.html&amp;share=true" /><param name="src" value="http://images.nationalgeographic.com/wpf/sites/video/swf/ngplayer_syndicated.swf" /><param name="allowfullscreen" value="true" /><embed width="460" height="321" type="application/x-shockwave-flash" src="http://images.nationalgeographic.com/wpf/sites/video/swf/ngplayer_syndicated.swf" flashvars="slug=ngm-7billion&amp;img=http://video.nationalgeographic.com/video/player/media/ngm-7billion/ngm-7billion_480x360.jpg&amp;vtitle=7%20Billion,%20National%20Geographic%20Magazine&amp;caption=%3Cp%3EWith%20the%20worldwide%20population%20expected%20to%20exceed%20seven%20billion%20in%202011,%20National%20Geographic%20magazine%20offers%20a%207-part%20series%20examining%20specific%20challenges%20and%20solutions%20to%20the%20issues%20we%20face.%20%20The%20magazine%20introduces%20the%20series%20with%20its%20January%20cover%20story%20%E2%80%9C7%20Billion,%E2%80%9D%20offering%20a%20broad%20overview%20of%20demographic%20trends%20that%20got%20us%20to%20today%20and%20will%20impact%20us%20all%20tomorrow.%3C/p%3E&amp;permalink=http://video.nationalgeographic.com/video/player/specials/sitewide-redesign/ngm-7billion.html&amp;share=true" allowfullscreen="true" /></object>

<span style="color: #888888;"> Source: National Geographic (2011)</span><strong>
</strong>

The video compiled by National Geographic assesses the world through some metrics  and their evolution in time:
<ul>
	<li># Population: reaching 7 billion people in 2011, from 1 billion in 1800</li>
	<li># Average life span: 69 years in 2010, compared to 53 in 1960</li>
	<li>% Population living in city to rural areas: &gt;1 in 2008</li>
	<li># Languages: 7000 in 2011</li>
	<li># Countries: 194 in 2011</li>
	<li># New born per second: 5 in 2011</li>
	<li># Mega-cities (population &gt;10 million): 21 in 2010, compared to 3 in 1975  (National Geographic, 2011)</li>
</ul>
With the worldwide population expected to exceed seven billion in 2011, National Geographic magazine presented  in the January cover story <em>7 Billion</em>, a broad overview of demographic trends and their impact on the Earth's population.

<strong>References</strong>
<ul>
	<li>Kunzig, R. (2011), <em>7 Billion</em>, available at: <a href="http://ngm.nationalgeographic.com/2011/01/seven-billion/kunzig-text/1" target="_blank">http://ngm.nationalgeographic.com/2011/01/seven-billion/kunzig-text/1</a> (accessed 8 January 2011)</li>
	<li>National Geographic (2011), <em>7 Billion</em>, available at: <a href="http://video.nationalgeographic.com/video/player/specials/sitewide-redesign/ngm-7billion.html" target="_blank">http://video.nationalgeographic.com/video/player/specials/sitewide-redesign/ngm-7billion.html </a>(accessed 8 January 2011)</li>
</ul>]]></content:encoded>
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<wp:post_id>6526</wp:post_id>
<wp:post_date>2011-01-11 00:52:40</wp:post_date>
<wp:post_date_gmt>2011-01-10 13:52:40</wp:post_date_gmt>
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<title>2010 Environmental Performance Index</title>
<link>http://www.smartkpis.com/blog/2010-environmental-performance-index/</link>
<pubDate>Wed, 12 Jan 2011 02:04:29 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Environement Care]]></category>

		<category domain="tag" nicename="environement-care"><![CDATA[Environement Care]]></category>

		<category domain="tag"><![CDATA[Environmental Performance Index]]></category>

		<category domain="tag" nicename="environmental-performance-index"><![CDATA[Environmental Performance Index]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Sustainability]]></category>

		<category domain="tag" nicename="sustainability"><![CDATA[Sustainability]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6559</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Environmental issues are today a hot topic on almost every government’s agenda. As the <strong><em>2010 Environmental Performance Index (EPI)</em></strong> report states <em>“there has never been a more pressing need for effective environmental policies as there is today”.</em></p>
<p style="text-align: justify;">The <strong>2010 Environmental Performance Index</strong> addresses these issues by providing a structure that grounds environmental policy-making in a set of 25 carefully selected quantitative indicators from an extensive review of the scientific literature and consultations with experts in different fields.</p>
<p style="text-align: justify;">The set of 25 performance indicators grouped in two major areas, ecosystem vitality and environmental health presents the most relevant and pressing environmental issues the world confronts with (EPI, 2010). A data visualization graphic outlining the weighting given to each KPI <a href="http://www.smartkpis.com/" target="_blank">(Key Performance Indicator)</a> in the overall <em><strong>Environmental Performance Index</strong></em> can be viewed below.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/EPI-Indicators.jpg"><img class="aligncenter size-full wp-image-6560" title="EPI Indicators" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/EPI-Indicators.jpg" width="595" height="453" /></a><span style="color: #888888;">Source: website, Environmental Performance Index 2010</span></p>
<p style="text-align: justify;"><!--more-->The <a href="http://epi.yale.edu/" target="_blank">2010 Environmental Performance Index</a> draws upon ten years of research, six previous environmental sustainability reports and compiles the feedback of more than 70 governments and hundreds of policymakers from around the world.</p>
<p style="text-align: justify;">Among the most important purposes for which the 2010 Environmental Performance Index was envisaged are to:</p>

<ul style="text-align: justify;">
	<li>Highlight current environmental problems and high priority issues</li>
	<li>Track pollution control and natural resource management trends</li>
	<li>Identifying most efficient practices and policy models currently used</li>
	<li>Identifying ineffective efforts in order to close them and redeploy funding</li>
	<li>Provide a common base for cross country and cross sector performance comparison through benchmarking</li>
</ul>
<p style="text-align: justify;">The <strong>2010 EPI</strong> ranks 163 countries according with the 25 performance indicators by 5 categories of scores as can be seen in the bottom right corner of the image below. Additionally by clicking on the image you will be redirected towards the online application and be able to access and experience a detailed 2010 EPI data visualization tool.</p>
<p style="text-align: center;"><a href="http://epi.yale.edu/" target="_blank"><img class="aligncenter size-full wp-image-6561" title="Environmental Performance Index 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Environmental-Performance-Index-2010.jpg" width="599" height="308" /></a><span style="color: #888888;">Source: website, Environmental Performance Index 2010</span></p>
<p style="text-align: justify;">According with the 2010 standings the first four countries and the only ones who are scoring in the 100-85 interval are <em>Iceland</em> <strong>(93.5)</strong>, <em>Switzerland</em> <strong>(89.1)</strong>, <em>Costa Rica</em> <strong>(86.4)</strong> and <em>Sweden</em> <strong>(86.0)</strong>. From the 163 countries that are ranked most of them scored in the <em>70-55</em> interval (<strong>73 countries</strong>) and <em>55-40</em> interval (<strong>53 countries). </strong>Data for the first 50 ranked countries can be visualized below. For more details on the complete ranking you can access the complete report by clicking in the links listed in the reference section.</p>
<p style="text-align: center;"><a href="http://epi.yale.edu/Countries" target="_blank"><img class="aligncenter size-full wp-image-6562" title="EPI Top 50" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/EPI-Top-50.jpg" width="578" height="459" /></a><span style="color: #888888;">Source: website, Environmental Performance Index 2010</span></p>
<p style="text-align: justify;">For more information on<a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank"> Key Performance Indicators </a>for environmental protection visit the <a href="http://www.smartkpis.com/" target="_blank">smartKPIs.com</a> <em>KPI examples</em> functional area, <a href="http://www.smartkpis.com/kpi/functional-areas/csr-sustainability-environmental-care/" target="_blank"><strong><em>CSR/Sustainability and Environmental Care</em></strong></a>.</p>
<p style="text-align: justify;"><strong>References</strong></p>
<p style="text-align: justify;"><strong>2010 Environmental Performance Index, </strong>Yale Center for Environmental Law &amp; Policy (Yale University), Center for International Earth Science Information Network (Columbia University), in collaboration with World Economic Forum (geneva, Switzerland) and Joint Research Centre of the European Commission (Ispra, Italy), accessible at  <a href="http://epi.yale.edu/file_columns/0000/0157/epi2010_report.pdf" target="_blank">http://epi.yale.edu/file_columns/0000/0157/epi2010_report.pdf</a>, (accessed 13 January 2011) and <a href="http://epi.yale.edu/" target="_blank">http://epi.yale.edu</a>, (accessed 13 January 2011)</p>]]></content:encoded>
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<wp:post_id>6559</wp:post_id>
<wp:post_date>2011-01-12 13:04:29</wp:post_date>
<wp:post_date_gmt>2011-01-12 02:04:29</wp:post_date_gmt>
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<title>Over 6100 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-6100-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Thu, 13 Jan 2011 23:57:37 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Indicator]]></category>

		<category domain="tag" nicename="performance-indicator"><![CDATA[Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6605</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 6100 performance measures documented and published</strong> in the online repository. The smartKPIs.com research team focused over the last few days on publishing examples from the Portfolio and Project Management, Production &amp; Quality Management and Sales And Customer Service functional areas. Examples  from the Arts and Culture (Library and Museums), Agriculture and State and Local Government industries were also added.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (538)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (382)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (346)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (249)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (183)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (177)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (615)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (515)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (269</a>)</li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (268)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">Healthcare (210)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/agriculture/" target="_blank">Agriculture (200)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/training-investment-per-customer-6353.html" target="_blank">% Training investment per customer</a>
<h3>smartKPIs Premium</h3>
The <em><strong>'</strong></em><a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>gold standard</strong></em></a>' in KPI documentation is now available on smartkpis.com. At the core of <a href="http://www.smartkpis.com/premium.html" target="_blank"><strong><em>smartKPIs Premium</em></strong></a> is a  set of  <strong>over 1,000 KPI examples preselected </strong>by the eab group’s research team as  the most relevant for  practice across functional areas and industries.  These were thoroughly  documented in over 30 fields, 3 times more than  the standard used for most  other KPIs.

Example of a performance measure that was documented for <a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>smartKPIs Premium</strong></em></a> section:<a href="http://www.smartkpis.com/kpi-key-performance-indicator/project-schedule-performance-index-spi-486.html" target="_blank"> # Project schedule performance index (SPI)</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>6605</wp:post_id>
<wp:post_date>2011-01-14 10:57:37</wp:post_date>
<wp:post_date_gmt>2011-01-13 23:57:37</wp:post_date_gmt>
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<title>Australian Open 2011 - Performance inspired by sport</title>
<link>http://www.smartkpis.com/blog/australian-open-2011-performance-inspired-by-sport/</link>
<pubDate>Mon, 17 Jan 2011 00:09:21 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Australian Open 2011]]></category>

		<category domain="tag" nicename="australian-open-2011"><![CDATA[Australian Open 2011]]></category>

		<category domain="tag"><![CDATA[EAB group]]></category>

		<category domain="tag" nicename="eab-group"><![CDATA[EAB group]]></category>

		<category domain="tag"><![CDATA[Multimedia]]></category>

		<category domain="tag" nicename="multimedia"><![CDATA[Multimedia]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

		<category domain="tag"><![CDATA[Tennis]]></category>

		<category domain="tag" nicename="tennis"><![CDATA[Tennis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6611</guid>
<description></description>
<content:encoded><![CDATA[<object width="550" height="350" classid="clsid:d27cdb6e-ae6d-11cf-96b8-444553540000" codebase="http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0"><param name="allowFullScreen" value="true" /><param name="allowscriptaccess" value="always" /><param name="src" value="http://www.youtube.com/v/ixLrkP1H1RU?fs=1&amp;hl=en_US" /><param name="allowfullscreen" value="true" /><embed width="550" height="350" type="application/x-shockwave-flash" src="http://www.youtube.com/v/ixLrkP1H1RU?fs=1&amp;hl=en_US" allowFullScreen="true" allowscriptaccess="always" allowfullscreen="true" /></object>

The first tennis grand slam of the year is just about to begin in Melbourne. The <em><strong>Australian Open Grand Slam Tournament </strong></em>promises this year, again, an unforgivable experience to millions of fans throughout the world. <a href="http://www.eabgroup.com.au/" target="_blank"><strong>eab group</strong></a>, <em>an innovative performance management consultancy company,</em> based in Melbourne and <a href="http://www.smartkpis.com/" target="_blank"><strong>smartKPIs.com</strong></a> <em>one of the largest online platforms for performance management knowledge integration</em>, welcome this year’s event, by presenting in a short preview to the competition, a clip that beautifully outlines the essence of tennis. Enjoy!<!--more-->
<h2 style="text-align: center;"><span style="color: #00ff00;"><span style="color: #99cc00;"><span style="color: #99cc00;">What is tennis?</span> </span></span></h2>
<h2 style="text-align: center;"><span style="color: #00ff00;"><span style="color: #000000;">How performance in tennis inspires business performance?</span></span></h2>
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<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>6611</wp:post_id>
<wp:post_date>2011-01-17 11:09:21</wp:post_date>
<wp:post_date_gmt>2011-01-17 00:09:21</wp:post_date_gmt>
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<title>IBM solutions - bringing tennis game experience and performance closer to fans during Australian Open 2011</title>
<link>http://www.smartkpis.com/blog/ibm-solutions-bringing-tennis-game-experience-and-performance-closer-to-fans-during-australian-open-2011/</link>
<pubDate>Tue, 18 Jan 2011 05:38:57 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Australian Open]]></category>

		<category domain="tag" nicename="australian-open"><![CDATA[Australian Open]]></category>

		<category domain="tag"><![CDATA[IBM]]></category>

		<category domain="tag" nicename="ibm"><![CDATA[IBM]]></category>

		<category domain="tag"><![CDATA[Player Performance]]></category>

		<category domain="tag" nicename="player-performance"><![CDATA[Player Performance]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6614</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Today, information technology solutions can shape and influence the world of sport in a way never seen before. Hundreds of <em>metrics</em>, <em>statistics</em> and rankings about players and <em>teams performance</em> during games or even entire competitions are now available at a <em>"touch of a button"</em>.</p>
<p style="text-align: justify;">Tennis is one of the sports that enjoys the benefits created by the newest advancements in technology. One of the best examples in this sense is provided by the <em>IBM technological solutions</em> who facilitate an unique experience for both visitors and fans during the <em><strong>Australian Open Grand Slam Tournament</strong></em>.</p>
<iframe src="http://player.vimeo.com/video/8835737?color=707070" height="350" width="550" frameborder="0"></iframe>

<!--more--><a href="http://vimeo.com/8835737">IBM Australian Open</a> from <a href="http://vimeo.com/ryanu">Ryan Uhrich</a> on <a href="http://vimeo.com">Vimeo</a>.
<p style="text-align: justify;">Through its innovative technologies and solutions <strong>IBM </strong>is able to capture, analyze and distribute data on almost all the aspects of the <em><strong>Australian Open Grand Slam Tournament</strong></em>, enhancing and bringing the tennis player performance and dynamic game experience more closer to fans, media and officials through real time solutions.</p>
<p style="text-align: justify;">Such complex data capturing, visualization and presentation applications and solutions, can be used now as sources of inspirations for a more creative business data gathering and presentation solutions. A short preview to the solutions used by the IBM during the <strong>Australian Open Grand Slam Tournament</strong> can be watched in the video below.</p>
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For more details on the solutions used by IBM during the <strong><em>Australian Open Grand Slam Tournament</em></strong> follow <a href="http://www-07.ibm.com/innovation/au/ausopen/pdf/IBM_Australian_Open_2011_CaseStudy.pdf" target="_blank">Australian Open 2011 case study</a>.

<strong>References</strong>

IBM 2011, <em>IBM and the Australian Open</em>, available at <a href="http://www-07.ibm.com/innovation/au/ausopen/" target="_blank">http://www-07.ibm.com/innovation/au/ausopen/</a>, (accessed 15 January 2011)]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
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<title>KPIs around the world: Performance achievements from Malaysia </title>
<link>http://www.smartkpis.com/blog/kpis-around-the-world-performance-achievements-from-malaysia/</link>
<pubDate>Wed, 19 Jan 2011 09:37:24 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Government - Local]]></category>

		<category domain="tag" nicename="government-local"><![CDATA[Government - Local]]></category>

		<category domain="tag"><![CDATA[Malaysia]]></category>

		<category domain="tag" nicename="malaysia"><![CDATA[Malaysia]]></category>

		<category domain="tag"><![CDATA[Najib Tun Razak]]></category>

		<category domain="tag" nicename="najib-tun-razak"><![CDATA[Najib Tun Razak]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6583</guid>
<description></description>
<content:encoded><![CDATA[Bernama, the Malaysian National News Agency reports that <em>The Information Communication and Culture Ministry</em> from Malaysia has successfully achieved its Key Performance Indicators (KPI) set in 2010.

Some highlights into the achievements are as follows (Bernama, 2011):
<ul>
	<li>A level of understanding towards the 1Malaysia concept of 72 per cent, compared to the target of 50 per cent;</li>
	<li>Broadband penetration of 55.6 per cent, compared as well to the target of 50 per cent;</li>
	<li>Kraftangan Malaysia achieved a sale of RM126 million, surpassing the target of RM100 million;</li>
	<li>98 per cent of graduates of the National Academy of Arts, Culture and Heritage obtained jobs.</li>
</ul>
<!--more-->Minister Rais attributed the achievement to the close cooperation among the ministry's agencies and expressed confidence that they would spend time each week to contemplate on their mission and vision as well as on the achievements.

A year before, the same minister suggested that taxi drivers and owners should also have their own KPIs to measure the performance of the public transport service they offer (Bernama, 2010).

<a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-1Malaysia.png"><img class="alignright size-full wp-image-6584" title="logo 1Malaysia" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-1Malaysia.png" width="74" height="119" /></a>

These initiatives are part of the <strong>1Malaysia,</strong> a concept that defines the vision on the Malaysian Prime Minister Najib Tun Razak towards improved ethnic harmony, national unity and efficient governance, the slogan of 1Malaysia being <em>„Rakyat Didahulukan, Pencapaian Diutamakan” (</em><em>People First, Performance Now).</em>

For more information on 1Malaysia, visit: <a href="http://www.1malaysia.com.my/" target="_blank">http://www.1malaysia.com/</a>.

<strong>References</strong>

Bernama (2011), <em>Rais: Ministry Achieves KPI</em>, available at: <a href="http://www.bernama.com/bernama/v5/newsgeneral.php?id=555742" target="_blank">http://www.bernama.com/bernama/v5/newsgeneral.php?id=555742</a> (accessed 13 January 2011).

Bernama (2010), <em>Taxi drivers and owners should have KPIs: Rais</em>, available at: <a href="http://www.mmail.com.my/content/24249-taxi-drivers-and-owners-should-have-kpis-rais" target="_blank">http://www.mmail.com.my/content/24249-taxi-drivers-and-owners-should-have-kpis-rais</a> (accessed 13 January 2011).]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>6583</wp:post_id>
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<title>Measuring Train Service Readiness and Performance during Chinese New Year’s Rush</title>
<link>http://www.smartkpis.com/blog/measuring-train-services-readiness-and-performance-during-chinese-new-year%e2%80%99s-rush/</link>
<pubDate>Thu, 20 Jan 2011 03:46:04 +0000</pubDate>
<dc:creator><![CDATA[anita]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[China]]></category>

		<category domain="tag" nicename="china"><![CDATA[China]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Train Services]]></category>

		<category domain="tag" nicename="train-services"><![CDATA[Train Services]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6722</guid>
<description></description>
<content:encoded><![CDATA[On 3<sup>rd</sup> February 2011, China will embrace its lunar new year. The train services industry is preparing for the coming peak travel season of the traditional Chinese New Year. According to recent news reports, the Chinese New Year’s rush is expected to last for 40 days from 19<sup>th</sup> January till 27<sup>th</sup> February (China Daily, 2011). The following indicators and targets will help to depict the overall readiness and performance of China’s railway service during this period:
<ul>
	<li># Total volume of railway passengers: 230 million</li>
	<li>% Increase of passengers: 12.5% compared to 2010</li>
	<li># New trains added: 293</li>
	<li># Average number of trans in service per day: 2,265.5</li>
	<li># High-speed trains in use: 480</li>
	<li># Regular trains in use: 8,540</li>
	<li># Ticket reservation capacity via phone at the same time: 55,000</li>
</ul>
[caption id="" align="aligncenter" width="565"]<img class="  " title="Train services during Chinese New Year's Rush" alt="" src="http://english.peopledaily.com.cn/mediafile/201101/17/P201101170824381555025060.jpg" width="565" height="374" /> Source: People’s Daily Online, 2010[/caption]

<!--more-->In spite of all the improvement to train services, the shortage of Spring Festival transport tickets will still exist. According to industry sources, the problem is hoped to be completely solved in five years time (People’s Daily Online, 2011)

For more details on Key Performance Indicators specific to the Transportation – Land transport (road &amp; rail) industry, visit the <a href="http://www.smartkpis.com/kpi/industries/transportation/land-transport-road-rail-/" target="_blank">Trasportation KPI examples</a> section of <a href="http://www.smartKPIs.com" target="_blank">smartkpis.com</a>.

<strong>Reference:</strong>

People’s Daily Online (2011), <em>230 Million Expected to Go Home by Train</em>, available at <a href="http://english.peopledaily.com.cn/90001/90776/90882/7262416.html" target="_blank">http://english.peopledaily.com.cn/90001/90776/90882/7262416.html</a> (accessed 19th January 2011)

China Daily (2011), <em>Holiday Ticket Rush Builds up Stream</em>, available at <a href="http://www.chinadaily.com.cn/china/2011-01/11/content_11822506.htm" target="_blank">http://www.chinadaily.com.cn/china/2011-01/11/content_11822506.htm</a> (accessed 19th January 2011)]]></content:encoded>
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<title>Improving performance with KPIs and smart data visualization solutions - IBM and Australian Open</title>
<link>http://www.smartkpis.com/blog/improving-performance-with-kpis-and-smart-data-visualization-solutions-ibm-and-australian-open/</link>
<pubDate>Thu, 20 Jan 2011 23:51:06 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Australian Open]]></category>

		<category domain="tag" nicename="australian-open"><![CDATA[Australian Open]]></category>

		<category domain="tag"><![CDATA[IBM]]></category>

		<category domain="tag" nicename="ibm"><![CDATA[IBM]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

		<category domain="tag"><![CDATA[Tennis]]></category>

		<category domain="tag" nicename="tennis"><![CDATA[Tennis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6729</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">As data visualization solutions have increased in complexity in the last years, such dashboard and scorecard visualization solutions register an increased level of adoption to specific business fields. The new developments are driven especially by the increased business need of analyzing large volume of data and presenting them in a contextualized, concentrated and easy to read form.</p>
<p style="text-align: justify;">These days a new smart data visualization solution is being tested as a Beta version at the <strong><em>Australian Open 2011 </em></strong>by IBM, the official technology partner of the competition. The solution called <strong><em>PointStream</em></strong> is according with the <strong>IBM</strong> specialists <em>“a new way to enhance the Australian Open experience, by visualizing match data and stats in real time to give you unique insight into the way your favorite players are performing”.</em></p>
<p style="text-align: center;"><em><a href="http://www.australianopen.com/en_AU/scores/pointstream/index.html?promo=ps_sublevel_nav" target="_blank"><img class="aligncenter size-full wp-image-6730" title="IBM Point Stream - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/IBM-Point-Stream-smartkpis.jpg" width="596" height="366" /></a></em><span style="color: #888888;">Source: Australian Open, 2011</span><em>
</em></p>
<p style="text-align: justify;"><!--more-->The application presents comparative statistics between opponent players on all the matches that are played covering a wide range of tennis <em>performance indicators</em> such as:</p>
<p style="text-align: justify;"><em><strong><a href="http://www.australianopen.com/en_AU/scores/pointstream/index.html?promo=ps_sublevel_nav" target="_blank"><img class="alignright size-full wp-image-6731" title="IBM Point Stream - Serve points won - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/IBM-Point-Stream-Serve-points-won-smartkpis.jpg" width="403" height="135" /></a></strong></em></p>
<p style="text-align: justify;"><em><strong># Aces</strong></em></p>
<p style="text-align: justify;"><em><strong># Double faults</strong></em></p>
<p style="text-align: justify;"><em><strong># Winners</strong></em></p>
<p style="text-align: justify;"><em><strong># Unforced errors</strong></em></p>
<p style="text-align: justify;"><em><strong># Break points missed<a href="http://www.australianopen.com/en_AU/scores/pointstream/index.html?promo=ps_sublevel_nav" target="_blank"><img class="alignright size-full wp-image-6732" title="IBM Point Stream - Unforced errors - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/IBM-Point-Stream-Unforced-errors-smartkpis.jpg" width="403" height="140" /></a></strong></em></p>
<p style="text-align: justify;"><em><strong># Break points won</strong></em></p>
<p style="text-align: justify;"><em><strong># Net points</strong></em></p>
<p style="text-align: justify;"><em><strong># Total Points</strong></em></p>
<em><strong># Momentum</strong></em>

<em><strong># Serve speed</strong></em>

<em><strong># Match time</strong></em>

Three days after the start of the tournament, PointStream has already generated interest among tennis enthusiasts, with 191 likes and 24 tweet mentions in social media. <em><strong>
</strong></em>
<p style="text-align: justify;">For more information on<a href="http://www.smartkpis.com/dashboard/" target="_blank"> Key Performance Indicators </a>for tennis or other listed sports visit the <a href="../../../../../../dashboard/" target="_blank">smartKPIs.com</a> <em>KPI examples</em> Industry section – <a href="http://www.smartkpis.com/kpi/industries/sports/tennis/" target="_blank">Sport – Tennis</a>.</p>
<p style="text-align: justify;"><strong>References</strong></p>
<p style="text-align: justify;">Australian Open (2011), IBM Point Stream, available at <a href="http://www.australianopen.com/en_AU/index.html" target="_blank">http://www.australianopen.com/en_AU/scores/pointstream/index.html?promo=ps_sublevel_nav</a>, (accessed 20 January 2011)</p>
<p style="text-align: justify;"><strong>Additional resources</strong></p>
<p style="text-align: justify;"><a href="http://www.smartkpis.com/" target="_blank">smartKPIs.com</a> (2010), <em>A periodic table of data visualization methods</em>, smartKPIs.com Blog, available at <a href="http://www.smartkpis.com/blog/2010/12/29/a-periodic-table-of-data-visualization-methods/" target="_blank">http://www.smartkpis.com/blog/2010/12/29/a-periodic-table-of-data-visualization-methods/</a>, (accessed 20 January 2011)</p>
<p style="text-align: justify;"><a href="http://www.smartkpis.com/" target="_blank">smartKPIs.com</a> (2010), <em>Intelligent data Visualization - FIFA 2010 BAlon d'Or</em>, smartKPIs.com Blog available at <a href="http://www.smartkpis.com/blog/2011/01/10/intelligent-data-visualization-%E2%80%93-fifa-2010-balon-d%E2%80%99or/" target="_blank">http://www.smartkpis.com/blog/2011/01/10/intelligent-data-visualization-%E2%80%93-fifa-2010-balon-d%E2%80%99or/</a>, (accessed 20 January 2011)</p>
<p style="text-align: justify;"><a href="http://www.smartkpis.com/" target="_blank">smartKPIs.com</a> (2010), <em>Enhancing business performance wth intelligent data visualization - Ideas from sport</em>, smartKPIs.com Blog, available at <a href="http://www.smartkpis.com/blog/2010/06/28/enhancing-business-performance-with-intelligent-data-visualization-ideas-from-sport/" target="_blank">http://www.smartkpis.com/blog/2010/06/28/enhancing-business-performance-with-intelligent-data-visualization-ideas-from-sport/</a>, (accessed 20 January 2011)</p>]]></content:encoded>
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<wp:post_id>6729</wp:post_id>
<wp:post_date>2011-01-21 10:51:06</wp:post_date>
<wp:post_date_gmt>2011-01-20 23:51:06</wp:post_date_gmt>
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<title>Over 6200 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-6200-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Mon, 24 Jan 2011 08:41:07 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

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		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

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		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6771</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 6200 performance measures documented and published</strong> in the online repository. The smartKPIs.com research team focused over the last few days on publishing examples from the Portfolio and Project Management, Human Resources functional areas. Examples  from the Infrastructure Operations, Transportation and State and Local Government industries were also added.

<!--more-->The functional areas with the highest number of KPI examples are:
<ul>
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (539)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (381)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (348)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (249)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (183)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (177)</a></li>
</ul>
The industries with the highest number of documented performance measures are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (625)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (530)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (273</a>)</li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (272)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">Healthcare (210)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/agriculture/" target="_blank">Agriculture (205)</a></li>
</ul>
Example of a documented performance measure: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/passengers-per-aircraft-movements-6505.html" target="_blank"># Passengers per aircraft movements</a>
<h3>smartKPIs Premium</h3>
The <em><strong>'</strong></em><a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>gold standard</strong></em></a>' in KPI documentation is now available on smartkpis.com. At the core of <a href="http://www.smartkpis.com/premium.html" target="_blank"><strong><em>smartKPIs Premium</em></strong></a> is a  set of  <strong>over 1,200 KPI examples preselected </strong>by the eab group’s research team as  the most relevant for  practice across functional areas and industries.  These were thoroughly  documented in over 30 fields, 3 times more than  the standard used for most  other KPIs.

Example of a performance measure that was documented for <a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>smartKPIs Premium</strong></em></a> section:<a href="http://www.smartkpis.com/kpi-key-performance-indicator/new-hire-failure-52.html" target="_blank"> % New hire failure</a>
<h3>Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul>
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden;">registered members</div>]]></content:encoded>
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<wp:post_id>6771</wp:post_id>
<wp:post_date>2011-01-24 19:41:07</wp:post_date>
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<title>Google KPIs - Q4 2010 financial performance results</title>
<link>http://www.smartkpis.com/blog/google-kpis-q4-2010-financial-performance-results/</link>
<pubDate>Mon, 24 Jan 2011 23:53:10 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Eric Schmidt]]></category>

		<category domain="tag" nicename="eric-schmidt"><![CDATA[Eric Schmidt]]></category>

		<category domain="tag"><![CDATA[Google]]></category>

		<category domain="tag" nicename="google"><![CDATA[Google]]></category>

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		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6775</guid>
<description></description>
<content:encoded><![CDATA[Google Inc. recently announced the financial results from Q4 2010, reporting revenues of $8.44 billion, a 26% growth compared to Q4 2009.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/CONSOLIDATED-STATEMENTS-OF-INCOME.jpg"><img class="aligncenter size-large wp-image-6778" title="CONSOLIDATED STATEMENTS OF INCOME" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/CONSOLIDATED-STATEMENTS-OF-INCOME-1024x768.jpg" width="614" height="461" /></a><span style="color: #888888;">Source: Google Inc. (2011)</span></p>
<!--more-->The <strong>financial Key Performance Indicators (KPIs)</strong> highlighted in the press release are:
<ul>
	<li><strong>$ Revenues:</strong> revenues of $8.44 billion in the fourth quarter of 2010, representing a 26% increase over fourth quarter 2009 revenues of $6.67 billion</li>
	<li><strong>$ Google sites revenues:</strong> Sites owned by Google generated revenues of $5.67 billion, or 67% of total revenues, representing a 28% growth over fourth quarter 2009 revenues of $4.42 billion.</li>
	<li><strong>$ Google network revenues: </strong>Google's partner sites generated revenues, through AdSense programs, of $2.50 billion, or 30% of total revenues, representing a 22% increase from fourth quarter 2009 network revenues of $2.04 billion.</li>
	<li><strong>$ International revenues: </strong>$4.38 billion, representing 52% of total revenues in the fourth quarter of 2010, compared to 53% in the fourth quarter of 2009.</li>
	<li><strong>$ Paid clicks: </strong>Aggregate paid clicks revenue with increased  18% over the fourth quarter of 2009.</li>
	<li><strong>$ Cost per click: </strong>Average cost-per-click, which includes clicks related to ads served on Google sites and the sites of our AdSense partners, increased approximately 5% over the fourth quarter of 2009.</li>
	<li><strong>$ Traffic Acquisition Costs (TAC): </strong>Revenues shared with Google's partners, increased to $2.07 billion in the fourth quarter of 2010, compared to TAC of $1.72 billion in the fourth quarter of 2009.</li>
	<li><strong>$ Stock Based Compensation (SBC): </strong>$396 million, compared to $276 million in the fourth quarter of 2009.</li>
	<li><strong>$ Operating expenses: </strong>$2.51 billion, representing 30% of revenues.</li>
	<li><strong>$ Operating income: </strong>$2.98 billion, representing 35% of revenues.</li>
	<li><strong>$ Income taxes: </strong>Effective tax rate was 19%.</li>
	<li><strong>$ Net income: </strong>$2.54 billion, compared to $1.97 billion in the fourth quarter of 2009.</li>
	<li><strong>$ Cash flow and capital expenditures: </strong>Net cash provided by operating activities in the fourth quarter of 2010 totaled $3.53 billion, compared to $2.73 billion in the fourth quarter of 2009.</li>
	<li><strong>$ Cash: </strong>$35 billion.</li>
	<li><strong># Headcount: </strong>24.400 employees<strong> </strong>(Google Inc., 2011)<strong>.
</strong></li>
</ul>
<p style="text-align: left;">"<em>Q4 marked a terrific end to a stellar year</em>", said Eric Schmidt, CEO of Google. "<em>Our strong performance has been driven by a rapidly growing digital economy, continuous product innovation that benefits both users and advertisers, and by the extraordinary momentum of our newer businesses, such as display and mobile. These results give us the optimism and confidence to invest heavily in future growth -- investments that will benefit our users, Google and the wider web."</em> (Google Inc., 2011)</p>
For more information, a <strong>live audio webcast of Google's fourth quarter and fiscal year 2010 earnings release</strong> is now available online.

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<span style="color: #888888;">Source: GoogleIR (2011)</span>

For more examples of <a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">KPIs in practice</a> reports reflecting financial performance , visit the <a href="http://www.smartkpis.com/kpi_examples_in_practice/functional-areas/finance/" target="_blank">Finance KPIs</a> and <a href="http://www.smartkpis.com/kpi_examples_in_practice/functional-areas/accounting/" target="_blank">Accounting KPIs </a>sections.

<strong>References:</strong>

Google Inc. (2011), <em>Google Announces Fourth Quarter and Fiscal Year 2010 Results and Management Changes, </em>available at: <a href="http://investor.google.com/earnings/2010/Q4_google_earnings.html" target="_blank">http://investor.google.com/earnings/2010/Q4_google_earnings.html</a> (accessed 21st January 2011)

GoogleIR (2011), <em>Q4 2010 Earnings Call, </em>available at: <a href="http://www.youtube.com/watch?v=J-jVzQm8kAs" target="_blank">http://www.youtube.com/watch?v=J-jVzQm8kAs</a> (accessed 21st January 2011)]]></content:encoded>
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<wp:post_id>6775</wp:post_id>
<wp:post_date>2011-01-25 10:53:10</wp:post_date>
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<title>Sources of corporate governance - Italcementi Group case study</title>
<link>http://www.smartkpis.com/blog/sources-of-corporate-governance-italcementi-group-case-study/</link>
<pubDate>Tue, 25 Jan 2011 13:37:00 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Corporate Services]]></category>

		<category domain="tag" nicename="corporate-services"><![CDATA[Corporate Services]]></category>

		<category domain="tag"><![CDATA[Italcementi SpA]]></category>

		<category domain="tag" nicename="italcementi-spa"><![CDATA[Italcementi SpA]]></category>

		<category domain="tag"><![CDATA[Italy]]></category>

		<category domain="tag" nicename="italy"><![CDATA[Italy]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Sustainability]]></category>

		<category domain="tag" nicename="sustainability"><![CDATA[Sustainability]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6842</guid>
<description></description>
<content:encoded><![CDATA[Ever wondered what is corporate governance all about?

From 'Code of ethics' to 'Charter of Values', Italcementi Group's <em>2008 Sustainable Development Report</em> includes an excellent synthesis of its corporate governance taxonomy:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Sources-of-corporate-governance-Italcementi.jpg"><img class="aligncenter size-full wp-image-6843" title="smartKPIs.com - Sources of corporate governance - Italcementi" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Sources-of-corporate-governance-Italcementi.jpg" width="595" height="308" /></a><span style="color: #888888;">Source: Italcementi  Group, 2008</span></p>
<!--more-->Starting from the Group’s parent company, Italcementi SpA, the governance system extends to all subsidiaries with the aim of ensuring transparency towards shareholders and stakeholders. Some of the key enablers are:
<ul>
	<li>The Chairman is responsible for ensuring compliance with the Group’s principles of corporate governance and for proposing amendments to the Board of Directors.</li>
	<li>The Internal Control Committee, reporting directly to the Board of Directors, has the task of identifying and managing all the main corporate risks.</li>
	<li>The CEO as the Executive Supervisor of the internal control system.</li>
	<li>The ‘lead independent’ Director and the Manager in charge of preparing the company’s fi nancial reports, according to legislation and by-laws.</li>
</ul>
The corporate governance principles are translated into a continuously monitored and updated operational business structure, providing a clear global picture in terms of shareholding, organizational structures, authorities, powers, processes and procedures.

To find out more about measuring organizational governance, visit smartKPIs.com which contains both <a href="http://www.smartkpis.com/kpi/functional-areas/governance-compliance-and-risk/governance/" target="_blank">Governance KPI examples</a> and <a href="http://www.smartkpis.com/kpi_examples_in_practice/functional-areas/corporate-services/" target="_blank">Corporate Services KPIs in practice reports</a>.
<h3>References</h3>
Italcementi Group 2008, Sustainable Development Report, available at:<a href="http://www.italcementigroup.com/NR/rdonlyres/BBA55611-8D28-40CC-BE1F-AAAEEB3445ED/0/SdReport_2008_UK.pdf" target="_blank"> http://www.italcementigroup.com/NR/rdonlyres/BBA55611-8D28-40CC-BE1F-AAAEEB3445ED/0/SdReport_2008_UK.pdf</a>, accessed on 22 January 2011]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>6842</wp:post_id>
<wp:post_date>2011-01-26 00:37:00</wp:post_date>
<wp:post_date_gmt>2011-01-25 13:37:00</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>Assesing The European Union (EU) Economic and Financial Healthness - Infographic </title>
<link>http://www.smartkpis.com/blog/assesing-the-european-union-eu-economic-and-financial-healthness-infographic/</link>
<pubDate>Thu, 27 Jan 2011 05:01:10 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Economy]]></category>

		<category domain="tag" nicename="economy"><![CDATA[Economy]]></category>

		<category domain="tag"><![CDATA[European Union]]></category>

		<category domain="tag" nicename="european-union"><![CDATA[European Union]]></category>

		<category domain="tag"><![CDATA[GDP]]></category>

		<category domain="tag" nicename="gdp"><![CDATA[GDP]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6852</guid>
<description></description>
<content:encoded><![CDATA[A recently published infographic by <strong><em>The Economist</em></strong> outlines an interesting assessment of the current status of the European Union economic and financial health. The analysis is made in the context of the severe negative effects of the global financial crises faced by several EU countries among which: <em>Greece, Ireland Portugal </em>and <em>Spain</em>.<!--more-->

<object width="595" height="525" classid="clsid:d27cdb6e-ae6d-11cf-96b8-444553540000" codebase="http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0"><param name="allowFullScreen" value="true" /><param name="allowscriptaccess" value="always" /><param name="src" value="http://media.economist.com/sites/default/files/media/2010InfoG/Interactive/EuroGuide/main_20110115.swf" /><param name="allowfullscreen" value="true" /><embed width="595" height="525" type="application/x-shockwave-flash" src="http://media.economist.com/sites/default/files/media/2010InfoG/Interactive/EuroGuide/main_20110115.swf" allowFullScreen="true" allowscriptaccess="always" allowfullscreen="true" /></object>
<p style="text-align: center;"><span style="color: #888888;">Source: The Economist, 2011</span></p>
The list of performance indicators outlined in the analysis include:
<ul>
	<li><strong><em>$ Gross Domestic Product (GDP)
</em></strong></li>
	<li><strong><em>$ GDP per person</em></strong></li>
	<li><strong><em>% Unemployment rate</em></strong></li>
	<li><strong><em>% Public debt from GDP</em></strong></li>
	<li><strong><em>% Budget deficit from GDP</em></strong></li>
	<li><strong><em># Average debt maturity</em></strong></li>
	<li><strong><em>% Annual GDP change</em></strong></li>
	<li><strong><em>% GDP change</em></strong></li>
</ul>
For more information of financial indicators access the <strong><em>smartKPIs.com</em></strong> <a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">KPI examples database</a> and browse the <a href="http://www.smartkpis.com/kpi/functional-areas/finance/" target="_blank">Finance Functional Area</a>.

<strong>References</strong>

The Economist (2011), <em>Spreading infection</em>, available at <a href="http://www.economist.com/node/21013629" target="_blank">http://www.economist.com/node/21013629</a>, (accessed 22 January 2011)]]></content:encoded>
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<wp:post_id>6852</wp:post_id>
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<title>Employee Engagement at Western Union Malaysia – A case study</title>
<link>http://www.smartkpis.com/blog/employee-engagement-at-western-union-malaysia-%e2%80%93-a-case-study/</link>
<pubDate>Fri, 28 Jan 2011 05:18:50 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Case Study]]></category>

		<category domain="tag" nicename="case-study"><![CDATA[Case Study]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Malaysia]]></category>

		<category domain="tag" nicename="malaysia"><![CDATA[Malaysia]]></category>

		<category domain="tag"><![CDATA[Western Union]]></category>

		<category domain="tag" nicename="western-union"><![CDATA[Western Union]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6812</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Western-Union-Malaysia.jpg"><img class="aligncenter size-full wp-image-6813" title="Western Union Malaysia" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Western-Union-Malaysia.jpg" width="555" height="365" /></a>Starting with 2002, Malaysia has taken important steps in recognizing the importance of knowledge, by launching a <em><strong>Knowledge Based Economy Master Plan</strong></em> directed towards transforming Malaysia in a knowledge based economy. One of the most important aspects considered in the plan was the increased importance that had to be showed to productivity and innovation, supported by effective management of both tangible but also intangible resources, such as human capital and knowledge (Husin et al, 2009).</p>
<p style="text-align: justify;"><!--more-->In this context, one of the topics discussed during the conference <em><strong>“Performance Measurement &amp; KPI for HR”</strong></em> organized by Asia Business Forum in Kuala Lumpur, Malaysia between 29<sup>th</sup> November-1<sup>st</sup> December was employee engagement. One of the highlights of the conference was a very interesting case study about employee engagement measurement at Western Union Malaysia.</p>
<p style="text-align: justify;">As it emerged from the presentation and later discussions, measuring employee dynamics in general and employee engagement in particular is of grate importance for informing all the business actions that need to be taken in order to improve performance at Western Union Malaysia.</p>
<p style="text-align: justify;">According to Anand Kadakol, country manager at Western Union Malaysia, the organization conducted two engagement surveys in the last 3 years. The main rating areas considered were:</p>

<ul style="text-align: justify;">
	<li>Attrition risk due to external factors</li>
	<li>Pride of working for the company</li>
	<li>Personal growth and skill development story</li>
	<li>Effort vs available resources</li>
</ul>
<p style="text-align: justify;">As the results of the survey showed, high scores were recorded on all rating areas of the employee engagement surveys making the organization to conclude that : <em>„employees love to work for the company in Malaysia and are proud of it”</em> .</p>
<p style="text-align: justify;"><strong>Key Drivers of engagement at Western Union Malaysia</strong></p>
<p style="text-align: justify;">Among the most important aspects the management of the organization focused in order to increase employee engagement as the country managing director of the company put it were:</p>

<ul style="text-align: justify;">
	<li><strong>Trust</strong> - <em>„ the foundation of employee engagement”</em></li>
	<li><strong>Idea pot/innovation</strong> - <em>„is not whose idea is better, it is WHICH idea is better”</em></li>
	<li><strong>Focus on people problems </strong>– <em>„individual issues need to be ALWAYS handled in isolation with development as focus”</em></li>
	<li><strong>Doing the right things at all levels</strong> – <em>„ a leader need to focus on not to try doing the right things all the time”</em></li>
	<li><strong>Vulnerable leader</strong> – <em>„ the harbinger of trust...line between hierarchy blurs”</em></li>
</ul>
<p style="text-align: justify;"><strong>Engagement driven results at Western Union Malaysia</strong></p>

<ul style="text-align: justify;">
	<li>Largest transaction country in Asia Pacific Region among outbound transaction markets within two years</li>
	<li>Largest customer base country in Asia Pacific Region among outbound transaction markets within two years (Anand Kadakol, 2010)</li>
</ul>
<h3 style="text-align: justify;"><strong>References</strong></h3>
<p style="text-align: justify;">Kadokal, A (2010), <em>Sweet Success thru Employee Engagement</em>, proceedings of the conference Performance Measurement &amp; KPI for HR, Asia Business Forum 2010, Kuala Lumpur, Malaysia, representing Western Union (Country Director – Malaysia)</p>
<p style="text-align: justify;">Husin, N.M., Hooper, K. Olesen, K. (2009), Assessing <em>Quantity and Quality: The Case of Intellectual Capital Reporting in Malaysia</em>, Department of Accounting, Auckland University of Technology, New Zealand</p>

<h3 style="text-align: justify;"><strong>Additional Resources</strong></h3>
<p style="text-align: justify;">smartkpis.com (2010), Employee Engagement Index, smartkpis.com Blog, available at <a href="http://www.smartkpis.com/blog/2010/03/03/employee-engagement-index/" target="_blank">http://www.smartkpis.com/blog/2010/03/03/employee-engagement-index</a>, (accessed 22 January 2011)</p>
<p style="text-align: justify;">smartkpis.com (2010), Gallup’s Customer Engagement Index, smartkpis.com Blog, available at <a href="http://www.smartkpis.com/blog/2010/03/11/gallups-customer-engagement-index/" target="_blank">http://www.smartkpis.com/blog/2010/03/11/gallups-customer-engagement-index</a>, (accessed 22 January, 2011)</p>
<p style="text-align: justify;">smartkpis.com (2010), Employee engagement and organizational performance, smartkpis.com Blog, available at <a href="http://www.smartkpis.com/blog/2010/08/06/employee-engagement-and-organisational-performance/" target="_blank">http://www.smartkpis.com/blog/2010/08/06/employee-engagement-and-organisational-performance</a>, (accessed 22 January 2011)</p>]]></content:encoded>
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<wp:post_id>6812</wp:post_id>
<wp:post_date>2011-01-28 16:18:50</wp:post_date>
<wp:post_date_gmt>2011-01-28 05:18:50</wp:post_date_gmt>
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<title>An Australian KPI: # Waves of kangaroos on the racing course</title>
<link>http://www.smartkpis.com/blog/an-australian-kpi-waves-of-kangaroos-on-the-racing-course/</link>
<pubDate>Mon, 31 Jan 2011 05:18:09 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Hanging Rock]]></category>

		<category domain="tag" nicename="hanging-rock"><![CDATA[Hanging Rock]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6906</guid>
<description></description>
<content:encoded><![CDATA[As Australia celebrated its National Day last week, many horse racing clubs around the country embraced the festive occasion by organizing race meetings. However, the racing circuit at Hanging Rock in Victoria was forced to suspend its race meeting event due to safety concerns, after several waves of kangaroos invaded the course.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Kangaroos-at-Hanging-Rock.jpg"><img class="aligncenter size-full wp-image-6907" title="Kangaroos at Hanging Rock" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Kangaroos-at-Hanging-Rock.jpg" width="603" height="221" /></a><span style="color: #888888;">Photo: Robert Parviainen, Flickr</span></p>
<p style="text-align: left;">Similar kangaroo invasions have occurred in the past, however it was the first time races were suspended due to repeated waves of kangaroos taking over the course.</p>
<p style="text-align: left;">While usually race organizers are focus on achieving KPIs such as <strong># Spectator attendance</strong> and <strong>$ Prize money</strong>, it appears that a new KPI will have to be monitored at the Hanging Rock annual race meeting:</p>

<h4 style="text-align: left;"># Kangaroo waves on the racing course.</h4>
<p style="text-align: left;">In  2011 the target was 0 and the actual 3 (trend is good when decreasing).</p>

<h3 style="text-align: left;"><strong>Related media coverage</strong></h3>
<p style="text-align: left;">The Age, January 27 2010, <a href="http://www.theage.com.au/victoria/races-off-as-roos-street-the-field-20110126-1a5dy.html" target="_blank">Races off as roos street the field</a></p>]]></content:encoded>
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<wp:post_id>6906</wp:post_id>
<wp:post_date>2011-01-31 16:18:09</wp:post_date>
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<title>Movie industry KPIs - Are Golden Globes a good predictor for the Oscar Awards?</title>
<link>http://www.smartkpis.com/blog/movie-industry-kpis-are-golden-globes-a-good-predictor-for-the-oscar-awards/</link>
<pubDate>Mon, 31 Jan 2011 23:24:58 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Golden Globs]]></category>

		<category domain="tag" nicename="golden-globs"><![CDATA[Golden Globs]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Oscar Winners]]></category>

		<category domain="tag" nicename="oscar-winners"><![CDATA[Oscar Winners]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6864</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The beginning of a new year marks an important period for the movie industry. Best movie performers and performances are awarded in two most awaited ceremonies: <strong><em>Golden Globes</em></strong> and <em><strong>The Oscars</strong></em>. As the Golden Globe winners for 2010 have already been announced, one of the popular questions in the industry is if the Golden Globe winners will also win at the Oscars.</p>
<p style="text-align: justify;">Addressing this question is an interesting statistic was put together by analysts from <em>The Economist.</em> The statistic based on <strong><em># Instances when Golden Globe winner also won Oscar, </em></strong>gives an informed perspective on the success recorded by Golden Globe winners at Oscars over time.</p>
<p style="text-align: center;"><strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/Golden-Globes-and-Oscar-Winners-smartkpis.png"><img class="aligncenter size-full wp-image-6865" title="Golden Globes and Oscar Winners - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Golden-Globes-and-Oscar-Winners-smartkpis.png" width="594" height="395" /></a></strong><span style="color: #888888;">Source: The Economist, 2011</span><strong>
</strong></p>
<p style="text-align: justify;"><!--more-->The statistics reveal that the correlation <strong><em>Golden Globe</em></strong> winners to <strong><em>Oscar</em></strong> winners mostly stands. However, over the last decade, figures show that Golden Globe winners for <strong><em>best picture</em></strong> and <strong><em>best director</em></strong> won the Oscar only in 5 out of the 10 ceremonies, while winners of the Golden Globe <strong><em>best actor and actress awards</em></strong> were crowned with the same distinction at Oscars in 6 respectively in 8 out of the last 10 occasions.</p>
<p style="text-align: justify;">The outcome for this year's edition of the Oscar awards will be known in a few weeks. The <strong><em>Academy Awards</em></strong> ceremony will take place on 27<sup>th</sup> of February in Los Angeles.</p>
<p style="text-align: justify;">To explore more KPIs for the movie industry visit the <a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">KPIs catalogue</a> on smartKPIs.com. Some of the most popular KPIs in this category are:</p>

<ul>
	<li><em><strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Worldwide-movie-box-office-1715.html" target="_blank">$ Worldwide movie box office</a></strong></em></li>
	<li><em><strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Movie-attendance-1709.html" target="_blank"># Movie attendance</a></strong></em></li>
	<li><em><strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Frequency-of-movie-going-1711.html" target="_blank">% Frequency of movie going</a></strong></em></li>
	<li><em><strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Film-budget-1713.html" target="_blank">$ Film budget</a></strong></em></li>
	<li><em><strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Movie-position-in-all-time-worldwide-box-office-2120.html" target="_blank"># Movie position in all time worldwide box office</a></strong></em></li>
	<li><em><strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Movie-awards-received-2080.html" target="_blank"># Movie awards received</a></strong></em></li>
	<li><em><strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Movie-award-nominations-2101.html" target="_blank"># Movie award nominations</a></strong></em></li>
	<li><em><strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Movie-award-success-rate-2103.html" target="_blank">% Movie award success rate</a></strong></em></li>
</ul>
<h3 style="text-align: justify;"><strong>References</strong></h3>
<p style="text-align: justify;">The Economist (2011), From Golden Globe to Oscar, Daily Chart, available at <a href="http://www.economist.com/blogs/dailychart/2011/01/golden_globes" target="_blank">http://www.economist.com/blogs/dailychart/2011/01/golden_globes</a> , (accessed 26 January 2011)</p>]]></content:encoded>
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<wp:post_id>6864</wp:post_id>
<wp:post_date>2011-02-01 10:24:58</wp:post_date>
<wp:post_date_gmt>2011-01-31 23:24:58</wp:post_date_gmt>
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<title>Integrating performance management initiatives for contract talent</title>
<link>http://www.smartkpis.com/blog/integrating-performance-management-initiatives-for-contract-talent/</link>
<pubDate>Tue, 01 Feb 2011 15:40:21 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Contract Talent]]></category>

		<category domain="tag" nicename="contract-talent"><![CDATA[Contract Talent]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[The Human Capital Institute]]></category>

		<category domain="tag" nicename="human-capital-institute"><![CDATA[The Human Capital Institute]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6919</guid>
<description></description>
<content:encoded><![CDATA[<strong>The Human Capital Institute</strong> has recently published a new report on managing human capital, with the title: <em>Contract Talent: Are Contractors Included in Strategic Talent Management Initiatives?</em> Based on a survey completed by 354 respondents between September and October 2010, the study explores the integration of contract workers into talent management programs. The <strong>main findings</strong> of the research outline that:
<ul>
	<li>The usage of an <strong>enterprise-level system or technology to manage Contract Talent </strong>(CT) is essential for managing basic aspects of site or location security, emergency management and headcount, while having important impact on the bearings and return on investment in the areas of risk and compliance, time and cost savings, and contract talent quality.</li>
	<li>Using a <strong>centralized and standardized method for the procurement and selection of CT</strong> is essential for the quality of contractors and their retention.</li>
	<li>HR department is responsible for the <strong>needs assessment and training of the contract talent</strong>. It is considered that when this premises exists, phases of the talent life cycle like acquisition quality, engagement, and retention are all improved.</li>
	<li>Often neglected, <strong>appropriate welcoming and integration of contract talent</strong>, such as, a formal welcoming, introduction to culture, systems, and resources, plays a vital role in their engagement and retention (Human Capital Institute, 2010).</li>
</ul>
A highly topical  aspect analyzed within the research is <strong>the talent acquisition practice and its centralization and standardization</strong> level across large organizations. The degree of having a centralized and standardized sourcing and hiring method, varies when HR manages the contract workforce (63%), decreasing to only in 33% when some other entity manages CT.
<p style="text-align: center;"><span style="color: #888888;">The method for sourcing and hiring contract talent is centralized and standardized across the enterprise</span></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Centralization-and-standardization-degree-of-sourcing-and-hiring-CT.jpg"><img class="aligncenter size-large wp-image-6920" title="Centralization and standardization degree of sourcing and hiring CT" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Centralization-and-standardization-degree-of-sourcing-and-hiring-CT-1024x580.jpg" width="614" height="348" /></a><span style="color: #888888;">Source: Human Capital Institute (2010)<!--more-->
</span></p>
The reports highlights that the <strong>performance management process</strong> is a key part of managing and leading talent within the organization, including contractors. However, the research indicates that <strong>most organizations can’t empirically define CT performance because of a lack of enterprise technology and they are not able to review performance of the contracted workforce</strong>. Most survey respondents, 64%, don’t have a program in place that allows them to include contractors in performance management initiatives.

Global use of contracted talent becomes a rising trend<strong>,</strong> while at the same time, individual workers are looking for more meaning and connectivity to the jobs they perform, regardless of employment status. Considering these two aspects, organizations that use contract talent should be concerned about managing and measuring CT performance, for getting the most and best work out of the collaborations.

Human Capital Institute is a global association for strategic talent management and  leadership, with over 175,000 members.
<p style="text-align: left;"><strong>References</strong></p>
<p style="text-align: left;">Human Capital Institute (2010), <em>Contract Talent: Are Contractors Included in Strategic Talent Management Initiatives?, </em>available at: <a href="http://www.hci.org/files/field_content_file/2010ContractTalentNovFinalOfficial.pdf" target="_blank">http://www.hci.org/files/field_content_file/2010ContractTalentNovFinalOfficial.pdf</a> (accessed 25 January 2011)</p>]]></content:encoded>
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<title>An overview of Marketing Performance Management</title>
<link>http://www.smartkpis.com/blog/an-overview-of-marketing-performance-management/</link>
<pubDate>Thu, 03 Feb 2011 06:37:13 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[American Marketing Association]]></category>

		<category domain="tag" nicename="american-marketing-association"><![CDATA[American Marketing Association]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Marketing Accountability]]></category>

		<category domain="tag" nicename="marketing-accountability"><![CDATA[Marketing Accountability]]></category>

		<category domain="tag"><![CDATA[Resource-Based View]]></category>

		<category domain="tag" nicename="resource-bases-view-of-the-firm"><![CDATA[Resource-Based View]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6957</guid>
<description></description>
<content:encoded><![CDATA[Exploring the fundamentals for marketing performance management is an interesting journey, as it outlines the conditions that enhanced the adoption of a culture oriented towards performance in marketing and, not less important, the confirmation of marketing’s strategic role in organizations.

Investigating the specialized literature dedicated to marketing performance reveals at least three major directions that set the foundations for the discipline of marketing performance management:
<ul>
	<li>The <strong>resource-based view (BRV) of the firm</strong>, a theory that is based on the following assumption: the purpose of any business is to create a sustainable competitive advantage, based on the existence of several core competences and their use at product / market level. Gaining a competitive advantage by delivering increased value to customers can lead to superior performance at both market (in terms of market share, customer satisfaction) and financial levels (shareholder value, return on investments) (Fahy &amp; Smithee, 1999).</li>
	<li>The development and proliferation of <a href="http://www.integratingperformance.com" target="_blank">performance management</a> and measurement frameworks that outline the limitations of using exclusively financial indicators in assessing and managing the performance of an organization. While the financial indicators are the ones that can reflect the ultimate outcomes of a company’s activity and can impact its very existence, they lack the ability to reflect relevant insights into the causes for poor performance. Such a framework is the <a href="http://www.balancedscorecardreview.com" target="_blank"><strong>Balanced Scorecard</strong></a>, one of the most popular performance management systems, introduced by Kaplan &amp; Norton at the beginning of the ‘90s. Marketing metrics are generally found in the Customer perspective of Balanced Scorecards.</li>
	<li>The emphasis pun on the idea of <strong>“marketing accountability”</strong>, in the context of marketing’s specific as an organizational function. For a long time, marketing has been considered a consumer of organizational resources that has had problems and imposed resistance when it came to proving the worthiness of that consumption. There are studies that reflect marketers are being perceived as ”<em>expensive</em>”, “<em>untouchable</em>”, “<em>unaccountable</em>”, “<em>uncontrollable</em>” and “bored with numbers” (Woodburn, 2004). To overcome this, the concept of marketing accountability has gained more and more attention, being defined by the American Marketing Association (AMA) as „<em>the responsibility for the systematic management of marketing resources and processes to achieve measurable gains in return on marketing investment and increased marketing efficiency, while maintaining quality and increasing the value of the corporation</em>” (AMA &amp; Aprimo, 2005).</li>
</ul>
<!--more-->All these three developments have concurred to shaping marketing performance management, as a new paradigm in the marketing practice and research.

<strong>Note</strong>

For examples of performance indicators used in marketing performance management, visit <a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">KPIs in Marketing &amp; Communications</a> functional area on <strong>smartKPIs.com</strong>.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/marketing-KPIs.jpg"><img class="aligncenter size-full wp-image-6963" title="marketing KPIs" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/marketing-KPIs.jpg" width="485" height="333" /></a><span style="color: #888888;">Source: <a href="http://www.smartkpis.com/premium.html" target="_blank">smartKPIs Premium</a>, 2010</span></p>
<strong>References</strong>
<ul>
	<li>AMA &amp; Aprimo (2005), <em>Marketing Accountability Study</em>, White Paper, available at: <a href="http://www.tmcatoday.org/" target="_blank">http://www.tmcatoday.org/</a>(accessed 2 February 2011).</li>
	<li>Fahy, J. &amp; Smithee, A. (1999), <em>Strategic Marketing and the Resource Based View of the Firm</em>, Academy of Marketing Science Review, Vol. 1999, No. 10, pp 1-21.</li>
	<li>Woodburn, D. (2004), <em>Engaging marketing in performance measurement</em>, Measuring Business Excellence, Vol. 8, No. 4, pp. 63-72.</li>
</ul>]]></content:encoded>
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<title>Research priorities for marketing in 2010-2012</title>
<link>http://www.smartkpis.com/blog/research-priorities-for-marketing-in-2010-2012/</link>
<pubDate>Fri, 04 Feb 2011 02:44:31 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Knowledge and Innovation]]></category>

		<category domain="tag" nicename="knowledge-and-innovation"><![CDATA[Knowledge and Innovation]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Marketing Science Institute]]></category>

		<category domain="tag" nicename="marketing-science-institute"><![CDATA[Marketing Science Institute]]></category>

		<category domain="tag"><![CDATA[Research]]></category>

		<category domain="tag" nicename="research"><![CDATA[Research]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6887</guid>
<description></description>
<content:encoded><![CDATA[Due to the economic instability, 2010 has been a year with significant challenges for Chief Marketing Officers (CMOs) and marketers around the world. 2011 is also expected to be challenging, as the effects of the economic recession continue to be felt in many economies, as well as changes in customer’s expectations and demands.

[caption id="attachment_6888" align="alignright" width="150"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/bk-rp1012.gif"><img class="size-full wp-image-6888" title="bk-rp1012" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/bk-rp1012.gif" width="150" height="199" /></a> Source: MSI (2010)[/caption]

In this context, the <strong>Marketing Science Institute (MSI)</strong>, one of the leading marketing authorities worldwide, has identified as <strong>top marketing priorities for the years 2010-2012</strong> the following two main directions (MSI, 2010):

1. <em>Marketing strategy that anticipates and responds to changing conditions</em>:
<ul>
	<li>Use Market Information to Identify Opportunities for Profitable Growth;</li>
	<li>Understand Customer Experience and Behavior;</li>
	<li>Develop Marketing Capabilities for a Customer-focused Organization;</li>
	<li>Identify and Realize Innovation Opportunities.</li>
</ul>
2. <em>Marketing management and practice in a transformed landscap</em>e:
<ul>
	<li>Deliver Value through Enhanced Media and Channels;</li>
	<li>Manage Brands in a Transformed Marketplace;</li>
	<li>Allocate Resources to Marketing Activities;</li>
	<li>Leverage Research Tools and New Sources of Data.</li>
</ul>
<!--more-->Researching marketing metrics in all aspects mentioned as top research priorities can add great value to the findings. Morever, marketing performance and accountability has been the top research priority identified by the MSI for the years 2008-2010 (MSI, 2008).

<strong>About the Marketing Science Institute</strong>

MSI has the mission to provide intellectual leadership in marketing and its allied fields, with the goal of improving and influencing business thinking and practice, by the means of supporting high-quality academic research. Every two years, the MSI member companies vote to establish the topics on which they want to encourage academic research, thus providing the direction for the research efforts in the field of marketing.

<strong>smartKPIs.com</strong> contains over 170 examples of <a href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank">Marketing &amp; Communications KPIs</a> that can be employed to improve marketing performance.

<strong>References</strong>
<ul>
	<li>Marketing Science Institute (2010), „Top 2010-2012 MSI Research Priorities”, available at: <a href="http://www.msi.org/research/index.cfm?id=271">http://www.msi.org/research/index.cfm?id=271</a>.</li>
	<li>Marketing Science Institute (2008), „Top 2008-2010 MSI Research Priorities”, available at: <a href="http://www.msi.org/pdf/MSI_RP08-10.pdf">http://www.msi.org/pdf/MSI_RP08-10.pdf</a>.</li>
</ul>]]></content:encoded>
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<title>Emerging economies influence on commodity prices – A correlation between wine and oil price trends</title>
<link>http://www.smartkpis.com/blog/emerging-economies-influence-on-commodity-prices-%e2%80%93-a-correlation-between-wine-and-oil-price-trends/</link>
<pubDate>Mon, 07 Feb 2011 02:14:37 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Food and Beverage]]></category>

		<category domain="tag" nicename="food"><![CDATA[Food and Beverage]]></category>

		<category domain="tag"><![CDATA[International Monetary Fund]]></category>

		<category domain="tag" nicename="international-monetary-fund"><![CDATA[International Monetary Fund]]></category>

		<category domain="tag"><![CDATA[Oil and Gas]]></category>

		<category domain="tag" nicename="oil-and-gas"><![CDATA[Oil and Gas]]></category>

		<category domain="tag"><![CDATA[Research]]></category>

		<category domain="tag" nicename="research"><![CDATA[Research]]></category>

		<category domain="tag"><![CDATA[The Economist]]></category>

		<category domain="tag" nicename="the-economist"><![CDATA[The Economist]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6807</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">A recent article published in <em>“The Economist”</em> outlines an interesting correlation between the wine and oil prices trends around the world for the period 1998-2010. The research undertaken by two experts from <em>International Monetary Fund</em> (IMF), Servan Cevik and Tahsin Saasi, shows that supply has only a marginal impact on prices.</p>
<p style="text-align: justify;">Usually, as it is acknowledged in the article, wine experts explain price movements analyzing supply side factors such as the effect of the weather and age. However, as the results of the study conclude, fast economic growth in the emerging markets has had a much bigger impact on wine prices, as well as it had on oil and other commodities in the last decade.</p>
<p style="text-align: justify;"><!--more-->This is due to the fast growth of emerging economies such as that of China, India, Brazil or Russia, among others. Overall, emerging economies have accounted for more than 100% increase in global oil demand between 1998 -2010, while oil consumption in more developed countries has declined.</p>
<p style="text-align: justify;">Likewise, the increased buying power in emerging markets “<em>have spurred wine drinking</em>”, with <strong><em>China</em></strong> overtaking <strong><em>Great Britain</em></strong> as the biggest export market for red wine,  whereas consumption in Europe, especially in traditional wine drinking countries such as France and Italy has fallen.</p>
<p style="text-align: justify;">Based on these economical trends, Cevik and Saasi, the two IFM economists,  built an economical model to explain swings in the price of oil and wine by analyzing the same variables or metrics:</p>

<ul style="text-align: justify;">
	<li><strong># Production </strong>(for oil and wine)</li>
	<li><strong>% Growth rate </strong>(for rich and emerging economies)</li>
	<li style="text-align: justify;"><strong>$ Global excess liquidity</strong></li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Correlation-between-wine-and-oil-prices-The-Economist-smartkpis.jpg"><img class="aligncenter size-full wp-image-6808" title="Correlation between wine and oil prices - The Economist - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Correlation-between-wine-and-oil-prices-The-Economist-smartkpis.jpg" width="593" height="348" /></a><span style="color: #888888;">Source: The Economist, 2011</span></p>
<p style="text-align: justify;">As the findings of the study shows between 1998 and 2010 there was a correlation of over <strong>90% </strong>between changes in oil and wine prices.</p>
<p style="text-align: justify;">For more insights on the best <strong><em>Key Performance Indicators</em></strong> for measuring Financial trends visit <a href="http://www.smartkpis.com/kpi/functional-areas/finance/" target="_blank">smartKPIs.com KPI example</a> section.</p>
<p style="text-align: justify;"><strong>References</strong></p>
<p style="text-align: justify;">The Economist (2011<em>), Fluid Logic – why two economists have found it increasingly hard to distinguish oil from wine</em>, Commodity prices, available at <a href="http://www.economist.com/node/17969905?story_id=17969905" target="_blank">http://www.economist.com/node/17969905?story_id=17969905</a> and <a href="http://www.economist.com/blogs/dailychart/2011/01/oil_and_wine&amp;fsrc=nwl" target="_blank">http://www.economist.com/blogs/dailychart/2011/01/oil_and_wine&amp;fsrc=nwl</a>, (accessed 07 February 2011)</p>]]></content:encoded>
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<wp:post_date>2011-02-07 13:14:37</wp:post_date>
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<title>Employee Engagement - a key driver of business performance </title>
<link>http://www.smartkpis.com/blog/employee-engagement-a-key-driver-of-business-performance/</link>
<pubDate>Tue, 08 Feb 2011 04:30:19 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Institute of Employment Studies]]></category>

		<category domain="tag" nicename="institute-of-employment-studies"><![CDATA[Institute of Employment Studies]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6820</guid>
<description></description>
<content:encoded><![CDATA[[caption id="attachment_6821" align="alignright" width="300"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/Employee-Engagement.jpg" target="_blank"><img class="size-full wp-image-6821 " style="border: 0pt none; margin-top: 10px; margin-bottom: 10px;" title="Employee Engagement" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Employee-Engagement.jpg" width="300" height="300" /></a> Source: Compare Infobase Limited, 2007[/caption]
<p style="text-align: justify;"><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Employee-engagement-index-1836.html" target="_blank">Employee engagement</a> has become in the recent years a hot topic. Although several scholars reported that it has rarely been studied in the academic literature and little scientific evidence is available about its antecedents and consequences (Saks, 2006; Robinson et al, 2004; Macey &amp; Schneider, 2008), research initiatives in this area are on the rise (as illustrated by the number of journal published in the last few years).</p>
<p style="text-align: justify;">Alignment between <em>recruitment</em>, <em>retention</em> and <em>engagement </em>is essential due to implications on the organizational delivery capability.</p>
<p style="text-align: justify;">According to a research study documented by Echols (2007) cited in Bux &amp; Tay (2010), <em>“85% of value creation is driven by intangible assets such as people and not by asset on the balance sheet”. </em>Searching and retaining the right talent and most of all, keeping them engaged represents today the key that drives lean organizations forward and sustains business performance in competitive and dynamic market conditions. A report on the American workforce shows that roughly half of all Americans in the workforce are not fully engaged or they are disengaged, leading to what was referred to as an <em>“engagement gap”</em> that it cost US businesses an estimated <em><strong>$ 300 billion</strong></em> a year in lost productivity (Saks, 2006 citing Bates, 2004; Johnson, 2004 &amp; Kowalski, 2003).</p>
<p style="text-align: justify;"><strong><!--more-->What is Employee Engagement?</strong></p>
<p style="text-align: justify;">Many practitioners consider <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Employee-engagement-index-1836.html" target="_blank">employee engagement</a> a measure that reflects the extent to which employees contribute through their effort and enthusiasm to the success and performance of their organization.</p>
<p style="text-align: justify;">In the same line of thought Crim and Seijts (2006) consider that an engaged employee is a person inspired, fascinated, fully involved, and committed for its work and willing to see the organization succeeding in its mission.</p>
<p style="text-align: justify;">Accordingly, Sacks (2006) associates employee engagement with a sustainable workload, feelings of choice and control, recognition, fairness and justice, a supportive work community and meaningful and valued work.</p>
<p style="text-align: justify;">Robinson et al. (2004) from the <em>Institute of Employment Studies</em> attribute several characteristics to engaged employees:</p>

<ul style="text-align: justify;">
	<li><em>Belief in the organization</em></li>
	<li><em>Desire to work and make things better</em></li>
	<li><em>Understanding of business context and the ‘bigger picture’</em></li>
	<li><em>Respectful of, and helpful to, colleagues</em></li>
	<li><em>Willingness to go the extra mile</em></li>
	<li><em>Keeping up to date with developments in the field</em></li>
</ul>
<p style="text-align: justify;"><strong>What is takes to raise the level of employee engagement?</strong></p>
<p style="text-align: justify;">According with Robinson et al.(2004), it’s not enough to wish to improve employee engagement, but you need to have strong “building blocks” at the base of your initiative. Here are several aspects that need to be taken into account:</p>

<ul style="text-align: justify;">
	<li><em>Good quality line management;</em></li>
	<li><em>Two way communication;</em></li>
	<li><em>Effective internal co-operation;</em></li>
	<li><em>A development focus;</em></li>
	<li><em>Commitment to employee well-being;</em></li>
	<li><em>Clear accessible HR policies and practices, to which all managers from all levels are committed.</em></li>
</ul>
<h3 style="text-align: justify;"><strong>References</strong></h3>
<p style="text-align: justify;">Bux, R.S. and Tay, A. (2010), <em>The Relationship of Psychological Empowerment, Talent Engagement and Talent Outcomes</em>, International Review of Business research Papers, Vol 6, No. 1, pp. 215-227</p>
<p style="text-align: justify;">Crim, D and Seijts, H. G. (2006): <em>What engages employees the most or, The ten C’s of employee engagement</em>, Ivey Business Journal, March/April</p>
<p style="text-align: justify;">Macey, W.H. and Schneider, B. (2008), The meaning of Employee Engagement, Society for Industrial and Organizational Psychology, Vol. 1, pp. 3-30, available at <a href="http://www.learnership.co.uk/archive/29.pdf" target="_blank">http://www.learnership.co.uk/archive/29.pdf</a> , (accessed 22 January 2011)</p>
<p style="text-align: justify;">Robinson, D., Perryman S. and Hayday, S. (2004), <em>The Drivers of Employee Engagement</em>, a study supported by the  Institute of Employment Studies Research Network, Report 408, available at <a href="http://www.managingpeople4profit.com/uploads/2/8/1/6/2816853/www-employment-studies-co-uk_drivers_of_engagement.pdf" target="_blank">http://www.managingpeople4profit.com/uploads/2/8/1/6/2816853/www-employment-studies-co-uk_drivers_of_engagement.pdf</a>, (accessed 22 January 2011)</p>
<p style="text-align: justify;">Sacks, M. A. (2006), <em>Antecedents and consequence of employee engagement</em>, Journal of Managerial Psychology, Vol. 21, No. 7, pp. 606-619</p>

<h3 style="text-align: justify;"><strong>Additional resources</strong></h3>
<p style="text-align: justify;">Lockwood, N.R. (2007), Leveraging Employee Engagement for Competitive Advantage: HR’s strategic role, Society of Human Resource Management, available at <a href="http://www.improvedexperience.com/" target="_blank">http://www.improvedexperience.com</a></p>
<p style="text-align: justify;">smartKPIs.com (2010), Employee Engagement Index, smartkpis.com Blog, available at <a href="http://www.smartkpis.com/blog/2010/03/03/employee-engagement-index/" target="_blank">http://www.smartkpis.com/blog/2010/03/03/employee-engagement-index/</a> , (accessed 22 January 2011)</p>
<p style="text-align: justify;">smartKPIs.com (2010), Gallup’s Customer Engagement Index, smartkpis.com Blog, available at <a href="http://www.smartkpis.com/blog/2010/03/11/gallups-customer-engagement-index/" target="_blank">http://www.smartkpis.com/blog/2010/03/11/gallups-customer-engagement-index/</a>, (accessed 22 January, 2011)</p>
<p style="text-align: justify;">smartKPIs.com (2010), Employee engagement and organizational performance, smartkpis.com Blog, available at <a href="http://www.smartkpis.com/blog/2010/08/06/employee-engagement-and-organisational-performance/" target="_blank">http://www.smartkpis.com/blog/2010/08/06/employee-engagement-and-organisational-performance/</a> , (accessed 22 January 2011)</p>]]></content:encoded>
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<wp:post_id>6820</wp:post_id>
<wp:post_date>2011-02-08 15:30:19</wp:post_date>
<wp:post_date_gmt>2011-02-08 04:30:19</wp:post_date_gmt>
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<title>KPIs at individual level grouped by Balanced Scorecard perspectives</title>
<link>http://www.smartkpis.com/blog/kpis-at-individual-level-grouped-by-balanced-scorecard-perspectives/</link>
<pubDate>Wed, 09 Feb 2011 02:00:08 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[iKPI]]></category>

		<category domain="tag" nicename="ikpi"><![CDATA[iKPI]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Performance appraisal]]></category>

		<category domain="tag" nicename="performance-appraisal"><![CDATA[Performance appraisal]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7017</guid>
<description></description>
<content:encoded><![CDATA[<strong>Individual performance management</strong> is perhaps the level with the longest evolution in history, as it mirrors the level of organizational maturity. Using KPIs at individual level requires a correlation with the organizational objectives and the functional responsibilities, while considering also the human factors implied.

<strong><a href="http://www.smartkpis.com/i_kpi/dashboard/" target="_blank">iKPI</a>, </strong>a new content section on smartKPIs.com, contains a free online catalogue of prepopulated individual performance management forms. They are structured in thee sections: <strong><a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">Key Performance Indicators</a> </strong>(KPIs) applicable at individual level (iKPIs), grouped by Balanced Scorecard perspectives,<strong> Desired behaviour</strong> and <strong> Competency development</strong>.

An example submitted within the smartKPIs.com list of iKPIs is <a href="http://www.smartkpis.com/i_kpi/management-consultant-14.html" target="_blank">Management Consultant</a>. The individual performance of a management consultant may be measured by the following KPIs, grouped in the four perspectives of the Balanced Scorecard:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Management-Consultant-individual-performance2.jpg"><img class="aligncenter size-large wp-image-7027" title="Management Consultant - individual performance" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Management-Consultant-individual-performance2-1024x709.jpg" width="737" height="510" /></a>Source: smartKPIs.com (2011)</p>
For more iKPI examples, please visit the <a href="http://www.smartkpis.com/i_kpi/dashboard/" target="_blank">iKPI section</a> on <a href="http://www.smartkpis.com/" target="_blank">smartKPIs.com</a>.]]></content:encoded>
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<wp:post_id>7017</wp:post_id>
<wp:post_date>2011-02-09 13:00:08</wp:post_date>
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<title>Women’s Economic Opportunity Index - a tool for improving the economic performance of human society</title>
<link>http://www.smartkpis.com/blog/women%e2%80%99s-economic-opportunity-index-a-tool-for-improving-the-economic-performance-of-human-society/</link>
<pubDate>Thu, 10 Feb 2011 06:53:33 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Personal performance]]></category>

		<category domain="category" nicename="personal-performance"><![CDATA[Personal performance]]></category>

		<category domain="tag"><![CDATA[Gender Diversity]]></category>

		<category domain="tag" nicename="gender-diversity"><![CDATA[Gender Diversity]]></category>

		<category domain="tag"><![CDATA[The Economist Intelligence Unit]]></category>

		<category domain="tag" nicename="the-economist-intelligence-unit"><![CDATA[The Economist Intelligence Unit]]></category>

		<category domain="tag"><![CDATA[Women’s Economic Opportunity Index]]></category>

		<category domain="tag" nicename="womens-economic-opportunity-index"><![CDATA[Women’s Economic Opportunity Index]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6994</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">In one of our previous blog posts, "<a href="http://www.smartkpis.com/blog/2010/10/15/gender-diversity-global-trends-and-the-influence-on-organizational-performance/" target="_blank">Gender diversity – global trends and the influence on organizational performance"</a>, we explored several issues relating to gender diversity of top executives and managers in corporations, and the associated effects of gender diversity on organizational performance.</p>
<p style="text-align: justify;">The debate on gender diversity was triggered by the fact that women do not have the same opportunities like man to reach top positions in organizations, despite the proved positive effects brought by managerial gender diversity, on the improvement of organizational performance.</p>
<p style="text-align: justify;">A recent study released by the <em>Economist Intelligence Unit</em> explores the variation of the women economic opportunities around the world. The study conducted on a sample of 113 countries representing all continents was used to develop and inform the <strong><em>Women’s Economic Opportunity Index</em></strong>, the first of its kind.</p>
<p style="text-align: justify;">The purpose of the index is to raise debate and create awareness about the factors that affect women’ ability to access business opportunities, in order to stimulate the creation of more productive and performing economies.</p>
<p style="text-align: justify;">According with The Economist Intelligence Unit research, the women economic opportunity is defined as<em> “a set of laws, regulations, practices, customs and attitudes that allow women to participate in the workforce under conditions roughly equal with those of men”</em> (The Economist, 2011).</p>
<p style="text-align: justify;">The results of the study show that the top 3 countries which made the most significant improvements in advancing economic business opportunities for women are <strong>Sweden, Belgium </strong>and <strong>Norway</strong>, all developed countries from Western Europe, while at the bottom of the table lay <strong>Sudan</strong>, <strong>Yemen</strong> and <strong>Chad,</strong> African countries from the “<em>less developed world</em>”.</p>

<h3 style="text-align: justify;">References</h3>
<p style="text-align: justify;">The Economist (2011), <em>Imbalance of opportunity</em>, available at <a href="http://www.economist.com/blogs/dailychart/2011/02/economic_opportunities_women" target="_blank">http://www.economist.com/blogs/dailychart/2011/02/economic_opportunities_women</a>, (accessed 8 February 2011)</p>

<h3 style="text-align: justify;">Additional resources</h3>
<p style="text-align: justify;">smartKPIs.com (2010),<em> Gender diversity - global trends and the influence on organizational performance</em>, smartKPIs.com Blog, available at <a href="http://www.smartkpis.com/blog/2010/10/15/gender-diversity-global-trends-and-the-influence-on-organizational-performance/" target="_blank">http://www.smartkpis.com/blog/2010/10/15/gender-diversity-global-trends-and-the-influence-on-organizational-performance/</a>, (accessed 8 February 2011)</p>]]></content:encoded>
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<title>Media metrics: 2010 U.S. Digital Year in Review </title>
<link>http://www.smartkpis.com/blog/media-metrics-2010-u-s-digital-year-in-review/</link>
<pubDate>Fri, 11 Feb 2011 11:54:47 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[eCommerce]]></category>

		<category domain="tag" nicename="ecommerce"><![CDATA[eCommerce]]></category>

		<category domain="tag"><![CDATA[Media]]></category>

		<category domain="tag" nicename="media"><![CDATA[Media]]></category>

		<category domain="tag"><![CDATA[online presence]]></category>

		<category domain="tag" nicename="online-presence"><![CDATA[online presence]]></category>

		<category domain="tag"><![CDATA[Retail]]></category>

		<category domain="tag" nicename="retail"><![CDATA[Retail]]></category>

		<category domain="tag"><![CDATA[Social networking]]></category>

		<category domain="tag" nicename="social-networking"><![CDATA[Social networking]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7047</guid>
<description></description>
<content:encoded><![CDATA[comScore, one of the leading companies offering comprehensive digital marketing intelligence and measurement services, has released this month the <strong>2010 U.S. Digital Year in Review</strong>, presenting the key digital media trends of the year 2010, as well as their possible implications for the year 2011.

The research focuses on areas such as e-commerce, social networking, online marketing, video and mobile markets, highlighting aspects such as media consumption behavior, consumer trends in digital media, new and emerging digital technologies.

2010 was a good year for digital media in U.S., with positive trends and renewed optimism in all areas, the major findings of the research reveal that (comScore, 2011):
<ul>
	<li>The U.S. <strong>e-commerce </strong>market<strong> </strong>showed signs of going back into positive trend (a trend interrupted from 2008), its total value in 2010 increasing with 9%, compared to the previous year. The retail e-commerce activity during the holidays season contributed significantly to this, indicating an improvement of consumer confidence, as well as consumers profiting from generous discounting and promotional pricing in the period.</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/2010-U.S.-Retail-E-Commerce-Spending.jpg"><img class="aligncenter size-full wp-image-7048" title="2010 U.S. Retail E-Commerce Spending" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/2010-U.S.-Retail-E-Commerce-Spending.jpg" width="533" height="296" /></a></p>
<p style="text-align: center;"><span style="color: #888888;">Source: comScore (2011)<!--more--> </span></p>

<ul>
	<li><strong>Social networking</strong> was one of the major areas of digital media that benefited from tremendous consolidation throughout 2010. Several highlights into the social media U.S. marketplace are the following: 9 out of 10 internet users are visiting a social media site each month; more than 4.5 hours is spent by an average internet users every month on social networking sites, accounting for 12% of all time spent online; women increased their lead over men in terms of the time spent on social networking sites. Facebook was the social networking site ‘to be’ in 2010, gaining millions of new users and accounting for 10% of all U.S. page views.</li>
</ul>
<ul>
	<li>In the <strong>search market</strong>, Google remained the incontestable leader, with 3 out of every 5 U.S. searches, followed by Yahoo! and Microsoft sites. Below are the top search phrases on core search engines in the U.S.:</li>
</ul>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Top-Search-Phrases-on-5-Core-Search-Engines-in-the-U.S.1.jpg"><img class="aligncenter size-full wp-image-7055" title="Top Search Phrases on 5 Core Search Engines in the U.S." alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Top-Search-Phrases-on-5-Core-Search-Engines-in-the-U.S.1.jpg" width="530" height="377" /></a>
<p style="text-align: center;"><span style="color: #888888;">Source: comScore (2011)</span></p>

<ul>
	<li>A tremendous increase has been noticed in the <strong>online advertising</strong> industry, as brand advertisers continued to shift their budgets to the online. As a result, the U.S. internet users received a total of 4.9 trillion display ads (excluding video), with the social networking publishers accounting for 34% of the ads served in December 2010, an increase with 11% compared to the previous year.</li>
</ul>
<ul>
	<li>In the <strong>online video</strong> market, increases were felt at both the number of users (an average number of 179 million Americans watching online video each month) and their level of engagement (an increased frequency). Hulu continues to be market leader, followed by several major broadcast TV sites (ABC, CBS, NBC and Fox). In this context, 16.4% of the online video consumption was dedicated to watching video ads, which is promising, considering that TV has about 25% advertising coverage, compared to just 1.6% online.</li>
</ul>
<ul>
	<li>The area where technology has bloomed in 2010, both in terms of advanced devices and in terms content applications, was the <strong>mobile phones</strong> market. Research figures indicate that 1 in 4 mobile Americans use smartphones, the 3G penetration has increased to over 50% and 47% of the overall mobile subscribers were connected media users. With RIM market share leader in smartphones (followed by Google, Apple and Microsoft) and Samsung leader as original equipment manufacturer (followed by LG and Motorola), the U.S. mobile users had a generous offer of cutting-edge mobile devices and technology to choose from in order to satisfy their communication, information and entertainment needs. Below are the most frequent mobile activities that users in U.S. have engaged in throughout 2010.</li>
</ul>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Top-Mobile-Activities-in-the-U.S.1.jpg"><img class="aligncenter size-full wp-image-7054" title="Top Mobile Activities in the U.S." alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Top-Mobile-Activities-in-the-U.S.1.jpg" width="576" height="389" /></a>
<p style="text-align: center;"><span style="color: #888888;">Source: comScore (2011)</span></p>
<strong>Reference</strong>

comScore (2011), <em>2010 U.S. Digital Year in Review</em>, available for download at: <a href="http://www.comscore.com/Press_Events/Presentations_Whitepapers/2011/2010_US_Digital_Year_in_Review" target="_self">http://www.comscore.com/Press_Events/Presentations_Whitepapers/2011/2010_US_Digital_Year_in_Review</a> (accessed 10 February 2011).]]></content:encoded>
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<wp:post_id>7047</wp:post_id>
<wp:post_date>2011-02-11 22:54:47</wp:post_date>
<wp:post_date_gmt>2011-02-11 11:54:47</wp:post_date_gmt>
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<title>States and nations infographic - Matching Gross Domestic Product (GDP) and Population size </title>
<link>http://www.smartkpis.com/blog/states-and-nations-infographic-matching-gross-domestic-product-gdp-and-population-size/</link>
<pubDate>Mon, 14 Feb 2011 02:21:27 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[GDP]]></category>

		<category domain="tag" nicename="gdp"><![CDATA[GDP]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[United States GDP]]></category>

		<category domain="tag" nicename="united-states-gdp"><![CDATA[United States GDP]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6833</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">One of the most commented blog articles on <strong>The Economist</strong> is an dynamic infographic that maps state economies part of the US to their equivalents from around the world in terms of <strong>$ GDP</strong> and <strong># Population size</strong>.</p>
<p style="text-align: justify;">While <em>"The Economist proves itself to be imaginative and interesting in its way of illustrating how our world works"</em> as one of the article commentators is acknowledging, what proves to be really interesting from a performance measurement perspective, is the  interest expressed  by the article viewers to visualize  a comparison between America's States and rest of the world in term of other performance indicators. As it results from a quick analysis of the opinions expressed in the comments section, the most popular  suggestion is  <em><strong>$ GDP per capita.</strong></em></p>
<p style="text-align: justify;"><!--more-->Other suggestions for comparison picked out from the article comments section are in terms of:</p>

<ul>
	<li><em><strong>$ Median income</strong></em></li>
	<li><em><strong># Life expectancy</strong></em></li>
	<li><em><strong># Child mortality</strong></em></li>
	<li><em><strong># Geographical size</strong></em></li>
	<li><em><strong># Resources</strong></em></li>
	<li><em><strong>% Debt from GDP</strong></em></li>
</ul>
<object width="595" height="630" classid="clsid:d27cdb6e-ae6d-11cf-96b8-444553540000" codebase="http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0"><param name="allowFullScreen" value="true" /><param name="allowscriptaccess" value="always" /><param name="src" value="http://media.economist.com/sites/default/files/media/2011InfoG/Interactive/US_equivalents_7/main.swf" /><param name="allowfullscreen" value="true" /><embed width="595" height="630" type="application/x-shockwave-flash" src="http://media.economist.com/sites/default/files/media/2011InfoG/Interactive/US_equivalents_7/main.swf" allowFullScreen="true" allowscriptaccess="always" allowfullscreen="true" /></object>
<p style="text-align: center;"><span style="color: #888888;">Source: The Economist, 2011</span></p>
<p style="text-align: justify;"><span style="color: #888888;"><strong><span style="color: #000000;">References</span></strong></span></p>
<p style="text-align: justify;"><span style="color: #888888;"><span style="color: #000000;">The Economist (2011), US equivalents - </span></span>Which countries match the GDP and population of America's states?, available at <a href="http://www.economist.com/blogs/dailychart" target="_blank">http://www.economist.com/blogs/dailychart</a>, (accessed 22 January 2011)<strong><strong></strong></strong></p>]]></content:encoded>
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<wp:post_id>6833</wp:post_id>
<wp:post_date>2011-02-14 13:21:27</wp:post_date>
<wp:post_date_gmt>2011-02-14 02:21:27</wp:post_date_gmt>
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<title>KPIs in practice: METRO performance results</title>
<link>http://www.smartkpis.com/blog/kpis-in-practice-metro-performance-results/</link>
<pubDate>Tue, 15 Feb 2011 07:14:08 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Melbourne]]></category>

		<category domain="tag" nicename="melbourne"><![CDATA[Melbourne]]></category>

		<category domain="tag"><![CDATA[METRO]]></category>

		<category domain="tag" nicename="metro"><![CDATA[METRO]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6690</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">A recent article published in the Victorian daily <em>“The Age”</em> by Royce Millar and Clay Lucas (2011) widely debates the first published performance results of METRO, the newest operator of Melbourne’s franchised rail system.</p>
<p style="text-align: justify;">According with the authors, “<em>the train operator METRO posted a $20 million profit in its first seven months of operation, despite failing every month to meet punctuality targets set by the Brumby governments”</em>.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/METRO-performance-results-smartkpis.jpg"><img class="aligncenter" title="METRO performance results - smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/METRO-performance-results-smartkpis.jpg" width="423" height="300" /></a>Source: www.metrotrains.com.au</p>
<p style="text-align: justify;"><!--more-->Despite poor profit figures and performance penalties constantly paid for being unable to meet the agreed contractual targets, METRO chief executive officer is confident that the company performance will ramp up in 2011.</p>
<p style="text-align: justify;">As the chief executive officer reveals, important steps have already been made in that direction, with operational performance showing significant improvements in the first seven months of the contract as compared with its predecessor registered performance figures for the same period a year ago.</p>
<p style="text-align: justify;">One of the most sensible performance indicators that need to be met in order to avoid any future penalties is:</p>
<p style="text-align: justify;"><strong>% Punctuality</strong> - Target: <strong>88%</strong> of trains must be run <strong>within 5 minutes</strong> of scheduled time</p>
<p style="text-align: justify;">Another important performance indicator is:</p>
<p style="text-align: justify;"><strong>% Delivery</strong> -Target: <strong>98 %</strong> of planned services delivered</p>
<p style="text-align: justify;">As both indicators are key drivers of the company’s service reliability and performance, impacting customer satisfaction and ultimately the company financial performance / profit, they are calculated daily as an average of the last 28 days of data and published on the company homepage as can be seen from the image below.</p>
Other indicators tracked by the company are:

<strong># Six carriage trains operated</strong>: 150

<strong># Network length</strong>: 830 km

<strong># Train kilometers covered per year</strong>: 30 million km

<strong># Customer journeys per year</strong>: 200 million

<strong># Customers per day</strong>: 400.000

<strong># Track lines operated</strong>: 15

<strong># Train stations operated</strong>: 212 (METRO, 2011)
<p style="text-align: justify;">The <a href="http://www.smartkpis.com/kpi_examples_in_practice/metro-performance-report-land-transport-road-rail--industry-1237.html" target="_blank">Metro report</a> outlining the use of their Key Performance Indicators can be viewed by accessing the <a href="http://www.smartkpis.com/kpi_examples_in_practice/dashboard/" target="_blank">KPI in practice section</a> on smartKPIs.com.</p>
<p style="text-align: justify;">To view more Key Performance Indicators from the<a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank"> Transportation</a> and <a href="http://www.smartkpis.com/kpi/industries/infrastructure-operations/" target="_blank">Infrastructure Operations</a> industries , <a href="http://www.smartkpis.com/" target="_blank">smartKPIs.com</a> offers in its <a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">KPI examples</a> section a wide selection of such<a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank"> KPI</a>s.</p>

<h3><strong>References</strong></h3>
<p style="text-align: justify;">Royce, M. &amp; Lucas, C. (2011),<em> Metro on track, if not on time, with $20m profit</em>, The Age, available at <a href="http://www.theage.com.au/victoria/metro-on-track-if-not-on-time-with-20m-profit-20110117-19u16.html" target="_blank">http://www.theage.com.au/victoria/metro-on-track-if-not-on-time-with-20m-profit-20110117-19u16.html</a>, (accessed 19 January 2011)</p>
<p style="text-align: justify;">METRO (2011), <em>About us</em>, available at <a href="http://www.metrotrains.com.au/About-us/Overview.html" target="_blank">http://www.metrotrains.com.au/About-us/Overview.html</a>, (accessed 19 January 2011)</p>
<p style="text-align: justify;"></p>]]></content:encoded>
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<wp:post_id>6690</wp:post_id>
<wp:post_date>2011-02-15 18:14:08</wp:post_date>
<wp:post_date_gmt>2011-02-15 07:14:08</wp:post_date_gmt>
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<title>Strategy Communication and Risk Management as enablers of organizational success – Insights from Dr. Robert Kaplan</title>
<link>http://www.smartkpis.com/blog/strategy-communication-and-risk-management-as-enablers-of-organizational-success-%e2%80%93-insights-from-dr-robert-kaplan/</link>
<pubDate>Wed, 16 Feb 2011 09:24:41 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KRI]]></category>

		<category domain="tag" nicename="kri"><![CDATA[KRI]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Risk Management]]></category>

		<category domain="tag" nicename="risk-management"><![CDATA[Risk Management]]></category>

		<category domain="tag"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag" nicename="robert-kaplan"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag"><![CDATA[Strategy Map]]></category>

		<category domain="tag" nicename="strategy-map"><![CDATA[Strategy Map]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7099</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">A recent interview conducted by<strong> Bruno Aziza</strong>, <em>Director – Worldwide Strategy Lead – Business Intelligence at Microsoft </em>with <strong>Dr. Robert Kaplan</strong> <em>“Baker Foundation Professor” at Harvard Business School</em>, co-creator of the Balanced Scorecard concept, reveals several interesting insights on the key enablers of strategy execution and organizational success.</p>
<p style="text-align: justify;"><strong>Strategy should be understood and executed by all the employees </strong></p>
<p style="text-align: justify;">According with Dr. Kaplan the role of the senior management teams is to plan, formulate and manage the strategy, while its execution should be the responsibility of all employees throughout an organization. Dr. Kaplan acknowledges also that one of the main reasons for which strategies fail is because <em>90 to 95%</em> of employees don’t know what the strategy of the organization is and in consequence they can’t understand and implement it. According to him, one of the roles of the Balanced Scorecard system is to overcome this problem by translating the strategy into a clear visual representation of the strategic objectives and their related performance indicators through the Strategy Map and Balanced Scorecard.</p>
<p style="text-align: justify;"><strong>Strategy communication is key for organizational success</strong></p>
<p style="text-align: justify;">Formulating and translating the strategy into easily understandable visual tools such as the Strategy Map or the Balanced Scorecard is not enough when it comes to actually implement the strategy. Creating awareness about the strategy and main strategic directions throughout the organizations is one of the most critical aspects that need to be overseen when implementing a new strategy no matter of the system used to translate it with. Therefore communication is vital in this process and the strategy needs to be communicated to employees if necessary <em>“seven times in seven ways”</em>.</p>
<p style="text-align: justify;"><strong>Volkswagen Brazil - a leading example in strategy communication </strong></p>
<p style="text-align: justify;">One of the leading examples of how a strategy can be effectively communicated to employees enabling its successful implementation is according with Dr. Kaplan the case of Volkswagen Brazil. The company decided to implement a new strategy focused on innovation and growth.</p>
<p style="text-align: justify;">In order to effectively communicate and implement their new strategy the company took several actions:</p>
<p style="text-align: justify; padding-left: 30px;">1.       They translated the strategy into a simple, very easily to understand Strategy Map, representing a core set of interlinked strategic objectives;</p>
<p style="text-align: justify; padding-left: 30px;">2.       They represented the financial and customer perspectives of the Strategy Map in the national colors of Brazil in order to outline the idea of performance and success as a reminder of the World Cup successes;</p>
<p style="text-align: justify; padding-left: 30px;">3.       They put a Strategy Map on the walls of every room of the company’s four manufacturing plants, so everyone can see it;</p>
<p style="text-align: justify; padding-left: 30px;">4.       They facilitated training sessions, they introduce games and they even created a robot called Giga in order to engage employees and communicate the strategy.</p>
<p style="text-align: justify;">As a result of these efforts, some 16,000 of new innovation ideas were captured from the 22.000 employees, the employee morale and engagement boosted exponentially and in two years time the company grew its revenue from $6.7 billion to $9 billion recapturing the number one spot in Brazil in terms of market share.</p>
<p style="text-align: justify;"><strong>Risk Management - a critical function for organizations in the current economic environment
</strong></p>
<p style="text-align: justify;">In the context of the global financial crisis, as well as other exceptional events such as the environmental disaster caused by BP's Deepwater Horizon rig explosion and subsequent oil spill, Dr. Kaplan considers that risk is one of the most unexplored areas in most of the organizations and one of the main causes of companies’ failure.</p>
<p style="text-align: justify;">Subsequently he recognizes that risk is one of the most difficult measurement problems encountered, as it is hard to capture. Therefore Dr. Kaplan catalogs <em>Key Results Indicators (KRIs)</em> to be the really leading indicators of future performance. While talking about the importance of anticipating and mitigating risks in the context of strategy management, the risk management system is considered by him complementary but different from the strategy execution system.</p>
<p style="text-align: justify;">For more insights on the topics briefly outlined above, watch below the video interview with Dr. Robert Kaplan:</p>
<iframe src="http://www.youtube.com/embed/Kr0AwuvODaw" height="350" width="550" frameborder="0"></iframe>]]></content:encoded>
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<title>Ranking Start-Up Opportunities for 2011</title>
<link>http://www.smartkpis.com/blog/ranking-start-up-opportunities-for-2011/</link>
<pubDate>Thu, 17 Feb 2011 06:16:02 +0000</pubDate>
<dc:creator><![CDATA[anita]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[IBISWorld]]></category>

		<category domain="tag" nicename="ibisworld"><![CDATA[IBISWorld]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6715</guid>
<description></description>
<content:encoded><![CDATA[A recent report by IBISWorld presents the top 5 and bottom 5 investment opportunity rankings to start up a business in Australia in 2011. The rankings are based on both historical records and predictions of five industry performance indicators. They are:
<ul>
	<li>% Revenue growth</li>
	<li>% Enterprise growth</li>
	<li># Level of competition</li>
	<li># Investment requirement</li>
	<li># Level of regulation</li>
</ul>
[caption id="attachment_6717" align="aligncenter" width="552"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/Start-up-Opportunity-Ranking.png"><img class="size-full wp-image-6717" title="Start-up Opportunity Ranking" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Start-up-Opportunity-Ranking.png" width="552" height="214" /></a> Source: IBISWorld[/caption]

<!--more-->Of the industries in top 5, the accounting service industry comes the first because of the 5.6% expected growth in revenue during 2011-12 and the increasing demand for compliance with regulatory requirements. On the other hand, the automotive fuel retailing industry is predicted to be less promising among the bottom 5. The business revenue is low and sensitive to fluctuation in fuel price. New enterprises in this industry also suffer from low enterprise growth, high level of competition and demanding regulation requirements.

<strong>Reference:</strong>

IBISWorld 2010, <em>IBISWorld Reveals the Top 5 Start-up Opportunities Set to Fly and Fall in 2011</em>, available at <a href="http://www.ibisworld.com.au/pressrelease/pressrelease.aspx?prid=241" target="_blank">http://www.ibisworld.com.au/pressrelease/pressrelease.aspx?prid=241</a>(accessed 17 Feb 2011)]]></content:encoded>
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<wp:post_id>6715</wp:post_id>
<wp:post_date>2011-02-17 17:16:02</wp:post_date>
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<title>Over 6300 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-6300-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Fri, 18 Feb 2011 08:39:48 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Performance Indicator]]></category>

		<category domain="tag" nicename="performance-indicator"><![CDATA[Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Premium KPI]]></category>

		<category domain="tag" nicename="premium-kpi"><![CDATA[Premium KPI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7131</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<p style="text-align: justify;">Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 6300 performance measures documented and published</strong> in the online repository. The smartKPIs.com research team focused over the last few days on publishing examples from the Supply Chain, Procurement, Distribution and  Human Resources functional areas. Examples  from the Infrastructure Operations, Transportation, Manufacturing and Telecommunication / Call Center industries were also added.</p>
<p style="text-align: justify;"><!--more-->The functional areas with the highest number of KPI examples are:</p>

<ul style="text-align: justify;">
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (538)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (381)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (351)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (243)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (183)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (177)</a></li>
</ul>
<p style="text-align: justify;">The industries with the highest number of documented performance measures are:</p>

<ul style="text-align: justify;">
	<li><a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (628)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (533)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (280</a>)</li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (272)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">Healthcare (210)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/agriculture/" target="_blank">Agriculture (205)</a></li>
</ul>
<p style="text-align: justify;">Example of a documented performance indicator: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/answer-seizure-ratio-asr-2656.html" target="_blank"># Answer seizure ratio (ASR)</a></p>

<h3 style="text-align: justify;">smartKPIs Premium</h3>
<p style="text-align: justify;">The <em><strong>'</strong></em><a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>gold standard</strong></em></a>' in KPI documentation is now available on smartkpis.com. At the core of <a href="http://www.smartkpis.com/premium.html" target="_blank"><strong><em>smartKPIs Premium</em></strong></a> is a  set of  <strong>over 1,200 KPI examples preselected </strong>by the eab group’s research team as  the most relevant for  practice across functional areas and industries.  These were thoroughly  documented in over 30 fields, 3 times more than  the standard used for most  other KPIs.</p>
<p style="text-align: justify;">Example of a performance measure that was documented for <a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>smartKPIs Premium</strong></em></a> section: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/inventory-to-sales-ratio-isr-4808.html" target="_blank"># Inventory to sales ratio (ISR)</a></p>

<h3 style="text-align: justify;">Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul style="text-align: justify;">
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li style="text-align: justify;"><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden; text-align: justify;">registered members</div>]]></content:encoded>
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<title>Performance Prism at a glance</title>
<link>http://www.smartkpis.com/blog/performance-prism-at-a-glance/</link>
<pubDate>Mon, 21 Feb 2011 04:31:29 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Andy Neely]]></category>

		<category domain="tag" nicename="andy-neely"><![CDATA[Andy Neely]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Prism]]></category>

		<category domain="tag" nicename="performance-prism"><![CDATA[Performance Prism]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=6655</guid>
<description></description>
<content:encoded><![CDATA[<strong>Performance management systems</strong> (PMS) represent information-based routines and procedures formally expressed that managers use to maintain or alter patterns in organizational activities (Simons, 2000). More and more organizations are implementing new and alternative performance management systems in order to obtain better results. These systems focus on reproducing financial and non-financial information that is relevant for decision making and managerial action. Some of the better known performance management systems are the Balanced Scorecard and the Performance Prism.

<strong>The Performance Prism</strong> sets out to be a holistic performance measurement framework (Neely, Adams &amp; Kennerley, 2002). It addresses the key business issues, asking critical questions for decision makers to think through the links between the indicators used (Neely, Adams &amp; Crowe<em>, </em>2001).

<!--more-->Being a three dimensional model, in five perspectives, it addresses all of an organization’s major stakeholder groups:
<ol>
	<li>Investors;</li>
	<li>Customers &amp; intermediaries;</li>
	<li>Suppliers;</li>
	<li>Regulators;</li>
	<li>Communities.</li>
</ol>
A key principle behind the Performance Prism is to have a limited number of indicators in order to give clarity to what the organization is trying to achieve (Centre for Business Performance, Cranfield School of Management, 2009).
<h3>The five facets of the Performance Prism</h3>
• <strong>Stakeholder Satisfaction</strong> (Who are the key stakeholders and what do they want and need?)

•<strong> Strategies</strong> (What critical processes do we require if we are to execute these strategies?)

• <strong>Processes </strong>(What capabilities do we need to operate and enhance these processes?)

• <strong>Capabilities</strong> (What contributions do we require from our stakeholders if we are to maintain and develop these capabilities?)

•<strong> Stakeholder Contribution</strong> (What strategies do we have to put in place to satisfy the wants and needs of these key stakeholders?)
<h3><strong>Origins</strong></h3>
The Performance Prism measurement framework has been developed in close co-operation by the Centre for Business Performance at Cranfield School of Management (formerly at University of Cambridge) and the Process Excellence Core Capability Group of Andersen Consulting.
<h3><strong>Implementation</strong></h3>
Seen by its authors as a comprehensive measurement framework, the Performance Prism was designed to assist performance indicators selection – the vital process of picking the right measures from a different perspective than that of other performance frameworks such as the better known Balanced Scorecard (Neely, Adams &amp; Crowe<em>, </em>2001). Thus it looks first at the needs of the major organisational stakeholder groups and secondly it analyses the best strategies that need to be employed to satisfy those needs.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Performance-Prism.jpg"><img class="aligncenter size-large wp-image-6656" title="Performance Prism" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Performance-Prism-1024x627.jpg" width="614" height="376" /></a></p>
<p style="text-align: center;"><span style="color: #888888;">Source: Neely, Adams &amp; Crowe<em>,</em> (2001)</span></p>

<h3><strong><strong>Performance Prism vs. Balanced Scorecard
</strong></strong></h3>
Oftentimes the Performance Prism is compared with Balanced Scorecard (BSC), as it is considered to present solutions to the limitations of the BSC.

By addressing stakeholder value, rather than shareholder value, the Performance Prism aims to minimize the key flaw of the Balanced Scorecard (Smith, 2005). Also, it allows to link external performances expected by stakeholders with internal performances of the organisation. Moreover, having the measures aligned with cross-functional "<em>end to end</em>" processes is considered to be a valuable advantage for Performance Prism (Ducq &amp; Kromm, 2009).

<strong>Further reading - Case studies:</strong>
<ul>
	<li>Anderson, W. (2007), <em>Speaking the Language of Management: Applying the Performance Prism to Public Relations Assessment</em>, Vol. 15, No. 2, pp. 120-130.</li>
	<li>Centre for Business Performance, Cranfield School of Management, (2009), <em>A </em><em>literature review of performance management and measurement</em>, available at: <a href="http://www.idea.gov.uk/idk/aio/306299" target="_blank">http://www.idea.gov.uk/idk/aio/306299</a>.</li>
	<li>Ducq, Y.<strong> &amp; </strong>Kromm, H. (2009), <em>Design and implementation of performance measurement system in an international surfwear company</em>, in 6th International Conference on Theory and Practice in Performance Measurement and Management, New Zealand.<em> </em></li>
</ul>
<strong>References:</strong>
<ul>
	<li>Centre for Business Performance, Cranfield School of Management, (2009), <em>A </em><em>literature review of performance management and measurement</em>, available at: <a href="http://www.idea.gov.uk/idk/aio/306299" target="_blank">http://www.idea.gov.uk/idk/aio/306299</a> (accessed 12 December 2010)</li>
	<li>de Waal, A.A. (2003), <em>THE ROLE OF BEHAVIORAL FACTORS IN THE SUCCESSFUL IMPLEMENTATION AND USE OF</em> <em>PERFORMANCE MANAGEMENT SYSTEMS, </em>Management Decision, Vol. 41, No. 8, pp.668-697.</li>
	<li>Ducq, Y.<strong> &amp; </strong>Kromm, H. (2009), <em>Design and implementation of performance measurement system in an international surfwear company</em>, in 6th International Conference on Theory and Practice in Performance Measurement and Management, New Zealand.</li>
	<li>Neely, A., Adams, C. &amp; Kennerley, M. (2002), <em>The Performance Prism: The Scorecard for Measuring and Managing Business Success, </em>Financial Times Prentice Hall<em> </em>, Great Britain.</li>
	<li>Neely, A., Adams, C. &amp; Crowe, P. (2001), <em>The performance prism in practice</em>, Measuring Business Excellence, Vol. 5, No. 2, pp.6-12.</li>
	<li>Simons, R. (2000),<em> Performance Measurement and Control Systems for Implementing Strategy: Text and Cases, </em>Prentice Hall, Upper Saddle River, NJ.</li>
	<li>Smith, M. (2005),  <em>Performance measurement &amp; management: a strategic approach to management, </em>SAGE Publications Inc.</li>
</ul>]]></content:encoded>
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<title>Book review: Marketing and the Bottom Line by Professor Tim Ambler - Part 1 of 2</title>
<link>http://www.smartkpis.com/blog/book-review-marketing-and-the-bottom-line-by-professor-tim-ambler/</link>
<pubDate>Tue, 22 Feb 2011 04:57:48 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Book review]]></category>

		<category domain="tag" nicename="book-review"><![CDATA[Book review]]></category>

		<category domain="tag"><![CDATA[Brand Equity]]></category>

		<category domain="tag" nicename="brand-equity"><![CDATA[Brand Equity]]></category>

		<category domain="tag"><![CDATA[London Business School]]></category>

		<category domain="tag" nicename="london-business-school"><![CDATA[London Business School]]></category>

		<category domain="tag"><![CDATA[Marketing and the Bottom Line]]></category>

		<category domain="tag" nicename="marketing-and-the-bottom-line"><![CDATA[Marketing and the Bottom Line]]></category>

		<category domain="tag"><![CDATA[Tim Ambler]]></category>

		<category domain="tag" nicename="tim-ambler"><![CDATA[Tim Ambler]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7115</guid>
<description></description>
<content:encoded><![CDATA[Professor <strong>Tim Ambler </strong>from the <strong>London Business School</strong> is one of the leading authorities in marketing performance measurement and investigating the impact of marketing on finance. In his 2003 book,<strong> <em>‘Marketing and the Bottom Line’</em>,</strong> he explores aspects such as marketing metrics, performance of the marketing mix, innovation performance and brand equity.

[caption id="attachment_7122" align="alignright" width="120"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/african-elephant1.png"><img class="size-full wp-image-7122" title="african-elephant" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/african-elephant1.png" width="120" height="96" /></a> Source: commons.wikimedia.org (2008)[/caption]

One of the topics analyzed in detail is the concept of <strong>brand equity</strong> and brand equity measurement. Ambler discusses the confusion around these terms, brand equity being<em> ‘such a big concept that people have difficulty describing it’</em> (Ambler, 2003: 41), using the metaphor of an elephant.

This metaphor is suggestive in illustrating why top managers have such a difficulty in giving the proper attention to brand equity: <em>‘one has little perspective of an elephant if one is riding it’ </em>(Ambler, 2003: 43). Just like an elephant in combat, brand equity is the means to gain more and more territory or market share, while it is very easy to ignore or overlook the well-being of the elephant itself.

<!--more-->Aiming to put some light into the confusion around brand equity, the author argues that brand equity is the asset itself, while brand valuation, market share etc. are the metrics that can be used to measure and quantify the asset (Ambler, 2003). While brand equity is mostly associated with dimensions such as brand loyalty or brand awareness and intellectual property assets (i.e. trademarks), why is it so important from a financial point of view? The answer to this question relies in the definition of brand equity from an accountant’s perspective:<em> ‘brand equity is the accumulated intangible asset from past marketing that has not yet been taken into profit’ </em>(Ambler, 2003: 47). This is why many current brand valuation methods are based on discounting future cash flows that are estimated to be generated by the marketing or brand investment.

Referring to <strong>brand valuation</strong> methodologies, the author makes an analysis of some of the most popular methods used to measure brand equity, such as the <em>BrandAsset Valuator</em> developed by Young &amp; Rubicam or the <em>Brand Evolution</em> model from Ipsos-ASI. However, the author emphasizes the difficulty to measure brand equity in a direct manner, by investigating customer attitudes towards the brand by means of surveys or other similar techniques, as it is quite difficult to look into customers’ minds and <em>‘count the brand synapses’ </em>(Ambler, 2003: 62). Moreover, such measurements must be treated with caution in terms of accurate data interpretation and subjectivity of the respondents.

The author then proposes the use of proxies that would give a more reliable and complex image of the brand value. These proxies would be of three categories – inputs, intermediate measures and behaviors – and would include aspects such as:
<ul>
	<li>Marketing mix metrics, such as amount of advertising (as input);</li>
	<li>Brand awareness, perceived quality, customer satisfaction (as intermediate measures);</li>
	<li>Value of sales or customer retention (as behavioral metrics).</li>
</ul>
An interesting idea that emerges from Tim Ambler’s argumentation on brand equity is that this asset makes the distinction between marketing and sales. While marketing is about investing resources with the expectation that at a future point in time these will generate sales, selling is mostly about rapid gaining of revenues and profits. From this difference of perspectives can emerge one of the most dangerous mistakes in assessing marketing performance - measuring the latent benefits of the marketing investment before its actual impact on the sales figures.

To sum up, we can draw the following conclusions from Ambler's argumentation on brand equity:
<ul>
	<li>Do not confuse the asset (brand equity) with its measurement (brand valuation);</li>
	<li>Brand valuation should be done with cautions, in order to have a multidimensional perspective and overcome the limits of customer surveys;</li>
	<li>Timing is vital, in order to accurately capture the impact of marketing investment on brand valuation, sales and the bottom line.</li>
</ul>
<strong>Reference</strong>

Ambler, T. (2003), <em>Marketing and the Bottom Line. The marketing metrics to pump up cash flow</em>, Second edition, Prentice Hall, London, UK.]]></content:encoded>
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<title>Emerging green economy performance measurement</title>
<link>http://www.smartkpis.com/blog/emerging-green-economy-performance-measurement/</link>
<pubDate>Tue, 22 Feb 2011 15:58:03 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[CSR]]></category>

		<category domain="tag" nicename="csr"><![CDATA[CSR]]></category>

		<category domain="tag"><![CDATA[Environement Care]]></category>

		<category domain="tag" nicename="environement-care"><![CDATA[Environement Care]]></category>

		<category domain="tag"><![CDATA[FedEx]]></category>

		<category domain="tag" nicename="fedex"><![CDATA[FedEx]]></category>

		<category domain="tag"><![CDATA[GreenBiz Index]]></category>

		<category domain="tag" nicename="greenbiz-index"><![CDATA[GreenBiz Index]]></category>

		<category domain="tag"><![CDATA[Panasonic]]></category>

		<category domain="tag" nicename="panasonic"><![CDATA[Panasonic]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Procter &amp; Gamble]]></category>

		<category domain="tag" nicename="procter-gamble"><![CDATA[Procter &amp; Gamble]]></category>

		<category domain="tag"><![CDATA[Sustainability]]></category>

		<category domain="tag" nicename="sustainability"><![CDATA[Sustainability]]></category>

		<category domain="tag"><![CDATA[Walmart]]></category>

		<category domain="tag" nicename="walmart"><![CDATA[Walmart]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7161</guid>
<description></description>
<content:encoded><![CDATA[The recently launched report, <strong><em>State of Green Business 2011</em></strong> (Makover <em>et al.,</em> 2011)<em>, </em>at its fourth annual edition, aims to <em><strong>measure the impact of the emerging green economy</strong></em>, highlighting the <em><strong>main trends for 2011 regarding corporate sustainability efforts</strong></em>.

This year's report indicates a dramatic shift occurring in mainstream business, as companies are thinking bigger and longer-term about sustainability. Even during economically challenging times, companies invest more and more in their sustainability activities, making important commitments in this area:
<ul>
	<li><strong>FedEx</strong> committed to improve vehicle fuel efficiency by 20% by 2020;</li>
	<li><strong>Panasonic</strong> unveiled a three year plan "Green Transformation 2012" - laying the groundwork for it to become the world's leading "Green Innovation Company", by 2018, on Panasonic's 100th anniversary;</li>
	<li><strong>Walmart</strong> pledged to sell $1 billion of fresh produce sourced from 1000 small- and medium-sized farmers;</li>
	<li><strong>Nec Corp.</strong>, the largest PC maker from Japan, indicated investment plans of $1.1 billion over eight years in battery and smart grid technologies;</li>
	<li><strong>Procter &amp; Gamble</strong> made a commitment to power all of their factories with renewable energy within the next ten years.</li>
</ul>
The impact of these efforts will only be known in the years to come, green and clean innovations being considered the path forward to growth and perhaps, to long term profitability.

For measuring performance of emerging green economy, the <strong>GreenBiz Index</strong> is used  as a representative selection of indicators that reflect in aggregate, the progress of U.S. companies in 20 aspects of environmental performance - from operational efficiency to employee commuting to investments in clean technologies (Makover <em>et al.,</em> 2011).
<p style="text-align: center;"><strong><span style="color: #888888;">The GreenBix Index: Summary</span></strong></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/The-GreenBiz-Index.jpg"><img class="aligncenter size-full wp-image-7162" title="The-GreenBiz-Index" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/The-GreenBiz-Index.jpg" width="746" height="772" /></a><span style="color: #888888;">Source: Makover <em>et al.</em> (2011)<!--more-->
</span></p>
The progress compared to targets is indicated through the colored icons: "swimming" - making progress, "treading" - standing still and "sinking" - falling behind. The results regarding the GreenBiz Index, indicate that while some green practices are strongly swimming (paper use, recycling, investments in clean tech), there are many others that are simply treading water or sinking.

For more insights on Key Performance Indicators (KPIs) and performance measures for <a href="http://www.smartkpis.com/kpi/functional-areas/csr-sustainability-environment-care/environmental-care/" target="_blank">Environmental Care</a>, please visit the <a href="../../" target="_blank">smartKPIs.com</a> library of KPI examples.
<div><strong>Reference</strong></div>
<div>Makover <em>et al.</em> (2011), <em>State of Green Business 2011, </em>available at: <a href="http://www.greenbiz.com/business/research/report/2011/02/01/state-green-business-report-2011" target="_blank">http://www.greenbiz.com/business/research/report/2011/02/01/state-green-business-report-2011</a> (accessed 20 February 2011)</div>]]></content:encoded>
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<title>Learning and development - key enablers of organizational performance and success</title>
<link>http://www.smartkpis.com/blog/learning-and-development-key-enablers-of-organizational-performance-and-success/</link>
<pubDate>Thu, 24 Feb 2011 08:56:43 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Aberdeen Group]]></category>

		<category domain="tag" nicename="aberdeen-group"><![CDATA[Aberdeen Group]]></category>

		<category domain="tag"><![CDATA[Knowledge and Innovation]]></category>

		<category domain="tag" nicename="knowledge-and-innovation"><![CDATA[Knowledge and Innovation]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7137</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The world is increasingly knowledge centric. Rapid technological developments coupled with the ever more challenging economic conditions characterized by fierce competition, increased financial uncertainty and changing customer needs and expectations force organizations to consider learning and development activities as critical for their organizational performance and success.</p>
<p style="text-align: justify;">An Aberdeen Group research, conducted by Lombardi and Bourke between September and October 2010, examined the use, intentions and strategies of nearly 400 organizations to achieve their learning and business performance objectives.</p>
<p style="text-align: justify;"><!--more-->According to research findings, best in class organizations (top 20% of the enterprises surveyed) clearly outperformed their peers in all analyzed performance criteria:</p>

<ul style="text-align: justify;">
	<li><em>% Organizational <a href="http://www.smartkpis.com/dashboard/" target="_blank">Key Performance Indicators</a> (KPIs) and Management by Objectives (MBOs) targets met</em> (<strong>89%</strong> for best in class – <strong>59%</strong> for *laggards);</li>
	<li><em>% New hires meeting their first performance milestones on time </em>(<strong>86%</strong> for best in class – <strong>55%</strong> for laggards);</li>
	<li><em>% Employees rated as “exceeding expectations” in their most recent performance review</em> (<strong>75%</strong> for best in class – <strong>22%</strong> for laggards).</li>
</ul>
<em>* Laggards are the bottom 30% of the organizations surveyed.</em>
<p style="text-align: justify;">Performance on other <a href="http://www.smartkpis.com/dashboard/" target="_blank">key performance indicators</a> clearly shows that top organizations that effectively execute their learning strategies are better off than all other organizations:</p>

<ul style="text-align: justify;">
	<li><em>% Customer retention</em> (<strong>93%</strong> for bets in class – <strong>89%</strong> for all others)</li>
	<li><em>% Employee engagement</em> (<strong>77%</strong> for best in class – <strong>60%</strong> for all others)</li>
	<li><em>% Bench strength</em> (<strong>56%</strong> for best in class – <strong>44%</strong> for all others)</li>
	<li><em>% Change in revenue per FTE</em> (<strong>11%</strong> for best in class – <strong>4% </strong>for all others)</li>
</ul>
<p style="text-align: justify;">Among the top pressures identified as needing to be addressed through learning are:</p>

<ul style="text-align: justify;">
	<li><em>Business changes require reeducation and realignment;</em></li>
	<li><em>Lack of key skills in the marketplace, and </em></li>
	<li style="text-align: justify;"><em>Changing customer needs and expectations</em></li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Learning-and-development-Aberdeen-report-smartkpis1.png"><img class="aligncenter size-full wp-image-7141" title="Learning-and-development-Aberdeen-report-smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Learning-and-development-Aberdeen-report-smartkpis1.png" width="472" height="283" /></a><span style="color: #888888;">Source: Lombardi &amp; Bourke, (2010)</span></p>
<p style="text-align: justify;">One of the key priorities for organizations in order to address these issues remains to focus their efforts towards continually communicating information to their employees about the organizational strategy and the key strategic directions that need to be followed, as well as any shifts in priorities.</p>
<p style="text-align: justify;">Despite the fact that Aberdeen’s <em>Talent Acquisition Study</em> from August 2010 clearly revealed that “<em>learning must be driven by strategy, and measured by the impact on business results</em>”, organization are still facing critical challenges in executing their learning strategies. Among the most common pressures identified by the organizations surveyed are:</p>

<ul style="text-align: justify;">
	<li><em>Supporting learning and formal learning events;</em></li>
	<li><em>Linking learning programs to business results;</em></li>
	<li><em>Assessing competency / skill levels to determine gaps, and</em></li>
	<li style="text-align: justify;"><em>Keeping agile and responsive business needs.</em></li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Learning-challenges-Aberdeen-Report-smartkpis.png"><img class="aligncenter size-full wp-image-7142" title="Learning-challenges-Aberdeen-Report-smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Learning-challenges-Aberdeen-Report-smartkpis.png" width="475" height="283" /></a><span style="color: #888888;">Source: Lombardi &amp; Bourke, (2010</span><span style="color: #888888;">)</span></p>

<h3>Top Strategies for learning</h3>
<p style="text-align: justify;">The Aberdeen research results show that organizations who recognized the critical role learning plays in enabling the execution of business strategy are balancing three key strategies:</p>

<ul style="text-align: justify;">
	<li><em>Define organizational leadership competencies;</em></li>
	<li><em>Link learning programs to business goals, and</em></li>
	<li style="text-align: justify;"><em>Strive for more consistent development throughout the lifecycle.</em></li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Top-Strategies-Aberdeen-Report-smartkpis.png"><img class="aligncenter size-full wp-image-7143" title="Top-Strategies-Aberdeen-Report-smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Top-Strategies-Aberdeen-Report-smartkpis.png" width="474" height="277" /></a><span style="color: #888888;">Source: Lombardi &amp; Bourke, (2010)</span></p>
On an internal base, the focus of learning is about nurturing the skills that will enable individuals to be more effective leaders, make better decisions and better execute the strategies. However for most of the top organizations learning is more than that, and it is seen as a way to:
<ul>
	<li><em>Improve product knowledge;</em></li>
	<li><em>Improve satisfaction with product / services;</em></li>
	<li><em>Increase brand awareness;</em></li>
	<li><em>Generate revenue from learning programs, and</em></li>
	<li><em>Gain insights into customers and partners. </em></li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Enterprise-learning-Aberdeen-Report-smartkpis.png"><img class="aligncenter size-full wp-image-7144" title="Enterprise-learning-Aberdeen-Report-smartkpis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Enterprise-learning-Aberdeen-Report-smartkpis.png" width="476" height="239" /></a><span style="color: #888888;">Source: Lombardi &amp; Bourke, (2010)</span></p>
<p style="text-align: justify;">As the Aberdeen report results show, learning is today a key enabler or organizational performance and success. Without a balanced mix of employee skills and knowledge to innovative and the right learning strategies to enact them, organizational performance is deemed to be compromised.</p>

<h3 style="text-align: justify;">Reference</h3>
<p style="text-align: justify;">Lombardi, M. &amp; Bourke, J. (2010), <em>Learning &amp; Development 2010. Bridging the Gap between Strategy and Execution</em>, Aberdeen Group, October 2010, available at <a href="http://www.aberdeen.com/aberdeen-library/6743/RA-learning-leadership-development.aspx" target="_blank">http://www.aberdeen.com/aberdeen-library/6743/RA-learning-leadership-development.aspx</a></p>]]></content:encoded>
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<title>Measuring the organizational impact of learning with KPIs</title>
<link>http://www.smartkpis.com/blog/measuring-the-organizational-impact-of-learning-with-kpis/</link>
<pubDate>Fri, 25 Feb 2011 06:40:34 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Aberdeen Report]]></category>

		<category domain="tag" nicename="aberdeen-report"><![CDATA[Aberdeen Report]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7227</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Measuring the impact of learning is one of the biggest challenges for learning organizations due to its intangible and hard to quantify nature. Regardless of the <a href="http://www.smartkpis.com/" target="_blank">key performance indicators</a> used to measure the impact of learning programs, it is essential to ensure they convey meaning and value.</p>
<p style="text-align: justify;">A recent Aberdeen Report, conducted by Lombardi and Bourke between September and October 2010, examined the use, intentions and strategies of nearly 400 organizations to achieve their learning and business performance objectives.</p>
<p style="text-align: justify;">According to the research findings the <a href="http://www.smartkpis.com/" target="_blank">performance indicators</a> used to measure  the impact of learning on organizations are similar for both line of business and HR / talent management / learning professionals. Differences appear mostly in terms of priority. While HR professionals put more emphasis on internal facing metrics such as <em>employee engagement</em>,  <em>employee performance</em> and <em>retention of key talent</em>, the line of business gives more value to external facing metrics such as <em>profit </em>and <em>customer retention</em>.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/KPIs-for-learning.png"><img class="aligncenter size-full wp-image-7228" title="KPIs-for-learning" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/KPIs-for-learning.png" width="550" height="243" /></a><span style="color: #888888;">Source: Lombardi &amp; Bourke (2010)</span></p>
<p style="text-align: justify;"><!--more-->Measuring learning progress should be an ongoing activity for organizations. The Aberdeen study mirrors that one of the reasons for which Best-in-Class organizations (top 20% of the enterprises surveyed) outperform their peers is their unique approach to learning.</p>

<ul style="text-align: justify;">
	<li><em>26% of Best-in-Class companies measure their learning program effectiveness after every course or program compared to only 17 % of all others;</em></li>
	<li><em>22% of Best-in-Class companies assess the performance on the overall learning and development strategy at least quarterly, while 8% review it on a monthly bases;</em></li>
	<li><em>50% of Best-in-Class companies are more likely to work with key stakeholders for developing meaningful learnig metrics compared to 23% of Laggards. </em></li>
</ul>
<p style="text-align: justify;"></p>

<h3 style="text-align: justify;"><strong>Reference</strong></h3>
<ul style="text-align: justify;">
	<li style="text-align: justify;">Lombardi, M. &amp; Bourke, J. (2010), <em>Learning &amp; Development 2010. Bridging the Gap between Strategy and Execution</em>, Aberdeen Group, October 2010, available at <a href="http://www.aberdeen.com/aberdeen-library/6743/RA-learning-leadership-development.aspx" target="_blank">http://www.aberdeen.com/aberdeen-library/6743/RA-learning-leadership-development.aspx</a></li>
</ul>]]></content:encoded>
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<title>Book review: Marketing and the Bottom Line by Professor Tim Ambler - Part 2 of 2</title>
<link>http://www.smartkpis.com/blog/book-review-marketing-and-the-bottom-line-by-professor-tim-ambler-part-2-of-2/</link>
<pubDate>Mon, 28 Feb 2011 12:56:57 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Book review]]></category>

		<category domain="tag" nicename="book-review"><![CDATA[Book review]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Marketing and the Bottom Line]]></category>

		<category domain="tag" nicename="marketing-and-the-bottom-line"><![CDATA[Marketing and the Bottom Line]]></category>

		<category domain="tag"><![CDATA[Tim Ambler]]></category>

		<category domain="tag" nicename="tim-ambler"><![CDATA[Tim Ambler]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7214</guid>
<description></description>
<content:encoded><![CDATA[Continuing the review of Professor Tim Ambler’s book, <strong><em>Marketing and the Bottom Line</em></strong>, we now focus on a very interesting topic in the context of marketing performance measurement, in particular and performance measurement, in general, which is the process of performance assessment itself.

Whenever describing a performance measurement or management system, it is of crucial importance to determine the level of maturity of the system, in order to have a clear image on the expectations from the assessment and what can be done to improve the system itself and take it to a next level of complexity.

<!--more-->Professor Tim Ambler identifies five possible <strong>stages of marketing performance assessmen</strong>t, as follows (Ambler, 2003):

<strong>1.  No assessment at all</strong>

This characterizes companies in which the idea of marketing performance assessment has not yet even risen, the possible causes being the fact that marketing is not seen as something that needs attention from top management or that things are going so well for the company that there is no place for changes or critical marketing review. However, what these companies neglect is that market conditions may always change impromptu, taking the company by surprise and causing serious damages.

<strong>2.  Marketing assessment from a financial point of view</strong>

In this case, top management is mostly preoccupied with the financial figures, determining that marketing, as well as other functions, is evaluated by means of revenue, profits and, in some cases, brand valuation. The weak point in this context is that financial evaluation lacks the assessment of the sources for cash flow and it only reflects effects, and not causes for that effects.

<strong> 3.  Mix of financial and non-financial metrics</strong>

In this stage, management has realized that financial indicators alone are not enough, thus a multitude of non-financial metrics are introduced across the company’s functions, including marketing. Although offering a larger perspective on performance, this situation usually involves the lack of finding a balance for the volume of metrics to be employed. If not treated with caution, measurement can lead to new demands and questions being raised, new metrics being introduced and so on, until the system becomes overwhelming and confusing, the value it adds being limited considering the efforts.

<strong> 4.  Development of a market focus</strong>

At this point, the overwhelming variety of metrics (both financial and non-financial) are being streamlined by management, and a collection of indicators are selected in order to give a single coherent view on the market. While projecting a more focused and rationalized approach, the problem in this stage remains the question of whether these metrics are the “right” ones. The author argues that it can happen that marketers hold tight to familiar indicators, which can be a good thing if aiming to maintain comparable data, but also a bad thing if not accurately analyzing the relevance of those metrics for the particular case of the company.

<strong> 5.  Adoption of a scientific approach to measuring performance</strong>

This stage involves an even more rationalized and refined process of selecting the performance measures, by applying mathemathic and qualitative analysis to the database of past and current metrics in order to provide the shortest and most relevant list. Where possible, this analysis would reflect which metrics used in the past were best to predict current performance, and although it cannot be guaranteed for sure that they would predict future performance, it would be a good starting point for preparing the pool of the most representative metrics for top management to choose from.
<h3 style="text-align: center;"><strong><span style="color: #888888;">The five stages of marketing performance assessment </span></strong></h3>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/stages-of-marketing-performance-assessment.jpg"><img class="aligncenter size-full wp-image-7215" title="stages-of-marketing-performance-assessment" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/stages-of-marketing-performance-assessment.jpg" width="389" height="354" /></a><span style="color: #888888;">Source: adapted from Ambler (2003)</span></p>
<strong>Reference</strong>

Ambler, T. (2003), <em>Marketing and the Bottom Line. The marketing metrics to pump up cash flow</em>, Second edition, Prentice Hall, London, UK.]]></content:encoded>
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<title>The impact of knowledge on performance</title>
<link>http://www.smartkpis.com/blog/the-impact-of-knowledge-on-performance/</link>
<pubDate>Mon, 28 Feb 2011 13:05:23 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Harvard Business School]]></category>

		<category domain="tag" nicename="harvard-business-school"><![CDATA[Harvard Business School]]></category>

		<category domain="tag"><![CDATA[Knowledge and Innovation]]></category>

		<category domain="tag" nicename="knowledge-and-innovation"><![CDATA[Knowledge and Innovation]]></category>

		<category domain="tag"><![CDATA[Performane Management]]></category>

		<category domain="tag" nicename="performane-management"><![CDATA[Performane Management]]></category>

		<category domain="tag"><![CDATA[Team Performance]]></category>

		<category domain="tag" nicename="team-performance"><![CDATA[Team Performance]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7073</guid>
<description></description>
<content:encoded><![CDATA[Knowledge has an important impact on performance level in various ways and in different situations, such as changing and adapting organizational processes when requirements shift (Kogut &amp; Zander, 1992; Nonaka &amp;Takeuchi, 1995; Teece<em> et al.,</em> 1997).

<em>Using What We Know: Turning Organizational Knowledge into Team Performance</em> (Edmondson, Staats &amp; Valentine, 2010)<em> </em>is a recently published Harvard Business School working paper examining<strong> how teams use the knowledge resources in organization for producing novel output</strong>. The performance measures monitored in order to assess the impact of the team using organizational knowledge repository are general, defined as quality and efficiency of the team performance.  Integrating knowledge in the organization is difficult when facing structural characteristics such as <strong>geographic dispersion</strong> and <strong>task change</strong>. The authors distinguish between team's <strong>knowledge repository use </strong>and <strong>concentration of use</strong>, the last one being defined as the extent to which use is limited to a few members versus more evenly distributed within the team (Edmondson, Staats &amp; Valentine, 2010).
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Plots_of_the_interaction_effects_on_effort_deviation.jpg"><img class="aligncenter size-large wp-image-7075" title="Plots_of_the_interaction_effects_on_effort_deviation" alt="Plots of the interaction effects on effort deviation" src="http://www.smartkpis.com/blog/wp-content/uploads/Plots_of_the_interaction_effects_on_effort_deviation-1024x476.jpg" width="655" height="305" /></a><span style="color: #888888;">Source: Edmondson, Staats &amp; Valentine (2010)</span></p>
<!--more-->Based on data obtained from several hundred software development projects in an Indian software services companies, the paper underlines that:
<ul>
	<li><strong>knowledge repository use has a positive effect on project efficiency</strong>, by improving knowledge-worker productivity; however, <strong>it does not impact project quality;</strong></li>
	<li><strong>concentration of repository use is positively associated to project quality</strong> and negatively related with project efficiency;</li>
	<li>if holding the amount of repository use constant, <strong>concentration of use affects team performance;</strong></li>
	<li>by examining the team members’ <strong>geographic dispersion and task change</strong>, it was concluded that teams whose conditions suggest a greater opportunity to benefit from knowledge repository use show performance benefits (Edmondson, Staats &amp; Valentine, 2010).</li>
</ul>
In 2007, U.S. organizations spent $73 billion on knowledge management initiatives (Murphy &amp; Hackbush, 2007). Measuring the value added by the knowledge management initiatives can a difficult task. For more insights on Key Performance Indicators (KPIs) and performance measures for <a href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/knowledge-management/" target="_blank">Knowledge Management</a>, please visit the <a href="../../" target="_blank">smartKPIs.com</a> library of KPI examples.

<strong>References:</strong>

Edmondson, A.,C., Staats, B., R, &amp; Valentine, A., M. (2010), <em>Using What We Know: Turning Organizational Knowledge into Team Performance, </em>available at: <a href="http://www.hbs.edu/research/pdf/11-031.pdf" target="_blank">http://www.hbs.edu/research/pdf/11-031.pdf </a>(accessed 10 February 2011)

Kogut, B. and U. Zander (1992). "Knowledge of the firm, combinative capabilities, and the replication of
technology." Organ. Sci. 3(3): 383-397.

Nonaka, I. &amp; Takeuchi, H. (1995), <em>The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation</em>, New York, Oxford University Press.

Murphy, J. &amp; Hackbush, J. (2007), <em>The knowledge management spending report, 2007–2008, </em>AMR Research Retrieved August 17, 2010.

Teece, D., J., Pisano, G. &amp; Shuen, A. (1997), <em>Dynamic capabilities and strategic management</em>, Strategic Management J. 18(7): pp. 509-533.]]></content:encoded>
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<title>Over 6400 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-6400-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Wed, 02 Mar 2011 06:01:05 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[KPIs Premium]]></category>

		<category domain="tag" nicename="kpis-premium"><![CDATA[KPIs Premium]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Measures]]></category>

		<category domain="tag" nicename="measures"><![CDATA[Measures]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Premium KPI]]></category>

		<category domain="tag" nicename="premium-kpi"><![CDATA[Premium KPI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7276</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<p style="text-align: justify;">Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 6400 performance measures documented and published</strong> in the online repository. The smartKPIs.com research team focused over the last few days on publishing examples from the Supply Chain, Procurement, Sales &amp; Customer Service, Corporate Services and  Human Resources functional areas. Examples  from the Education &amp; Training, Publishing, Arts &amp; Culture and Financial Institutions industries were also added.</p>
<p style="text-align: justify;"><!--more-->The functional areas with the highest number of KPI examples are:</p>

<ul style="text-align: justify;">
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (542)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (384)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (355)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (254)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (187)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (178)</a></li>
</ul>
<p style="text-align: justify;">The industries with the highest number of documented performance measures are:</p>

<ul style="text-align: justify;">
	<li><a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (630)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (543)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (280</a>)</li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (272)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">Healthcare (211)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/agriculture/" target="_blank">Agriculture (205)</a></li>
</ul>
<p style="text-align: justify;">Example of a documented performance indicator: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/incoming-to-outgoing-exchange-students-ratio-6673.html" target="_blank"># Incoming to outgoing exchange students ratio</a></p>

<h3 style="text-align: justify;">smartKPIs Premium</h3>
<p style="text-align: justify;">The <em><strong>'</strong></em><a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>gold standard</strong></em></a>' in KPI documentation is now available on smartkpis.com. At the core of <a href="http://www.smartkpis.com/premium.html" target="_blank"><strong><em>smartKPIs Premium</em></strong></a> is a  set of  <strong>over 1,200 KPI examples preselected </strong>by the eab group’s research team as  the most relevant for  practice across functional areas and industries.  These were thoroughly  documented in over 30 fields, 3 times more than  the standard used for most  other KPIs.</p>
<p style="text-align: justify;">Example of a performance measure that was documented for <a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>smartKPIs Premium</strong></em></a> section: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/policy-renewal-rate-161.html" target="_blank">% Policy renewal rate</a></p>

<h3 style="text-align: justify;">Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul style="text-align: justify;">
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li style="text-align: justify;"><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden; text-align: justify;">registered members</div>]]></content:encoded>
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<wp:post_id>7276</wp:post_id>
<wp:post_date>2011-03-02 17:01:05</wp:post_date>
<wp:post_date_gmt>2011-03-02 06:01:05</wp:post_date_gmt>
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<title>eab group launches Top KPIs of 2010 Reports series - The Oscars of Key Performance Indicators</title>
<link>http://www.smartkpis.com/blog/eab-group-launches-top-kpis-of-2010-reports-series-the-oscars-of-key-performance-indicators/</link>
<pubDate>Thu, 03 Mar 2011 06:46:49 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Top 10 KPIs]]></category>

		<category domain="tag" nicename="top-10-kpis"><![CDATA[Top 10 KPIs]]></category>

		<category domain="tag"><![CDATA[Top 10 KPIs of 2010]]></category>

		<category domain="tag" nicename="top-10-kpis-of-2010"><![CDATA[Top 10 KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top KPIs]]></category>

		<category domain="tag" nicename="top-kpis"><![CDATA[Top KPIs]]></category>

		<category domain="tag"><![CDATA[Top KPIs of 2010]]></category>

		<category domain="tag" nicename="top-kpis-of-2010"><![CDATA[Top KPIs of 2010]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7282</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><img class="alignright size-full wp-image-7292" style="margin: 0px 15px;" title="Top 10 KPIs of 2010" src="http://www.smartkpis.com/blog/wp-content/uploads/Top-10-KPIs-of-2010.png" alt="" width="259" height="349" /></a><em>Melbourne, Australia, 3 March 2011</em> - <strong>eab group</strong> announced the launch of <strong>Top KPIs of 2010</strong>, a collection of research reports presenting the most popular <a href="http://www.smartkpis.com/" target="_blank">Key Performance Indicators</a> (KPIs) of 2010 across a variety of functional areas and industries.</p>
<p style="text-align: justify;"></p>
<p style="text-align: justify;">KPIs are today some of the most popular management tools. From the <a href="http://www.smartkpis.com/kpi_examples_in_practice/national-museum-of-australia-canberra-performance-report-museums-industry-224.html" target="_blank">National Museum of Australia</a>, to the <a href="http://www.smartkpis.com/kpi_examples_in_practice/first-bank-of-nigeria-performance-report-banking-mortgages-and-credit-industry-298.html" target="_blank">First Bank of Nigeria</a>, from the P<a href="http://www.smartkpis.com/kpi_examples_in_practice/Panama-Canal-Authority-performance-report-Ports-industry-1164.html" target="_blank">anama Canal Authority</a> to <a href="http://www.smartkpis.com/kpi_examples_in_practice/rolls-royce-performance-report-manufacturing-industry-303.html" target="_blank">Rolls Royce</a>, from the <a href="http://www.smartkpis.com/kpi_examples_in_practice/Ministry-of-Education-Brunei-Darussalam-performance-report-Education-industry-1006.html" target="_blank">Ministry of Education in Brunei Darussalam</a> to the <a href="http://www.smartkpis.com/kpi_examples_in_practice/american-medical-association-ama--performance-report-human-healthcare-industry-501.html" target="_blank">American Medical Association</a>, KPIs are used to understand, learn and improve performance across industries, departments and teams. A <a href="http://www.smartkpis.com/" target="_blank">KPI</a> is a selected indicator considered key for monitoring the performance of a strategic objective, outcome, or key result area important to the success of an activity and growth of the organization overall.</p>
<p style="text-align: justify;"></p>
<p style="text-align: justify;">The <strong>Top KPIs of 2010</strong> series of reports is the result of the research program in the area of integrated performance management and measurement, conducted by the analysts of smartKPIs.com, which hosts the largest catalogue of thoroughly documented <a href="http://www.smartkpis.com/" target="_blank">KPI examples</a> available today. The hundreds of thousands of visits to the <a href="http://www.smartkpis.com/" target="_blank">www.smartKPIs.com</a> website and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2010 provided a rich data set, which combined with further analysis from the editorial team, formed the basis of these research reports.</p>
<p style="text-align: justify;"></p>
<p style="text-align: justify;">While centred around the KPIs that in 2010 received the highest number of visits on <a href="http://www.smartkpis.com/premium.html" target="_blank">smartKPIs.com</a>, the<strong> Top KPIs of 2010 </strong>reports contain in addition to KPI names, a detailed description of each KPI, as documented in <a href="http://www.smartkpis.com/latest-updated/" target="_blank">smartKPIs Premium</a> (the premium content section of smartKPIs.com) and other relevant content.</p>
<p style="text-align: justify;"></p>
<p style="text-align: justify;"><!--more-->The first two reports of the series have been released today and are now available in the premium services section of the <a href="http://www.smartkpis.com/premium.html" target="_blank">smartKPIs.com</a> platform: <strong>Top 20 KPIs of 2010 </strong>and a free version of the report, <strong>Top 10 KPIs of 2010</strong>. Both list the most popular KPIs in 2010 across departments and industries, having at the top:</p>
<p style="text-align: justify; padding-left: 30px;"><em>1.     % Hospital bed occupancy rate</em></p>
<p style="text-align: justify; padding-left: 30px;"><em>2.     % Slow moving stock</em></p>
<p style="text-align: justify; padding-left: 30px;"><em>3.     # Berry ratio</em></p>
<p style="text-align: justify; padding-left: 30px;"><em>4.     % Realization rate</em></p>
<p style="text-align: justify; padding-left: 30px;"><em>5.     # Units per man-hour</em></p>
<p style="text-align: justify;"></p>
<p style="text-align: justify;">Further reports dedicated to the most popular KPIs in 2010 by functional area and industry will be gradually launched during March 2011.</p>
<p style="text-align: justify;"><em>“The <strong>Top KPIs of 2010</strong> reports are a synthesis of what smartKPIs.com is all about: they bring together an overview of how KPIs are used in practice today, by combining input from the smartKPIs.com community with analysis and insights from the our research team” </em>said Aurel Brudan, the Performance Architect of eab group.<em>“By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, these reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organisation.”</em></p>
<p style="text-align: justify;"><strong> </strong></p>
<p style="text-align: justify;"><strong>About eab group</strong><strong> </strong></p>
<p style="text-align: justify;">eab group is an innovative research driven provider of integrated performance management solutions, assisting organisations to achieve results by architecting performance. With expertise in strategy, organisational performance management, business intelligence and project management, eab group assists clients in sustainably delivering value for their stakeholders. It offers audit, research, training, technology integration and performance management advisory services. Website: <a href="http://www.eabgroup.com.au/" target="_blank">http://www.eabgroup.com.au</a></p>
<strong>About smartKPIs.com</strong>
<p style="text-align: justify;"><a href="http://www.smartkpis.com/" target="_blank">http://www.smartkpis.com </a>is the leading online platform for performance management knowledge integration, hosting the largest catalogue of thoroughly documented KPI examples available on the Internet. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories.</p>
<p style="text-align: justify;"></p>
<strong>Media contact</strong>

Jessie Zhang, eab group, Tel: +61 3 9670 2979, Email: <a href="mailto:jessie.zhang@smartKPIs.com">jessie.zhang@smartKPIs.com</a>]]></content:encoded>
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<wp:post_id>7282</wp:post_id>
<wp:post_date>2011-03-03 17:46:49</wp:post_date>
<wp:post_date_gmt>2011-03-03 06:46:49</wp:post_date_gmt>
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<title>Balanced Scorecard Forum Dubai 2011 – A commitment to outstanding business performance</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-forum-dubai-2011-%e2%80%93-a-commitment-to-outstanding-business-performance/</link>
<pubDate>Fri, 04 Mar 2011 05:27:14 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[David Norton]]></category>

		<category domain="tag" nicename="david-norton"><![CDATA[David Norton]]></category>

		<category domain="tag"><![CDATA[Dubai]]></category>

		<category domain="tag" nicename="dubai"><![CDATA[Dubai]]></category>

		<category domain="tag"><![CDATA[IIR Middle East]]></category>

		<category domain="tag" nicename="iir-middle-east"><![CDATA[IIR Middle East]]></category>

		<category domain="tag"><![CDATA[IIRME]]></category>

		<category domain="tag" nicename="iirme"><![CDATA[IIRME]]></category>

		<category domain="tag"><![CDATA[Palladium]]></category>

		<category domain="tag" nicename="palladium"><![CDATA[Palladium]]></category>

		<category domain="tag"><![CDATA[Paul Niven]]></category>

		<category domain="tag" nicename="paul-niven"><![CDATA[Paul Niven]]></category>

		<category domain="tag"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag" nicename="robert-kaplan"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag" nicename="smartkpis-com"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Strategy Execution]]></category>

		<category domain="tag" nicename="strategy-execution"><![CDATA[Strategy Execution]]></category>

		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7307</guid>
<description></description>
<content:encoded><![CDATA[<h3 style="text-align: justify;"><strong>"Balanced Scorecard Forum" Dubai 2011 - Countdown</strong></h3>
<p style="text-align: justify;">With few weeks left until the start of the 2011 edition of the <a href="http://www.iirme.com/bsc/home" target="_blank"><em><strong>Balanced Scorecard Forum</strong></em></a>, held in Dubai between 26<sup>th</sup> to 31<sup>st</sup> March, the countdown has already started.</p>
<p style="text-align: justify; padding-left: 30px;"><strong><a href="http://www.iirme.com/bsc/home" target="_blank"><img class="alignright size-medium wp-image-7336" title="Balanced-Scorecard-Forum-Dubai-2011" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Forum-Dubai-20112-300x251.png" width="212" height="176" /></a>6</strong> - <em>Focused Workshops</em></p>
<p style="text-align: justify; padding-left: 30px;"><strong>5 - </strong><em>Hall of Fame Winners</em></p>
<p style="text-align: justify; padding-left: 30px;"><strong>4 - </strong><em>Revitalized Plenary Days</em></p>
<p style="text-align: justify; padding-left: 30px;"><strong>3</strong> - <em>International Experts<strong>: Dr Robert Kaplan</strong>, <strong>Dr David Norton </strong>and <strong>Paul Niven</strong></em></p>
<p style="text-align: justify; padding-left: 30px;"><strong>2 - </strong><em>Evening Networking Events</em></p>
<p style="text-align: justify; padding-left: 30px;"><strong>1 - </strong><em>Kaplan &amp; Norton Master class</em></p>
<p style="text-align: justify;">According with <strong><em>Vanessa Heywood</em></strong>, the <em><strong>Balanced Scorecard Forum Conference Director</strong></em> this year’s edition “<em>provides you with innumerable tried and testing learning and networking opportunities to help you leverage the Balanced Scorecard system to deliver truly outstanding performance outcomes across your business. Think of the Balanced Scorecard Forum 2011 as your support network – an entire week of guru Masterclasses, cutting edge support, updates, new tools, hands-on workshops, interaction and peer networking to ensure your commitment to driving performance improvement really pays off!”</em></p>

<h3 style="text-align: justify;"><strong><!--more-->Reasons to attend the event</strong></h3>
<ul style="text-align: justify;">
	<li>New  topics, brand new case studies, more senior level CEO- focused content and more interaction from <strong><em>Dr Kaplan </em></strong><strong><em>and Dr Norton;</em></strong></li>
	<li>A new and unique take on the Balanced Scorecard from <strong><em>Paul Niven</em></strong>– more simple and effective strategies for performance excellence;</li>
	<li>More interaction – live simulation of a risk assessment meeting, interactive <em>"Let's Talk Strategy"</em> discussion session, updated <strong><em>BSC Team Challenge</em></strong> plus <strong><em>2 Kaplan Norton Klinics – Q&amp;A sessions;</em></strong></li>
	<li>Brand new award winning regional public and private sector case studies;</li>
	<li>New value adding workshops designed to communicate how to get a  Balanced Scorecard implementation right with an effective Strategy Audit and achieve outstanding outcomes through a real understanding of the drivers of improved performance;</li>
	<li>New Lean Principles workshops to turbo charge the strategy execution effort;</li>
	<li style="text-align: justify;">Advice on practical steps for implementing Balanced Scorecard in the region's many small and medium sized businesses!</li>
</ul>
<p style="text-align: justify;"><a href="http://www.iirme.com/bsc/home" target="_blank"><img class="alignnone size-full wp-image-7311" title="BSC1-Forum-Dubai-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/BSC1-Forum-Dubai-2010.jpg" width="290" height="206" /></a><a href="http://www.iirme.com/bsc/home" target="_blank"><img class="alignnone size-full wp-image-7312" title="BSC2-Forum-Dubai-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/BSC2-Forum-Dubai-2010.jpg" width="290" height="207" /></a></p>

<h3 style="text-align: justify;"><strong>"Balanced Scorecard Forum" Dubai 2011 - Main Events
</strong></h3>
<p style="text-align: justify;">The Balanced Scorecard Forum is a 6 day intensive learning experience structured in 3 main sections:</p>
<p style="text-align: justify;"><em><strong>Dr. Kaplan &amp; Norton Masterclass</strong></em></p>
<p style="text-align: justify;">The originators of the Balanced Scorecard, <strong><em>Dr. Robert Kaplan</em></strong> and <strong><em>Dr. David Norton </em></strong>will deliver a 2 days fresh new Masterclass which not only gives their newest insights on strategy management but also sheds essential light on the most challenging strategy execution hurdles - including the critical role of the Office of Strategy Management, an in-depth examination of how to adopt an effective risk management process and integrate risk management into the strategic management activities, the essential role of the CEO in leading the Balanced Scorecard Project and many more.</p>
<p style="text-align: justify;"><em><strong>Balanced Scorecard Forum</strong></em></p>
<p style="text-align: justify;">The two day Forum will introduce participants to a number of consultants and practitioners with vast experience in Balanced Scorecard implementation and usage. One of the highlights of the event will be the session held by <em><strong>Paul Niven</strong></em>, acclaimed author and speaker on strategy, the Balanced Scorecard and performance management. In his one-off morning session, he puts his vast experience to good use to address some of the region's biggest strategy execution challenges including how to implement the Balanced Scorecard to maximum effect in small and medium sized businesses, and how the region's public sector organizations can harness the power of the Balanced Scorecard to achieve performance excellence.</p>
<p style="text-align: justify;"><em><strong>Pre and post Forum Workshops</strong></em></p>
<p style="text-align: justify;">The one day pre and post Forum workshops feature multiple value added <strong>interactive </strong>sessions covering everything from <em>“Strategy Audit”</em> to <em>“Getting Beneath The Surface To Identify The Drivers of Performance Improvement”</em> and <em>"Lean Principles"</em>.</p>

<h3 style="text-align: justify;"><strong>Enter the "Balanced Scorecard Forum" Dubai Atmosphere</strong></h3>
<p style="text-align: justify;">For a more in depth understanding of the Balanced Scorecard Forum 2011 benefits and agenda visit the forum <a href="http://www.iirme.com/bsc/home" target="_blank">website</a>. To enter in the atmosphere of the <em> Balanced Scorecard Forum Dubai</em> we invite you to view a few highlights from the 2010 edition.</p>
<iframe src="http://www.youtube.com/embed/316xJA0oslg" height="350" width="570" frameborder="0"></iframe>
<h3>"Balanced Scorecard Forum" Dubai 2011 - Partners</h3>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/BSC-Forum-Dubai-2011-Sponsors1.png"><img class="aligncenter size-full wp-image-7353" title="BSC-Forum-Dubai-2011-Sponsors" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/BSC-Forum-Dubai-2011-Sponsors1.png" width="580" height="184" /></a>]]></content:encoded>
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<title>Performance Management at operational level - insights from practice</title>
<link>http://www.smartkpis.com/blog/performance-management-at-operational-level-insights-from-practice/</link>
<pubDate>Sun, 06 Mar 2011 14:13:11 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Aberdeen Group]]></category>

		<category domain="tag" nicename="aberdeen-group"><![CDATA[Aberdeen Group]]></category>

		<category domain="tag"><![CDATA[Operational Performance Visibility]]></category>

		<category domain="tag" nicename="operational-performance-visibility"><![CDATA[Operational Performance Visibility]]></category>

		<category domain="tag"><![CDATA[Research]]></category>

		<category domain="tag" nicename="research"><![CDATA[Research]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7363</guid>
<description></description>
<content:encoded><![CDATA[A research report released by Aberdeen Group in 2010<em><strong>, Operational Performance Visibility: Improving Decision Timeliness and Accuracy</strong>, </em>provides a rare glimplse into how top performers have developed their corporate culture to make the best use of performance management at operational level.

Aberdeen Group surveyed more than 300 companies in 2009 to better understand how they performance management strategies, capabilities and technology to enable improved outcomes. A subset of the research looked at how performance management technology supports organizational development.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/White-2010-Contents.jpg"><img class="aligncenter size-full wp-image-7379" title="White-2010-Contents" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/White-2010-Contents.jpg" width="351" height="398" /></a>
<p style="text-align: center;"><span style="color: #888888;">Source: White (2010)</span></p>
<strong><!--more-->The report highlights</strong> that:
<ul>
	<li><strong>64.4%</strong> respondents have launched or already deployed a <strong>performance management strategy;</strong></li>
	<li><strong>88% </strong>of Best-in-Class respondents have over one year's experience with their enterprise-wide performance management deployment;</li>
	<li>top performers are <strong>53%</strong> more likely than the industry average to <strong>maintain a library of Key Performance Indicator (KPI) examples</strong>, and 39% promote the use of performance management to their employees;</li>
	<li>more than <strong>30% of top performing companies regularly check that the statistics</strong> they use to judge performance remain relevant to the business.</li>
</ul>
Operational and executive management need more and more visibility into <strong>day-to-day metrics </strong>to align business activity with strategic objectives, this including gathering, tracking, analyzing and making decision upon fast changing information and data. <strong>Performance management metrics</strong> are traditionally organized and accessible through spreadsheets, scorecards, dashboards, operational reporting, analytic and “automated alerting” (White, 2010).

The assessment compares the success among organizations to employ <strong>performance management capabilities and technology enablers</strong> in order to improve the timeliness and accuracy of decisions that affect overall performance with that of the Best-in-Class in Aberdeen's study.

<strong>Reference</strong>

White, D. (2010), <em>Operational Performance Visibility: Improving Decision Timeliness and Accuracy</em>, Aberdeen Group, August 2010, available at <a href="http://www.aberdeen.com/Aberdeen-Library/6659/RA-enterprise-performance-management.aspx" target="_blank">http://www.aberdeen.com/Aberdeen-Library/6659/RA-enterprise-performance-management.aspx</a>]]></content:encoded>
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<wp:post_id>7363</wp:post_id>
<wp:post_date>2011-03-07 01:13:11</wp:post_date>
<wp:post_date_gmt>2011-03-06 14:13:11</wp:post_date_gmt>
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<title>The Oscar Awards - predicting factors and movie industry KPIs </title>
<link>http://www.smartkpis.com/blog/the-oscar-awards-predicting-factors-and-movie-industry-kpis/</link>
<pubDate>Tue, 08 Mar 2011 03:59:28 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Entertainment]]></category>

		<category domain="tag" nicename="entertainment"><![CDATA[Entertainment]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Oscar Awards]]></category>

		<category domain="tag" nicename="oscar-awards"><![CDATA[Oscar Awards]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7237</guid>
<description></description>
<content:encoded><![CDATA[A recent blog post published on smartKPIs.com, <a href="http://www.smartkpis.com/blog/2011/02/01/movie-industry-kpis-are-golden-globes-a-good-predictor-for-the-oscar-awards/" target="_blank"><em>Movie industry KPIs - Are Golden Globe a good predictor for the Oscar Awards?</em></a>, questioned the perspective of Golden Globes being a good predictor for the Oscar winners, as the statistics reveal that the correlation <strong><em>Golden Globe</em></strong> winners to <strong><em>Oscar</em></strong> winners mostly stands.

As the Oscar Awards of 2011 proved, the correlation between the Golden Globes and the Oscars may not be valid in some cases, as for the sixth time in seven years, the Hollywood Foreign Press Association's pick for best drama failed to win the corresponding best picture prize at the Academy Awards (Brevet, 2011).

The Golden Globes were often considered as a key Oscars barometer despite a very small number of voters of about 80 critics for largely obscure foreign outlets. The Oscar Awards, by contrast, are determined by about 6,000 movie professionals (Goodman, 2011).

<!--more-->The statistics show that the number of Oscar Awards that went to the same Golden Globe winners based on the past 20 years were:

<strong>Best Supporting Actor:</strong> 11 of the last 20 Globe winners won the Oscar.
<strong>Best Supporting Actress:</strong> 10 of the last 20 Globe winners won the Oscar.
<strong>Best Actor:</strong> 11 of the last 20 Globe winners won the Oscar.
<strong>Best Actress:</strong> 15 of the last 20 Globe winners won the Oscar.
<strong>Best Picture:</strong> 17 of the last 20 Globe winners won the Oscar (Brevet, 2011).

A second debatable predicting factor for the Oscar Awards may be considered to be the <strong>online sharing stats.</strong> The recent online buzz was compiled by AddThis in Oscar statistics as it follows:

&nbsp;
<p style="text-align: center;"><img class="aligncenter" title="Searches-About-Movies" alt="" src="http://farm6.static.flickr.com/5093/5486064748_9e3bca4084.jpg" width="406" height="362" /></p>
<p style="text-align: center;"><span style="color: #888888;">Source: AddThis (2011)</span></p>
<p style="text-align: left;">The statistics monitor which actors and movies were getting shared about and searched for during the Oscar Awards Night. Though they indicate the public's interest on movies and actors, it might be too much saying that the online sharing and searching statistics can predict the Oscar Winners.</p>
Increasing notoriety for the winners and nominees, Oscar Awards contribute to measuring movies' performance through the following KPIs:
<ul>
	<li><em><strong><a href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank"># Movie award nominations</a></strong></em></li>
	<li><em><strong><a href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank"># Movie awards received</a></strong></em></li>
	<li><em><strong><a href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank">% Movie award success rate</a></strong></em></li>
</ul>
To explore more KPIs for the movie industry visit the <a href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank">Film and Music </a>KPI examples on smartKPIs.com.
<p style="text-align: left;"><strong>References</strong></p>
<p style="text-align: left;">AddThis (2011), <em>Data from Last Night's Oscars</em>, available at:<a href="http://www.addthis.com/blog/2011/02/28/data-from-last-nights-oscars/" target="_blank"> http://www.addthis.com/blog/2011/02/28/data-from-last-nights-oscars/</a> (accessed 01 March 2011)</p>
<p id="post-1645 nointelliTXT">Bever, B. (2011), <em>Golden Globes vs. Oscar: How do the Winners Compare?, </em>available at: <a href="http://www.ropeofsilicon.com/article/golden_globes_vs_oscar_how_do_the_winners_compare" target="_blank">http://www.ropeofsilicon.com/article/golden_globes_vs_oscar_how_do_the_winners_compare</a> (accessed 01 March 2011)</p>
Goodman, D. (2011), <em>"True Grit," Golden Globes lead Oscar losers, </em>available at: <a href="http://www.reuters.com/article/2011/02/28/us-oscars-losers-idUSTRE71R1TT20110228" target="_blank">http://www.reuters.com/article/2011/02/28/us-oscars-losers-idUSTRE71R1TT20110228</a> (accessed 01 March 2011)

smartKPIs.com (2011), <em>Movie industry KPIs - Are Golden Globe a good predictor for the Oscar Awards?</em>, available at: <a href="http://www.smartkpis.com/blog/2011/02/01/movie-industry-kpis-are-golden-globes-a-good-predictor-for-the-oscar-awards/" target="_blank">http://www.smartkpis.com/blog/2011/02/01/movie-industry-kpis-are-golden-globes-a-good-predictor-for-the-oscar-awards/</a> (accessed 01 March 2011)
<p style="text-align: left;"></p>]]></content:encoded>
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<wp:post_id>7237</wp:post_id>
<wp:post_date>2011-03-08 14:59:28</wp:post_date>
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<title>smartKPIs.com research report profile - Top 20 KPIs of 2010</title>
<link>http://www.smartkpis.com/blog/smartkpis-com-research-report-profile-top-20-kpis-of-2010/</link>
<pubDate>Wed, 09 Mar 2011 10:36:35 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[EAB group]]></category>

		<category domain="tag" nicename="eab-group"><![CDATA[EAB group]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI examples]]></category>

		<category domain="tag" nicename="kpi-examples"><![CDATA[KPI examples]]></category>

		<category domain="tag"><![CDATA[smartKPIs Premium]]></category>

		<category domain="tag" nicename="smartkpis-premium"><![CDATA[smartKPIs Premium]]></category>

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		<category domain="tag" nicename="smartkpis-com"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Top 20 KPIs of 2010]]></category>

		<category domain="tag" nicename="top-20-kpis-of-2010"><![CDATA[Top 20 KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top 20 KPIs of 2010 Report]]></category>

		<category domain="tag" nicename="top-20-kpis-of-2010-report"><![CDATA[Top 20 KPIs of 2010 Report]]></category>

		<category domain="tag"><![CDATA[Top KPIs of 2010 reports]]></category>

		<category domain="tag" nicename="top-kpis-of-2010-reports"><![CDATA[Top KPIs of 2010 reports]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7383</guid>
<description></description>
<content:encoded><![CDATA[<a title="Top 20 of 2010" href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><img class="alignright size-full wp-image-7421" title="Top 20 KPIs for 2010" src="http://www.smartkpis.com/blog/wp-content/uploads/Top-20-KPIs-for-20101.jpg" alt="" width="260" height="350" /></a>eab group recently launched the <em>Top 20 KPIs of 2010 Report</em>, presenting the most popular 20 <a title="smartKPIs.com" href="http://www.smartkpis.com/" target="_blank">Key Performance Indicators (KPIs)</a> of 2010 across a variety of functional areas and industries. The report contains in addition to KPI names, a detailed description of each KPI, as documented in <a title="smartKPIs Premium" href="http://www.smartkpis.com/premium/services/smartKPIs-Premium-membership-47.html" target="_blank">smartKPIs Premium</a> (the premium content section of smartKPIs.com) and other relevant content.
<p style="text-align: left;">The top 3 KPIs in the report are:</p>

<ol>
	<li><em> <a href="http://www.smartkpis.com/kpi-key-performance-indicator/hospital-bed-occupancy-rate-41.html" target="_blank">% Hospital bed occupancy rate</a></em></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/slow-moving-stock-651.html" target="_blank"><em>% Slow moving stock</em></a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/berry-ratio-517.html" target="_blank"><em># Berry ratio</em></a></li>
</ol>
The report is the result of the research program in the area of integrated  performance management and measurement, conducted by the analysts of  smartKPIs.com, which hosts the largest catalogue of thoroughly  documented <a title="KPI examples" href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">KPI examples</a> available today. The hundreds of thousands of visits to the <a title="smartKPIs.com" href="http://www.smartkpis.com" target="_blank">www.smartKPIs.com</a> website and the thousands of KPIs visited, bookmarked and rated by  members of this online community in 2010 provided a rich data set, which  combined with further analysis from the editorial team, formed the  basis of these research reports.

Further reports dedicated to the most  popular KPIs in 2010 by functional area and industry will be gradually  launched during March 2011. To access these reports, visit the <a title="Top KPIs Reports" href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank">Top KPIs Reports </a>Premium section of the <a title="smartKPIs.com" href="http://www.smartkpis.com" target="_blank">smartKPIs.com</a> platform.

<em>“The <strong>Top KPIs of 2010</strong> reports are a synthesis of what smartKPIs.com is all about: they bring  together an overview of how KPIs are used in practice today, by  combining input from the smartKPIs.com community with analysis and  insights from the our research team” </em>said Aurel Brudan, the Performance Architect of eab group. <em>“By  discussing the use of KPIs today, presenting the best practice in  documenting them and listing the most popular KPIs of 2010, these  reports are valuable resources in promoting the informed use of KPIs or  refreshing the existing performance measurement and management practice  in any organisation.</em>

<!--more-->The report is available for online purchase at the <strong>promotional price of <a href="http://www.smartkpis.com/premium/products/reports/top-20-kpis-of-2010-11.html" target="_blank">$10 USD</a></strong>.  Also it is a complementary product included with any other product or service purchase on <a title="smartKPIs Premium" href="http://www.smartkpis.com/premium.html" target="_blank">smartKPIs.com</a>.]]></content:encoded>
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<wp:post_id>7383</wp:post_id>
<wp:post_date>2011-03-09 21:36:35</wp:post_date>
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<title>The Times Higher Education World University Rankings 2010-2011</title>
<link>http://www.smartkpis.com/blog/the-times-higher-education-world-university-rankings-2010-2011/</link>
<pubDate>Thu, 10 Mar 2011 08:23:52 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Academic]]></category>

		<category domain="tag" nicename="academic"><![CDATA[Academic]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Times Higher Education]]></category>

		<category domain="tag" nicename="times-higher-education"><![CDATA[Times Higher Education]]></category>

		<category domain="tag"><![CDATA[University]]></category>

		<category domain="tag" nicename="university"><![CDATA[University]]></category>

		<category domain="tag"><![CDATA[World University Rankings]]></category>

		<category domain="tag" nicename="world-university-rankings"><![CDATA[World University Rankings]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7423</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><em>Times Higher Education</em> has published the <strong>2010-2011 World University Rankings</strong>, the list of the world’s top performing universities. At its seventh edition, the World University Rankings offers a broad perspective on the world’s leading academic institutions, comprising the top 200 universities list, as well as rankings by region and by subject.</p>
<p style="text-align: justify;">The 2010-2011 edition of the World University Rankings was prepared together with Thomson Reuters and is based on input from more than 50 leading figures in the sector from 15 countries across every continent and through 10 months of extensive consultation. The methodology relies on a set of 13 <a href="http://www.smartkpis.com/kpi/industries/education-training/academic-education/" target="_blank">performance indicators</a>, grouped by five categories of university activities (Times Higher Education, 2010a):</p>

<ul>
	<li><strong>Teaching </strong>– the learning environment (i.e. <em># PhD awards per academic</em>)</li>
	<li><strong>Research</strong> – volume, income and reputation (i.e.  <em># Papers per academic and research staff</em>)</li>
	<li><strong>Citations</strong> – research influence (i.e. <em># Citation impact</em>)</li>
	<li><strong>Industry income</strong> - innovation (i.e. <em>$ Research income from industry per academic staff</em>)</li>
	<li><strong>International mix</strong> – staff and students (i.e.<em> # Ratio of international to domestic students</em>)</li>
</ul>
<p style="text-align: justify;">The top 10 in the <strong>2010-2011 World University Rankings </strong>is dominated by US (7) and UK universities (3), with scores above 90 points of a maximum of 100:</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/the-world-university-rankings-2010.jpg"><img class="aligncenter size-full wp-image-7432" title="the-world-university-rankings-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/the-world-university-rankings-2010.jpg" width="480" height="367" /></a><span style="color: #888888;">Source: Times Higher Education (2010b)</span></p>
<p style="text-align: justify;">Other highlights from the rankings are (Times Higher Education, 2010b):</p>

<ul>
	<li>Europe’s leading university is University of Cambridge, which occupies the sixth position in the overall top 200;</li>
	<li>Harvard University occupies the first position in the top 200, being a leader also in other 4 top 50 universities by subjects (Social Sciences universities, Clinical, Pre-clinical and Health universities, Psychical Sciences universities and Arts and Humanities universities);</li>
	<li>California Institute of Technology has surpassed Massachusetts Institute of Technology, being the leader of top 50 Engineering and Technology universities;</li>
	<li>Asia leading university is University of Hong Kong, while only two universities from Africa scored enough so as to be featured in the rankings (University of Cape Town and Alexandra University). In what concerns South America, it has no academic institution listed in the rankings, however, Brazil is expected to enter soon.</li>
</ul>
<p style="text-align: justify;"><strong>References</strong></p>
<p style="text-align: justify;">Times Higher Education (2010a), <em>Robust, transparent and sophisticated</em>, available at: <a href="http://www.timeshighereducation.co.uk/world-university-rankings/2010-2011/analysis-methodology.html#teaching" target="_blank">http://www.timeshighereducation.co.uk/world-university-rankings/2010-2011/analysis-methodology.html#teaching</a></p>
<p style="text-align: justify;">Times Higher Education (2010b), <em>The World University Rankings 2010-2011</em>, available at: <a href="http://www.timeshighereducation.co.uk/world-university-rankings/" target="_blank">http://www.timeshighereducation.co.uk/world-university-rankings</a></p>]]></content:encoded>
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<wp:post_id>7423</wp:post_id>
<wp:post_date>2011-03-10 19:23:52</wp:post_date>
<wp:post_date_gmt>2011-03-10 08:23:52</wp:post_date_gmt>
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<title>New smartKPIs.com Report Ranks the Top HR KPIs of 2010</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-hr-kpis-of-2010/</link>
<pubDate>Fri, 11 Mar 2011 03:33:34 +0000</pubDate>
<dc:creator><![CDATA[anita]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

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		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

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		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Top 25 HR KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-hr-kpis-of-2010"><![CDATA[Top 25 HR KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top HR KPIs]]></category>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7395</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Top-25-HR-KPIs-of-2010_smartKPIs.com-Press-Release.jpg"><img class="alignright size-full wp-image-7396" style="margin-left: 10px; margin-right: 10px;" title="Top-25-HR-KPIs-of-2010_smartKPIs.com-Press-Release" src="http://www.smartkpis.com/blog/wp-content/uploads/Top-25-HR-KPIs-of-2010_smartKPIs.com-Press-Release.jpg" alt="" width="260" height="353" /></a><em>March 11, 2011, Melbourne, Australia</em> - <em>smartKPIs.com,</em><em> the world's </em><em>la</em><em>r</em><em>gest source of thoro</em><em>ughly documented <a href="http://www.smartkpis.com/key-performance-indicator-KPI" target="_blank">Key Performance Indicator</a> (KPI) examples announces that Talent Development, Recruitme</em><em>nt and Human Resources (HR) Efficiency and Effectiveness dominate the "<strong>Top 25 KPIs of 2010</strong>". The report presents in detail KPIs such as: % Employee turnover, # Management-to-staff ratio and # Employee brand strength, among other KPI examples reviewed by the smartKPIs.com research team. "</em><a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html " target="_blank"><strong><em>Top KPIs of 2010</em></strong></a><em>" is a collection of research reports discussing the most popular KPIs of 2010 across functional areas and industries. smartKPIs.com is an expert in the field of performance management and meas</em><em>urement, researching the use of KPI based performance management systems in practice around the world.</em></p>
<p style="text-align: justify;">HR departments and KPIs have a special relationship, as measurement is an integral part of performance assessments at both individual and organizational level. A <a href="http://www.smartkpis.com/key-performance-indicator-KPI" target="_blank">KPI</a> is a selected indicator considered key for monitoring the performance of a strategic objective, outcome, or key result area important to the success of an activity and growth of the organization overall. Among other functional areas, HR stands out as one of the most mature in terms of using <a href="http://www.smartkpis.com/" target="_blank">KPIs</a>. In addition, both the level of interest and expertise in HR performance measurement are on the rise. The majority of operational managers members of the smartKPIs.com community run HR departments, while the wide variety of HR KPIs used in practice lead to over 350 <a href="http://www.smartkpis.com/kpi/functional-areas/human-resources" target="_blank">HR KPI</a> examples being documented by the smartKPIs.com research team.</p>
<p style="text-align: justify;">The "<em><strong><a href="http://www.smartkpis.com/premium/products/reports/department/top-25-hr-kpis-of-2010-12.html" target="_blank"><em>Top 25 HR KPIs of 2010</em></a></strong></em>" report provides insights in the state of HR performance measurement today by listing and analysing the most visited KPIs on smartKPIs.com in 2010. It is part of the<em> "</em><strong><a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><em>Top KPIs of 2010</em></a></strong><em>"</em> series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. smartKPIs.com hosts the largest catalogue of thoroughly documented KPI<span style="text-decoration: underline;"> </span>examples available today and representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2010 provided a rich data set, which combined with further analysis from the editorial team, formed the basis of these research reports.</p>
<p style="text-align: justify;"><!--more-->Centered around the HR KPIs that in 2010 received the highest number of visits on smartKPIs.com, the “<strong><em>Top 25 HR KPIs of 2010</em></strong>”  report contains in addition to KPI names, a detailed description of each KPI, as documented in smartKPIs Premium  and other relevant content. While dominated by Talent Development KPIs, with 7 KPI examples in the Top 25, the most popular KPIs come from categories such as Recruitment, Retention and Workforce Management:</p>

<ol style="text-align: justify;">
	<li>% Employee turnover</li>
	<li># Management-to-staff ratio</li>
	<li># Employee brand strength</li>
	<li># Average time to fill a vacant position</li>
	<li># Employee engagement index</li>
</ol>
<p style="text-align: justify;"><em>“The T<strong>op 25 HR KPIs of 2010</strong> report is a synthesis of what smartKPIs.com is all about: it forms an overview of how HR KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team.<strong> </strong>By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the  Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization."</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.</p>
<p style="text-align: justify;"><strong>About eab group</strong><strong> </strong></p>
<p style="text-align: justify;">eab group is an innovative research driven provider of integrated performance management solutions, assisting organisations to achieve results by architecting performance. With expertise in strategy, organisational performance management, business intelligence and project management, eab group assists clients in sustainably delivering value for their stakeholders. It offers audit, research, training, technology integration and performance management advisory services. Website: <a href="http://www.eabgroup.com.au" target="_blank">http://www.eabgroup.com.au</a></p>
<p style="text-align: justify;"><strong>
About smartKPIs.com</strong></p>
<p style="text-align: justify;"><a href="http://www.smartkpis.com" target="_blank">http://www.smartkpis.com</a> is the leading online platform for performance management knowledge integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories. smartKPIs.com is operated by eab group, an innovative research driven provider of integrated performance management solutions, based in Melbourne, Australia.</p>
<p style="text-align: justify;"><strong>Media contact</strong></p>
<p style="text-align: justify;">Jessie Zhang, eab group, Tel: +61 3 9670 2979, Email: <a href="mailto:jessie.zhang@smartKPIs.com">jessie.zhang@smartKPIs.com</a></p>]]></content:encoded>
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<wp:post_id>7395</wp:post_id>
<wp:post_date>2011-03-11 14:33:34</wp:post_date>
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<title>Using technology to communicate strategy and alinging the organization</title>
<link>http://www.smartkpis.com/blog/using-technology-to-communicate-strategy-and-alinging-the-organization/</link>
<pubDate>Tue, 15 Mar 2011 04:58:50 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Business Intelligence]]></category>

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		<category domain="tag"><![CDATA[Peter Brabeck-Letmathe]]></category>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8667</guid>
<description></description>
<content:encoded><![CDATA[Peter Brabeck-Letmathe, Nestle CEO talking about the use of technology for communicating strategy to staff.

<object id="wsj_fp" width="512" height="363" classid="clsid:d27cdb6e-ae6d-11cf-96b8-444553540000" codebase="http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0" bgcolor="#FFFFFF"><param name="allowFullScreen" value="true" /><param name="allowscriptaccess" value="always" /><param name="flashvars" value="videoGUID=1A617264-7069-4A65-AA43-6972580EFAA3&amp;playerid=2001&amp;plyMediaEnabled=1&amp;configURL=http://m.wsj.net/video-players/&amp;autoStart=false" /><param name="src" value="http://s.marketwatch.com/media/swf/main.swf" /><param name="allowfullscreen" value="true" /><embed id="wsj_fp" width="512" height="363" type="application/x-shockwave-flash" src="http://s.marketwatch.com/media/swf/main.swf" allowFullScreen="true" allowscriptaccess="always" flashvars="videoGUID=1A617264-7069-4A65-AA43-6972580EFAA3&amp;playerid=2001&amp;plyMediaEnabled=1&amp;configURL=http://m.wsj.net/video-players/&amp;autoStart=false" allowfullscreen="true" bgcolor="#FFFFFF" /></object>

Source: The Wall Street Journal, 2009]]></content:encoded>
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<wp:post_id>8667</wp:post_id>
<wp:post_date>2011-03-15 15:58:50</wp:post_date>
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<title>Performance drivers - talent</title>
<link>http://www.smartkpis.com/blog/performance-drivers-talent/</link>
<pubDate>Fri, 18 Mar 2011 06:35:55 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

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		<category domain="tag"><![CDATA[Australia]]></category>

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		<category domain="tag"><![CDATA[Human Resources]]></category>

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		<category domain="tag"><![CDATA[Ian Williamson]]></category>

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		<category domain="tag"><![CDATA[Melbourne Business School]]></category>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8096</guid>
<description></description>
<content:encoded><![CDATA[<h3>Melbourne Business School Videocast - Rethinking employee retention</h3>
<strong>Ian O. Williamson, Associate Professor of Human Resource Management, Melbourne Business School</strong>

Click on the image to access online or download the presentation in audio or video format.
<p style="text-align: left;"><a href="http://www.mteliza.mbs.edu/go/resources/podcasts/podcasts?page=detail&amp;podcast=C437095F-5056-AD5A-2399C7259FB340F3" target="_blank"><img class="size-full wp-image-8100 aligncenter" title="Ian_Williamson_MBS_Rethinking_employee_retention" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Ian_Williamson_MBS_Rethinking_employee_retention.jpg" width="470" height="348" /></a></p>
<p style="text-align: left;">The war for talent is over and talent has won. While organisations expend a tremendous amount of effort attempting to retain talent, in fact employee mobility is increasing not decreasing. This lecture includes the reasons why organisations should reframe employee retention to be an issue of 'relationship management'. Rather than viewing employee mobility as a win or lose proposition, organisational leaders should instead view mobility, if strategically managed, as a potential source of valuable economic and intellectual exchange.</p>]]></content:encoded>
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<wp:post_id>8096</wp:post_id>
<wp:post_date>2011-03-18 17:35:55</wp:post_date>
<wp:post_date_gmt>2011-03-18 06:35:55</wp:post_date_gmt>
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<title>New smartKPIs.com Report Ranks the Top Call Center KPIs of 2010</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-call-center-kpis-of-2010/</link>
<pubDate>Sun, 20 Mar 2011 23:56:45 +0000</pubDate>
<dc:creator><![CDATA[anita]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

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		<category domain="tag"><![CDATA[Database of KPIs]]></category>

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		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Top 25 Call Center KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-call-center-kpis-of-2010"><![CDATA[Top 25 Call Center KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top Call Center KPIs]]></category>

		<category domain="tag" nicename="top-call-center-kpis"><![CDATA[Top Call Center KPIs]]></category>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7486</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Top-25-Call-Center-KPIs-of-2010-Press-Release.jpg"><img class="alignright size-full wp-image-7489" style="margin-left: 15px; margin-right: 15px;" title="Top-25-Call-Center-KPIs-of-2010-Press-Release" src="http://www.smartkpis.com/blog/wp-content/uploads/Top-25-Call-Center-KPIs-of-2010-Press-Release.jpg" alt="" width="260" height="366" /></a>March 21, 2011, Melbourne, Australia - <em>smartKPIs.com</em><em>, the world's largest source of thoroughly documented Key Performance Indicator (KPI) examples announces that Agent Performance and Service Responsiveness KPIs dominate the "<a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-call-center-kpis-of-2010-30.html" target="_blank">Top 25 Call Center KPIs of 2010</a>". The report presents in detail KPIs such as: % Agent utilization, $ Revenue per successful call and # Call handling time, among other KPI examples reviewed by the smartKPIs.com research team. "Top KPIs of 2010" is a collection of research reports discussing the most popular KPIs of 2010 across functional areas and industries. smartKPIs.com is an expert in the field of performance management and measurement, researching the use of KPI based performance management systems in practice around the world.</em></p>
<p style="text-align: justify;">The use of KPIs in Call Centers has a long tradition, making this industry one of the most mature in terms of performance measurement. Due to the unique combination of people, processes and technology, call centers provide an ideal environment for using KPIs. A <a title="KPI - Key Performance Indicator" href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">KPI</a> is a selected indicator considered key for monitoring the performance of a strategic objective, outcome, or key result area important to the success of an activity and growth of the organization overall. With outsourcing trends accelerating in this industry around the world, interest in Call Center performance management is also on the rise, driven by the desire to find a balance between the achievement of organizational outcomes, the individual contribution from each employee and the working environment.</p>
<p style="text-align: justify;">The "<strong><em>Top 25 Call Center KPIs of 2010</em></strong>" report provides insights in the state of Call Center performance measurement today by listing and analysing the most visited KPIs on smartKPIs.com in 2010. It is part of the<em> "</em><a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><em>Top KPIs of 2010</em></a><em>"</em> series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. smartKPIs.com hosts the largest catalogue of thoroughly documented <a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank"><span style="text-decoration: underline;">KPI </span>examples</a> available today and representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2010 provided a rich data set, which combined with further analysis from the editorial team, formed the basis of these research reports.</p>
<p style="text-align: justify;"><!--more-->Structured around the Call Center KPIs that in 2010 received the highest number of visits on smartKPIs.com, the “<a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-call-center-kpis-of-2010-30.html" target="_blank"><em>Top 25 Call Center KPIs of 2010</em></a>” report contains in addition to KPI names, a detailed description of each KPI, as documented in smartKPIs Premium  and other relevant content. While dominated by Agent Performance and Service Responsiveness KPIs, with 7 KPI examples in the Top 25, the most popular KPIs come from categories such as Call Routing Performance, Call Handling Performance and Service Quality:</p>

<ol style="text-align: justify;">
	<li><strong>% Agent utilization</strong></li>
	<li><strong>$ Revenue per successful call</strong></li>
	<li><strong># Call handling time</strong></li>
	<li><strong># Hourly sales per agent</strong></li>
	<li><strong># Call volume</strong></li>
</ol>
<p style="text-align: justify;"><em>“<strong>The Top 25 Call Center KPIs of 2010</strong> report is a synthesis of what smartKPIs.com is all about: it forms an overview of how Call Center KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team.<strong> </strong>By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization."</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.</p>
<p style="text-align: justify;"><strong>About eab group</strong><strong> </strong></p>
<p style="text-align: justify;">eab group is an innovative research driven provider of integrated performance management solutions, assisting organisations to achieve results by architecting performance. With expertise in strategy, organisational performance management, business intelligence and project management, eab group assists clients in sustainably delivering value for their stakeholders. It offers audit, research, training, technology integration and performance management advisory services. Website: <a href="http://www.eabgroup.com.au/" target="_blank">http://www.eabgroup.com.au</a></p>
<p style="text-align: justify;"><strong>
About smartKPIs.com</strong>
<a href="../../" target="_blank">http://www.smartkpis.com</a> is the leading online platform for performance management knowledge integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories. smartKPIs.com is operated by eab group, an innovative research driven provider of integrated performance management solutions, based in Melbourne, Australia.</p>
<p style="text-align: justify;"><strong>Media contact</strong></p>
<p style="text-align: justify;">Jessie Zhang, eab group, Tel: +61 3 9670 2979, Email: <a href="mailto:jessie.zhang@smartKPIs.com">jessie.zhang@smartKPIs.com</a></p>]]></content:encoded>
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<wp:post_id>7486</wp:post_id>
<wp:post_date>2011-03-21 10:56:45</wp:post_date>
<wp:post_date_gmt>2011-03-20 23:56:45</wp:post_date_gmt>
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<title>Performance measurement and reporting in Australian public hospitals</title>
<link>http://www.smartkpis.com/blog/performance-measurement-and-reporting-in-australian-public-hospitals/</link>
<pubDate>Tue, 22 Mar 2011 05:12:57 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

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		<category domain="tag"><![CDATA[Government]]></category>

		<category domain="tag" nicename="government-performance-management"><![CDATA[Government]]></category>

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		<category domain="tag"><![CDATA[Performance Management]]></category>

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		<category domain="tag"><![CDATA[Report Analysis]]></category>

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		<category domain="tag"><![CDATA[Steering Committee for the Review of Government Service Provision]]></category>

		<category domain="tag" nicename="steering-committee-for-the-review-of-government-service-provision"><![CDATA[Steering Committee for the Review of Government Service Provision]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7448</guid>
<description></description>
<content:encoded><![CDATA[The<strong><em> Report on Government Services (RoGS) 2011</em> </strong>realized by the Steering Committee for the Review of Government Service Provision (SCRGSP) offers a detailed perspective on how the <strong>Australian government informs improvements to the effectiveness and efficiency of government services</strong>. The report includes a review of the <strong>general framework for performance reporting,</strong> alignment of RoGS indicators and developing data quality information and case studies.

For the first time since RoGS was established in 1993, this year's report includes the alignment of reporting in Health and the Public Hospitals. The general framework for the performance indicators in the public hospitals is represented as follows:
<p style="text-align: center;"><span style="color: #888888;"><strong> Performance indicators for public hospitals</strong></span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Performance-indicators-for-public-hospitals1.jpg"><img class="aligncenter size-full wp-image-7452" title="Performance indicators for public hospitals" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Performance-indicators-for-public-hospitals1.jpg" width="616" height="393" /></a><span style="color: #888888;"> Source: SCRGSP (2011)</span></p>
<!--more-->The <strong>main objectives for public hospitals</strong> are to provide acute and specialist services that are:
<ul>
	<li>Safe and high quality;</li>
	<li>Appropriate and responsive to individual needs;</li>
	<li>Affordable timely and accessible;</li>
	<li>Equitably and efficiently delivered (SCRGSP, 2011).</li>
</ul>
The report underlines a clear distinction between <strong>outputs</strong> - the services delivered, and <strong>outcomes</strong> - the impact of these services on the status of an individual or a group.

<strong>Each objective in the framework is measured through performance indicators</strong>, such as:
<ul>
	<li># Emergency department waiting times</li>
	<li># Emergency department patients seen</li>
	<li># Waiting times for admission following emergency department care</li>
	<li># Waiting times for elective surgery</li>
	<li>% Separation rates for selected procedures</li>
	<li>% Surgical site infection rates</li>
	<li>% Unplanned readmission</li>
	<li>% Hospital acquired infection rates</li>
	<li>% Pre-anaesthetic consultation rates</li>
	<li>% Accredited beds</li>
	<li># Nursing workforce</li>
	<li>$ Recurrent cost per casemix-adjusted separation</li>
	<li># Relative stay index</li>
	<li>$ Recurrent cost per non-admitted occasion of service</li>
	<li>% Patient satisfaction</li>
	<li># Sentinel events</li>
</ul>
The <em>Report on Government Services (RoGS)</em> aims to include<strong> a robust set of performance indicators</strong>, being subject to a program of <strong>continual improvement in reporting performance.</strong> By enhancing <strong>performance measurement approaches and techniques</strong>, and promoting transparency and informed debate about <strong>comparative performance</strong>, the data in the <strong>2011 RoGS  can provide an incentive to improve the performance of government services </strong>(SCRGSP, 2011).

For more insights on <a href="http://www.smartkpis.com/kpi/industries/healthcare/hospitals/" target="_blank">Hospitals</a> Key Performance Indicators (KPIs), please visit the <a href="http://www.smartkpis.com/kpi/industries/healthcare/hospitals/" target="_blank">smartKPIs.com</a> library of KPI examples.

<strong>Reference </strong>

<em></em> Steering Committee for the Review of Government Service Provision (SCRGSP) (2011), <em>Report on Government Services (RoGS) 2011, </em>available at: <a href="http://www.pc.gov.au/gsp/reports/rogs/2011" target="_blank">http://www.pc.gov.au/gsp/reports/rogs/2011</a> (accessed 14 March 2011)]]></content:encoded>
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<wp:post_id>7448</wp:post_id>
<wp:post_date>2011-03-22 16:12:57</wp:post_date>
<wp:post_date_gmt>2011-03-22 05:12:57</wp:post_date_gmt>
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<title>New smartKPIs.com Report Ranks the Top Marketing KPIs of 2010</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-marketing-kpis-of-2010/</link>
<pubDate>Wed, 23 Mar 2011 06:56:41 +0000</pubDate>
<dc:creator><![CDATA[Sorin]]></dc:creator>

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		<category domain="tag"><![CDATA[Top 25 Marketing KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-marketing-kpis-of-2010"><![CDATA[Top 25 Marketing KPIs of 2010]]></category>

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		<category domain="tag" nicename="top-kpis"><![CDATA[Top KPIs]]></category>

		<category domain="tag"><![CDATA[Top Marketing KPIs]]></category>

		<category domain="tag" nicename="top-marketing-kpis"><![CDATA[Top Marketing KPIs]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7493</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Top-25-Marketing-KPIs-of-2010-Press-Release.jpg.jpg"><img class="alignright size-full wp-image-7509" style="margin-left: 10px; margin-right: 10px;" title="Top-25-Marketing-KPIs-of-2010-Press-Release.jpg" src="http://www.smartkpis.com/blog/wp-content/uploads/Top-25-Marketing-KPIs-of-2010-Press-Release.jpg.jpg" alt="" width="260" height="366" /></a>March 23, 2011, Melbourne, Australia - smartKPIs.com, the world's largest source of thoroughly documented Key Performance Indicator (KPI) examples announces that <em><strong>Customer Portfolio Dynamics</strong></em> and <em><strong>Customer Profitability</strong></em> KPIs dominate the "<strong><a href="http://www.smartkpis.com/premium/products/reports/department/top-25-marketing-kpis-of-2010-15.html" target="_blank">Top 25 Marketing KPIs of 2010"</a></strong>. The report presents in detail KPIs such as: <strong><em>% Brand awarenes</em>s</strong>, <em><strong>% Customer retention</strong> </em>and <strong><em>$ Customer acquisition cost</em></strong>, among other KPI examples reviewed by the smartKPIs.com research team. <strong>"Top KPIs of 2010"</strong> is a collection of research reports discussing the most popular KPIs of 2010 across functional areas and industries. smartKPIs.com is an expert in the field of performance management and measurement, researching the use of KPI based performance management systems in practice around the world.</p>
<p style="text-align: justify;">While Marketing has been long considered an organizational area exempted from performance monitoring and reporting and therefore a consumer of organizational resources that was not able to prove the worthiness of this consumption, key issues such as Marketing Accountability and Marketing Performance Measurement are today top priorities on CMOs agendas. In addition, the exponential growth of social media marketing facilitates measurement of campaigns and results as never before.</p>
<p style="text-align: justify;">In this context, the use of marketing KPIs is a must for any organization aiming to assess and improve its marketing performance. A <a href="http://www.smartkpis.com/key-performance-indicator-KPI ">KPI </a>is a selected indicator considered key for monitoring the performance of a strategic objective, outcome, or key result area important to the success of an activity and growth of the organization overall. There are today hundreds of Marketing KPI examples used by organizations from around the world. The research team at smartKPIs.com documented over 100 of them in the online database with the same name. Starting with this year, a selection of the most popular KPIs will be analysed in detail as part of an annual research report.</p>
<p style="text-align: justify;">The<em> <strong><a href="http://www.smartkpis.com/premium/products/reports/department/top-25-marketing-kpis-of-2010-15.html" target="_blank">"Top 25 Marketing KPIs of 2010"</a></strong></em><strong> </strong>report provides insights in the state of Marketing performance measurement today by listing and analysing the most visited KPIs on smartKPIs.com in 2010. It is part of the <a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html "><em>"Top KPIs of 2010"</em> </a>series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. smartKPIs.com hosts the largest catalogue of thoroughly documented <a href="http://www.smartkpis.com/kpi_examples/dashboard/ ">KPI examples </a>available today and representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2010 provided a rich data set, which combined with further analysis from the editorial team, formed the basis of these research reports.</p>
<p style="text-align: justify;"><!--more-->Structured around the Marketing KPIs that in 2010 received the highest number of visits on smartKPIs.com, the<em><a href="http://www.smartkpis.com/premium/products/reports/department/top-25-marketing-kpis-of-2010-15.html "> “Top 25 Marketing KPIs of 2010”</a></em> report contains in addition to KPI names, a detailed description of each KPI, as documented in smartKPIs Premium and other relevant content. While dominated by Customer Portfolio Dynamics and Customer Behaviour KPIs, with 10 KPI examples in the Top 25, the most popular KPIs come from categories such as Brand Performance, Efficiency and Effectiveness, Customer Satisfaction and Customer Profitability:</p>
<p style="text-align: justify; padding-left: 30px;"><strong>1. % Brand awareness
2. % Customer retention
3. $ Customer acquisition cost
4. % Customer attrition
5. % Repeat customers</strong></p>
<p style="text-align: justify;">“<em>The Top 25 Marketing KPIs of 2010 report is a synthesis of what smartKPIs.com is all about: it forms an overview of how Marketing KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team. By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization."</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.</p>
<p style="text-align: justify;"><strong>About smartKPIs.com
</strong><a href=" http://www.smartkpis.com">http://www.smartkpis.com</a> is the leading online platform for performance management knowledge integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories. smartKPIs.com is operated by eab group, an innovative research driven provider of integrated performance management solutions, based in Melbourne, Australia.</p>
<p style="text-align: justify;"><strong>Media contact
</strong>Jessie Zhang, eab group, Tel: +61 3 9670 2979, Email: jessie.zhang@smartKPIs.com</p>]]></content:encoded>
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<wp:post_id>7493</wp:post_id>
<wp:post_date>2011-03-23 17:56:41</wp:post_date>
<wp:post_date_gmt>2011-03-23 06:56:41</wp:post_date_gmt>
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<title>New smartKPIs.com Report Ranks the Top Property Management KPIs of 2010</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-property-management-kpis-of-2010/</link>
<pubDate>Thu, 24 Mar 2011 08:00:20 +0000</pubDate>
<dc:creator><![CDATA[Sorin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

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		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

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		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

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		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Property Management KPIs]]></category>

		<category domain="tag" nicename="property-management-kpis"><![CDATA[Property Management KPIs]]></category>

		<category domain="tag"><![CDATA[Top 25 Property Management KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-property-management-kpis-of-2010"><![CDATA[Top 25 Property Management KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top KPIs]]></category>

		<category domain="tag" nicename="top-kpis"><![CDATA[Top KPIs]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7514</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Top-25-Property-Management-KPIs-of-2010-Press-Release1.jpg1.jpg"><img class="alignright size-full wp-image-7523" style="margin-left: 10px; margin-right: 10px;" title="Top-25-Property-Management-KPIs-of-2010-Press-Release.jpg" src="http://www.smartkpis.com/blog/wp-content/uploads/Top-25-Property-Management-KPIs-of-2010-Press-Release1.jpg1.jpg" alt="" width="261" height="367" /></a>March 24, 2011, Melbourne, Australia - <em>smartKPIs.com, the world's largest source of thoroughly documented Key Performance Indicator (KPI) examples announces that Occupancy, Rent collection and Maintenance KPIs dominate the "<a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-property-management-kpis-of-2010-27.html" target="_blank">Top 25 Property Management KPIs of 2010"</a>. The report presents in detail KPIs such as: % Occupancy rate, % Emergency repairs completed on time and % Vacancy rate, among other KPI examples reviewed by the smartKPIs.com research team. "Top KPIs of 2010" is a collection of research reports discussing the most popular KPIs of 2010 across functional areas and industries. smartKPIs.com is an expert in the field of performance management and measurement, researching the use of KPI based performance management systems in practice around the world.</em></p>
<p style="text-align: justify;">The Property Management sector represents a fertile ground for performance measurement and management due to its structure and rich dataset. Each of the key functions of property managers can be defined in clear processes with easily measurable components. In this context, the use of Property Management KPIs is fairly mature in many organizations, driven by Service Level Agreements and drive towards competitiveness.  A <a href="http://www.smartkpis.com/key-performance-indicator-KPI ">KPI</a> is a selected indicator considered key for monitoring the performance of a strategic objective, outcome, or key result area important to the success of an activity and growth of the organization overall. There are today hundreds of Property Management KPI examples used by organizations from around the world. The research team at smartKPIs.com documented over 75 of them in the online database with the same name. Starting with this year, a selection of the most popular KPIs will be analysed in detail as part of an annual research report.</p>
<p style="text-align: justify;">The <em><a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-property-management-kpis-of-2010-27.html" target="_blank">"Top 25 Property Management KPIs of 2010"</a> </em>report provides insights in the state of Property Management performance measurement today by listing and analysing the most visited KPIs on smartKPIs.com in 2010. It is part of the <a href=" http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html "><em>"Top KPIs of 2010"</em></a> series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. smartKPIs.com hosts the largest catalogue of thoroughly documented<a href="http://www.smartkpis.com/kpi_examples/dashboard/ "> KPI examples</a> available today and representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2010 provided a rich data set, which combined with further analysis from the editorial team, formed the basis of these research reports.</p>
<p style="text-align: justify;"><!--more-->Structured around the Property Management KPIs that in 2010 received the highest number of visits on smartKPIs.com, the <a href=" http://www.smartkpis.com/kpi/industries/real-estate-property/property-management/ "><em>“Top 25 Property Management KPIs of 2010” </em></a>report contains in addition to KPI names, a detailed description of each KPI, as documented in smartKPIs Premium  and other relevant content. While dominated by Occupancy, Rent collection and Maintenance KPIs, with 15 KPI examples in the Top 25, some other KPIs listed in the report come from categories such as Churn, Tenant relationship, Revenue and Contract Management:</p>
<p style="text-align: justify; padding-left: 30px;"><strong>1.	% Occupancy rate
2.	% Emergency repairs completed on time
3.	% Vacancy rate
4.	% Current tenants in serious arrears
5.	% New tenants visited within 6 weeks of tenancy start date</strong></p>
<p style="text-align: justify;"><em>“The Top 25 Property Management KPIs of 2010 report is a synthesis of what smartKPIs.com is all about: it forms an overview of how Property Management KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team. By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization."</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.</p>
<p style="text-align: justify;"><strong>About smartKPIs.com</strong>
<a href="http://www.smartkpis.com">http://www.smartkpis.com</a> is the leading online platform for performance management knowledge integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories. smartKPIs.com is operated by eab group, an innovative research driven provider of integrated performance management solutions, based in Melbourne, Australia.
<strong></strong></p>
<p style="text-align: justify;"><strong>Media contact</strong>
Jessie Zhang, eab group, Tel: +61 3 9670 2979, Email: jessie.zhang@smartKPIs.com</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>7514</wp:post_id>
<wp:post_date>2011-03-24 19:00:20</wp:post_date>
<wp:post_date_gmt>2011-03-24 08:00:20</wp:post_date_gmt>
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<title>The role of strategy in IT spending - SAP Co-CEO interview</title>
<link>http://www.smartkpis.com/blog/the-role-of-strategy-in-it-spending-sap-co-ceo-interview/</link>
<pubDate>Fri, 25 Mar 2011 05:09:37 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Interviews]]></category>

		<category domain="category" nicename="interviews"><![CDATA[Interviews]]></category>

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		<category domain="tag"><![CDATA[SAP]]></category>

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		<category domain="tag"><![CDATA[Strategy]]></category>

		<category domain="tag" nicename="strategy"><![CDATA[Strategy]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8670</guid>
<description></description>
<content:encoded><![CDATA[Bill McDermott, co-CEO of SAP, discusses the outlook of IT spending in 2010/2011.

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Source: The Wall Street Journal, 2009]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>8670</wp:post_id>
<wp:post_date>2011-03-25 16:09:37</wp:post_date>
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<title>Balanced Scorecard Forum 2011 - smartKPIs.com correspondence from Dubai - Day 1</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-forum-2011-correspondence-from-dubai-day-1/</link>
<pubDate>Sat, 26 Mar 2011 05:49:56 +0000</pubDate>
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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7529</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The 2011 edition of the Balanced Scorecard Forum Dubai started today,with 3 parallel workshops:</p>

<ul style="text-align: justify;">
	<li><strong>Executing Strategy with Balanced Scorecard</strong>) - facilitated by Aldo Labaki &amp; Roberto Wyszkowski, Palladium UAE;</li>
	<li><strong>Strategy Audit - Getting the Starting Point Right</strong> - facilitated by Alan Fell, Alan Fell Consultancy, UK;</li>
	<li><strong>Strengthen Your Organisation with "Lean" Principles</strong> - facilitated by Alan Power, MPower, UK.</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Dubai-2011.jpg" target="_blank"><img class="aligncenter size-full wp-image-7655" title="smartKPIs.com-Dubai-2011" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Dubai-2011.jpg" width="580" height="435" /></a></p>
<p style="text-align: center;"><!--more-->
<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-1.jpg" target="_blank"><img class="aligncenter size-full wp-image-7656" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-1.jpg" width="580" height="435" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-1-Sorina-Mone.jpg" target="_blank"><img class="aligncenter size-full wp-image-7657" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-1-Sorina-Mone" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-1-Sorina-Mone.jpg" width="580" height="435" /></a></p>
<p style="text-align: justify;">The interactive workshops were rich in examples of best practice, case studies and exercises, facilitating experiential learning.</p>
<p style="text-align: justify;">The first workshop consisted in thee sections: introduction in strategy review meetings, case study - strategy review meeting simulation and presentation of the Strategy Management Office. In the third workshop, Alan Power clarified the concepts of Lean Manufacturing, Six Sigma and Lean Six Sigma, focusing on the importance of optimizing processes part of the value creation chain for client and on eliminating waste from these processes.</p>
<p style="text-align: justify;">Workshop delegates came from a variety of backgrounds, from industries such as: oil and gas, public administration, finance and healthcare and countries such as Saudi Arabia, Bahrain, United Arab Emirates, Kuwait, Nigeria and Qatar.</p>
<p style="text-align: justify;">Day 2 of the forum will  continue with a Masterclass delivered by the co-developers of the Balanced Scorecard, Dr. Robert Kaplan and Dr. David Norton. For more updates from the event, stay tuned to the smartKPIs.com blog.</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>7529</wp:post_id>
<wp:post_date>2011-03-26 16:49:56</wp:post_date>
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<title>Balanced Scorecard Forum 2011 – smartKPIs.com correspondence from Dubai – Day 2</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-forum-2011-%e2%80%93-correspondence-from-dubai-%e2%80%93-day-2/</link>
<pubDate>Sun, 27 Mar 2011 11:07:10 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7563</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The second day of the <em>Balanced Scorecard Forum 2011 </em>was dedicated to the Masterclass facilitated by Dr. David Norton si Dr. Robert Kaplan. They covered topics such as the use of the Balanced Scorecard in practice, the strategy execution system, the role of the Office of Strategy management, the importance of developing internal capabilities for strategy execution and the role of leaders in the change management process. One of the central themes of the day was the balance between leadership, management practice and the benefits of structured processes.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Masterclass-VW-Brazil.jpg" target="_blank"><img class="aligncenter size-full wp-image-7683" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Masterclass-VW-Brazil" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Masterclass-VW-Brazil.jpg" width="580" height="435" /></a></p>
<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/2011-BSC-Forum-Dubai-smartKPIs23.jpg" target="_blank">
</a><!--more-->The case study discussed in as an example of best practice in Balanced Scorecard implementation was of Volkswagen Brazil. The company excelled both in terms of the Balanced Scorecard implementation process and through the efficient and effective means of communicating strategy to all employees. This was complemented by the exceptional results achieved 2 years on.</p>
<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-21.jpg" target="_blank"><img class="aligncenter size-full wp-image-7685" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-21.jpg" width="580" height="435" /></a><a href="http://www.smartkpis.com/blog/wp-content/uploads/2011-BSC-Forum-Dubai-smartKPIs22.jpg" target="_blank">
</a>After a period of 8 years of consecutive loses, driven by the drastic reduction in market share, the Balanced Scorecard implementation initiative at Volkswagen Brazil was established to support the implementation of a new strategy based on innovation and development. The main success factors that contributed to the successful turnaround facilitated by the Balanced Scorecard was the dedication and support from the management team, as well as the active involvement of employees and the encouragement of employee proposed driven initiatives.</p>
<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Dr.-Robert-Kaplan-and-Dr.-David-Norton.jpg" target="_blank"><img class="aligncenter size-full wp-image-7687" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Dr.-Robert-Kaplan-and-Dr.-David-Norton" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Dr.-Robert-Kaplan-and-Dr.-David-Norton.jpg" width="580" height="435" /></a></p>
<p style="text-align: justify;">A Questions and Answers session continues from the audience on topics related to the challanges of implementing and using the Balanced Scorecard in practice. Some of the questions asked by the audience were:</p>

<ul style="text-align: justify;">
	<li>How can be employees encouraged to offer the KPI data required for preparing the performance results?</li>
	<li>How can the performance evaluation process be more participative?</li>
	<li>Should the KPIs used to measure the achievement of a strategic objective be weighted?</li>
</ul>
<p style="text-align: justify;">The day concluded with a reception where discussions between participants and the facilitators of the day continued in an informal atmosphere.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Dr.-Robert-Kaplan-and-Adrian-Brudan.jpg" target="_blank"><img class="aligncenter size-full wp-image-7688" title="smartKPIs.com-Dr.-Robert-Kaplan-and-Adrian-Brudan" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Dr.-Robert-Kaplan-and-Adrian-Brudan.jpg" width="580" height="435" /></a></p>
<p style="text-align: left;">Day 3 of the forum will continue with the second part of the Masterclass facilitated by Dr. David Norton si Dr. Robert Kaplan. More coverage to follow.</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>7563</wp:post_id>
<wp:post_date>2011-03-27 22:07:10</wp:post_date>
<wp:post_date_gmt>2011-03-27 11:07:10</wp:post_date_gmt>
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<title>Balanced Scorecard Forum Dubai 2011 - smartKPIs.com correspondence - Day 2 in pictures</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-forum-2011-correspondence-from-dubai-day-2-in-pictures/</link>
<pubDate>Mon, 28 Mar 2011 11:12:17 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

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<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Dr.-Kaplan-and-Dr.-Norton.jpg" target="_blank"><img class="aligncenter size-full wp-image-7659" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Dr.-Kaplan-and-Dr.-Norton" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Dr.-Kaplan-and-Dr.-Norton.jpg" width="450" height="600" /></a></p>
<p style="text-align: center;"><!--more-->
<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKpIs.com-BSC-Forum-Dubai-2011-Day-2-Conference-Room.jpg" target="_blank"><img class="aligncenter size-full wp-image-7660" title="smartKpIs.com-BSC-Forum-Dubai-2011-Day-2-Conference-Room" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKpIs.com-BSC-Forum-Dubai-2011-Day-2-Conference-Room.jpg" width="580" height="435" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Alan-Fell.jpg" target="_blank"><img class="aligncenter size-full wp-image-7662" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Alan-Fell" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Alan-Fell.jpg" width="580" height="435" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Dr.-Robert-Kaplan.jpg" target="_blank"><img class="aligncenter size-full wp-image-7663" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Dr.-Robert-Kaplan" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Dr.-Robert-Kaplan.jpg" width="580" height="435" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-QA-Session.jpg" target="_blank"><img class="aligncenter size-full wp-image-7664" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Q&amp;A-Session" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-QA-Session.jpg" width="580" height="435" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Dr.-David-Norton.jpg" target="_blank"><img class="aligncenter size-full wp-image-7665" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Dr.-David-Norton" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Dr.-David-Norton.jpg" width="580" height="435" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Alexandra-Moldovan-and-Sorina-Mone.jpg" target="_blank"><img class="aligncenter size-full wp-image-7666" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Alexandra-Moldovan-and-Sorina-Mone" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Alexandra-Moldovan-and-Sorina-Mone.jpg" width="580" height="435" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Alexandra-Moldovan-and-Adrian-Brudan.jpg" target="_blank"><img class="aligncenter size-full wp-image-7667" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Alexandra-Moldovan-and-Adrian-Brudan" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Alexandra-Moldovan-and-Adrian-Brudan.jpg" width="580" height="435" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Sorina-Mone-and-Alexandra-Moldovan.jpg" target="_blank"><img class="aligncenter size-full wp-image-7670" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Sorina-Mone-and-Alexandra-Moldovan" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Sorina-Mone-and-Alexandra-Moldovan.jpg" width="580" height="435" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Sorina-Mone-and-Adrian-Brudan.jpg" target="_blank"><img class="aligncenter size-full wp-image-7673" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Sorina-Mone-and-Adrian-Brudan" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Sorina-Mone-and-Adrian-Brudan.jpg" width="580" height="435" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2.jpg" target="_blank"><img class="aligncenter size-full wp-image-7674" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2.jpg" width="580" height="435" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Participants.jpg" target="_blank"><img class="aligncenter size-full wp-image-7675" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Participants" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Participants.jpg" width="580" height="435" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Guest-Room.jpg" target="_blank"><img class="aligncenter size-full wp-image-7678" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Guest-Room" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-2-Guest-Room.jpg" width="580" height="435" /></a></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
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<title>Balanced Scorecard Forum 2011 – smartKPIs.com correspondence from Dubai – Day 3</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-forum-2011-%e2%80%93-smartkpis-com-correspondence-from-dubai-%e2%80%93-day-3/</link>
<pubDate>Mon, 28 Mar 2011 12:30:50 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7694</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><em><strong>Balanced Scorecard Dubai Forum 2011</strong></em> continued with the second part of the Masterclass<em> </em>by Dr. Robert Kaplan si Dr. David Norton. Among the topics covered were:</p>

<ul style="text-align: justify;">
	<li>The relationship between Risk Management and the Strategy Management System, workshop facilitated by Dr. Robert Kaplan;</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Robert-Kaplan-Masterclass.jpg" target="_blank"><img class="aligncenter size-full wp-image-7705" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Robert-Kaplan-Masterclass" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Robert-Kaplan-Masterclass.jpg" width="576" height="432" /></a><!--more--></p>

<ul style="text-align: justify;">
	<li>Setting up KPI targets and linking them to compensation as part fo the Balanced Scorecard based strategy management system, workshop facilitated by Dr. David Norton;</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-David-Norton-Masterclass.jpg" target="_blank"><img class="aligncenter size-full wp-image-7695" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-David-Norton-Masterclass" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-David-Norton-Masterclass.jpg" width="576" height="432" /></a></p>

<ul style="text-align: justify;">
	<li>Case Study presentation: the Balanced Scorecard implementation at the Abu Dhabi Water &amp; Electricity Authority (ADWEA), facilitated by Mohamed Guidoum from the Planning and Development Department of ADWEA;</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Kaplan-Norton-Masterclass.jpg" target="_blank"><img class="aligncenter size-full wp-image-7702" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Kaplan-Norton-Masterclass" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Kaplan-Norton-Masterclass.jpg" width="576" height="432" /></a></p>

<ul style="text-align: justify;">
	<li>Balanced Scorecard implementation: Linking strategy to operations, facilitated by Dr. Kaplan si Dr. Norton.</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Robert-Kaplan-David-Norton-Masterclass.jpg" target="_blank"><img class="aligncenter size-full wp-image-7704" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Robert-Kaplan-David-Norton-Masterclass" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Robert-Kaplan-David-Norton-Masterclass.jpg" width="576" height="432" /></a></p>
<p style="text-align: justify;">The day concluded with a Q&amp;A session (Kaplan-Norton Klinic), on topics such as: Balanced Scorecard implementation in Small and Medium Enterprises (SMEs), the issue of separating the Office of Risk Management from the Office of Strategy Management and linking performance to the compensation system.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Kaplan-Norton.jpg" target="_blank"><img class="aligncenter size-full wp-image-7703" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Kaplan-Norton" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Kaplan-Norton.jpg" width="576" height="432" /></a></p>
<p style="text-align: justify;">Starting with tomorrow, the main conference will open its doors with a session facilitated by Paul Niven followed by a series of practitioner presentations on their experience of using Balanced Scorecard in practice.</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>7694</wp:post_id>
<wp:post_date>2011-03-28 23:30:50</wp:post_date>
<wp:post_date_gmt>2011-03-28 12:30:50</wp:post_date_gmt>
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<title>Balanced Scorecard Forum Dubai 2011 – smartKPIs.com correspondence - Day 3 in pictures</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-forum-dubai-2011-%e2%80%93-smartkpis-com-correspondence-day-3-in-pictures/</link>
<pubDate>Tue, 29 Mar 2011 07:39:08 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Alan Fell]]></category>

		<category domain="tag" nicename="alan-fell"><![CDATA[Alan Fell]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard Forum]]></category>

		<category domain="tag" nicename="balanced-scorecard-forum"><![CDATA[Balanced Scorecard Forum]]></category>

		<category domain="tag"><![CDATA[David Norton]]></category>

		<category domain="tag" nicename="david-norton"><![CDATA[David Norton]]></category>

		<category domain="tag"><![CDATA[Dubai]]></category>

		<category domain="tag" nicename="dubai"><![CDATA[Dubai]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag" nicename="robert-kaplan"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7708</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3.jpg" target="_blank"><img class="aligncenter size-full wp-image-7717" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3.jpg" width="576" height="432" /></a><!--more--></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Kaplan.jpg" target="_blank"><img class="aligncenter size-full wp-image-7710" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Kaplan" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Kaplan.jpg" width="576" height="432" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Robert-Kaplan.jpg" target="_blank"><img class="aligncenter size-full wp-image-7714" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Robert-Kaplan" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Robert-Kaplan.jpg" width="576" height="432" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Risk-Review-Board.jpg" target="_blank"><img class="aligncenter size-full wp-image-7715" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Risk-Review-Board" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Risk-Review-Board.jpg" width="576" height="432" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-David-Norton.jpg" target="_blank"><img class="aligncenter size-full wp-image-7711" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-David-Norton" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-David-Norton.jpg" width="576" height="432" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Masterclass.jpg" target="_blank"><img class="aligncenter size-full wp-image-7713" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Masterclass" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Masterclass.jpg" width="576" height="432" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Norton-Kaplan.jpg" target="_blank"><img class="aligncenter size-full wp-image-7712" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Norton-Kaplan" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Norton-Kaplan.jpg" width="576" height="432" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-smartKPIs.com-report.jpg" target="_blank"><img class="aligncenter size-full wp-image-7709" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-smartKPIs.com-report" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-smartKPIs.com-report.jpg" width="576" height="432" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Adrian-Brudan-and-David-Norton.jpg" target="_blank"><img class="aligncenter size-full wp-image-7718" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Adrian-Brudan-and-David-Norton" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Adrian-Brudan-and-David-Norton.jpg" width="576" height="432" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-smartKPIs.com_.jpg" target="_blank"><img class="aligncenter size-full wp-image-7720" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-smartKPIs.com" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-smartKPIs.com_.jpg" width="576" height="432" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Participants.jpg" target="_blank"><img class="aligncenter size-full wp-image-7716" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Participants" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Participants.jpg" width="576" height="432" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Sorina-Mone.jpg" target="_blank"><img class="aligncenter size-full wp-image-7719" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Sorina-Mone" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Sorina-Mone.jpg" width="576" height="432" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Dubai.jpg" target="_blank"><img class="aligncenter size-full wp-image-7721" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Dubai" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-Dubai.jpg" width="576" height="432" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-On-the-Road.jpg" target="_blank"><img class="aligncenter size-full wp-image-7722" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-On-the-Road" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-3-On-the-Road.jpg" width="576" height="432" /></a></p>
<p style="text-align: center;"></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>7708</wp:post_id>
<wp:post_date>2011-03-29 18:39:08</wp:post_date>
<wp:post_date_gmt>2011-03-29 07:39:08</wp:post_date_gmt>
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<title>Balanced Scorecard Forum 2011 – smartKPIs.com correspondence from Dubai – Day 4</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-forum-2011-%e2%80%93-smartkpis-com-correspondence-from-dubai-%e2%80%93-day-4/</link>
<pubDate>Wed, 30 Mar 2011 09:04:38 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Alan Fell]]></category>

		<category domain="tag" nicename="alan-fell"><![CDATA[Alan Fell]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard Forum]]></category>

		<category domain="tag" nicename="balanced-scorecard-forum"><![CDATA[Balanced Scorecard Forum]]></category>

		<category domain="tag"><![CDATA[Dubai]]></category>

		<category domain="tag" nicename="dubai"><![CDATA[Dubai]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Paul Niven]]></category>

		<category domain="tag" nicename="paul-niven"><![CDATA[Paul Niven]]></category>

		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7748</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Day 4 of the Balanced Scorecard Forum Dubai 2011 started with a series of presentations delivered by Paul Niven, one of the main authors on Balanced Scorecard related topics.</p>
<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Paul-Niven.jpg" target="_blank"><img class="aligncenter size-full wp-image-7758" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Paul-Niven" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Paul-Niven.jpg" width="580" height="435" /></a></p>
<p style="text-align: justify;"><!--more-->The topics covered were the relationship between the Balanced Scorecard and Risk Management, as well as the use of the Balanced Scorecard in the non-profit and public sectors. A case study of a successful implementation was also presented.</p>
<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Strategy-Map.jpg" target="_blank"><img class="aligncenter size-full wp-image-7755" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Strategy-Map" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Strategy-Map.jpg" width="580" height="435" /></a></p>
<p style="text-align: justify;">All participants had the opportunity to interact with the presenter both during breaks and during lunch, a welcomed initiative from the organizers.</p>
<p style="text-align: justify;">The second part of the day was dedicated to a series of presentations from practitioners that successfully implemented the Balanced Scorecard in their organizations. They shared with the audience the challenges and lessons learned from this process.</p>
<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4.jpg" target="_blank"><img class="aligncenter size-full wp-image-7756" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-4" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4.jpg" width="580" height="435" /></a></p>
<p style="text-align: justify;">Among the presenters were representatives of the The Executive Council (Dubai, UAE), Aksa Akrilik Kimya Sanayi A. S. (Turkey), Hindustan Petroleum (India) and Securities And Commodities Authority, UAE). Jacki McCartney (International Development Director, Syat, UK and UAE) and Paul Gamble (Paul Gamble, Head of Research, Jadwa Investment, KSA) facilitated two interactive exercises.</p>
<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Jacki-McCartney.jpg" target="_blank"><img class="aligncenter size-full wp-image-7757" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Jacki-McCartney" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Jacki-McCartney.jpg" width="580" height="435" /></a></p>
<p style="text-align: justify;">Networking continued in a more informal setting during dinner on a cruise around Dubai.</p>
<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Networking.jpg" target="_blank"><img class="aligncenter size-full wp-image-7760" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Networking" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Networking.jpg" width="580" height="435" /></a></p>
<p style="text-align: justify;">Day 5 will continue with more presentations from organizations on their experience of implementing and using the Balanced Scorecard, an interactive BSC team challenge moderated by Alan Fell.</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>7748</wp:post_id>
<wp:post_date>2011-03-30 20:04:38</wp:post_date>
<wp:post_date_gmt>2011-03-30 09:04:38</wp:post_date_gmt>
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<title>Balanced Scorecard Forum Dubai 2011 – smartKPIs.com correspondence – Day 4 in pictures</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-forum-dubai-2011-%e2%80%93-smartkpis-com-correspondence-%e2%80%93-day-4-in-pictures/</link>
<pubDate>Wed, 30 Mar 2011 09:09:00 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard Forum]]></category>

		<category domain="tag" nicename="balanced-scorecard-forum"><![CDATA[Balanced Scorecard Forum]]></category>

		<category domain="tag"><![CDATA[Dubai]]></category>

		<category domain="tag" nicename="dubai"><![CDATA[Dubai]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7752</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Dubai.jpg" target="_blank"><img class="aligncenter size-full wp-image-7764" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Dubai" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Dubai.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Niven.jpg" target="_blank"><img class="aligncenter size-full wp-image-7765" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Niven" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Niven.jpg" width="580" height="435" /></a><!--more-->

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Presentation1.jpg" target="_blank"><img class="aligncenter size-full wp-image-7766" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Presentation1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Presentation1.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Presentation2.jpg" target="_blank"><img class="aligncenter size-full wp-image-7767" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Presentation2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Presentation2.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Sorina-Mone.jpg" target="_blank"><img class="aligncenter size-full wp-image-7768" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Sorina-Mone" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Sorina-Mone.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Guests.jpg" target="_blank"><img class="aligncenter size-full wp-image-7769" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Guests" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Guests.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Niven-Paul.jpg" target="_blank"><img class="aligncenter size-full wp-image-7770" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Niven-Paul" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Niven-Paul.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Paul-Niven-Book-Signing.jpg" target="_blank"><img class="aligncenter size-full wp-image-7771" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Paul-Niven-Book-Signing" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Paul-Niven-Book-Signing.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Niven-Paul-Book-Signing.jpg" target="_blank"><img class="aligncenter size-full wp-image-7772" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Niven-Paul-Book-Signing" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Niven-Paul-Book-Signing.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Paul-Niven-Interview.jpg" target="_blank"><img class="aligncenter size-full wp-image-7773" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Paul-Niven-Interview" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Paul-Niven-Interview.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Paul-Gamble.jpg" target="_blank"><img class="aligncenter size-full wp-image-7774" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Paul-Gamble" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Paul-Gamble.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-SCA-Excellence-Maturity.jpg" target="_blank"><img class="aligncenter size-full wp-image-7775" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-SCA-Excellence-Maturity" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-SCA-Excellence-Maturity.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Guest.jpg" target="_blank"><img class="aligncenter size-full wp-image-7776" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Guest" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Guest.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Hindustan-Petroleum-A-Case-Study.jpg" target="_blank"><img class="aligncenter size-full wp-image-7777" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Hindustan-Petroleum-A-Case-Study" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Hindustan-Petroleum-A-Case-Study.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Speaker.jpg" target="_blank"><img class="aligncenter size-full wp-image-7778" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Speaker" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Speaker.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-GOP-Growth.jpg" target="_blank"><img class="aligncenter size-full wp-image-7779" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-GOP-Growth" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-GOP-Growth.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-GOP.jpg" target="_blank"><img class="aligncenter size-full wp-image-7780" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-GOP" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-GOP.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Night.jpg" target="_blank"><img class="aligncenter size-full wp-image-7781" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Night" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-4-Night.jpg" width="580" height="435" /></a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>7752</wp:post_id>
<wp:post_date>2011-03-30 20:09:00</wp:post_date>
<wp:post_date_gmt>2011-03-30 09:09:00</wp:post_date_gmt>
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<title>Balanced Scorecard Forum Dubai 2011 – smartKPIs.com correspondence – Day 5 in pictures</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-forum-dubai-2011-%e2%80%93-smartkpis-com-correspondence-%e2%80%93-day-5-in-pictures/</link>
<pubDate>Thu, 31 Mar 2011 12:12:47 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard Forum]]></category>

		<category domain="tag" nicename="balanced-scorecard-forum"><![CDATA[Balanced Scorecard Forum]]></category>

		<category domain="tag"><![CDATA[Dubai]]></category>

		<category domain="tag" nicename="dubai"><![CDATA[Dubai]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7815</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Sorina-Mone.jpg" target="_blank"><img class="aligncenter size-full wp-image-7816" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Sorina-Mone" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Sorina-Mone.jpg" width="580" height="435" /></a>

<!--more-->
<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation.jpg" target="_blank"><img class="aligncenter size-full wp-image-7817" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Alexandra-Moldovan.jpg" target="_blank"><img class="aligncenter size-full wp-image-7818" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Alexandra-Moldovan" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Alexandra-Moldovan.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-4.jpg" target="_blank"><img class="aligncenter size-full wp-image-7819" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-4" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-4.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-5.jpg" target="_blank"><img class="aligncenter size-full wp-image-7820" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-5" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-5.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-6.jpg" target="_blank"><img class="aligncenter size-full wp-image-7821" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-6" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-6.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Participants.jpg" target="_blank"><img class="aligncenter size-full wp-image-7822" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Participants" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Participants.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-7.jpg" target="_blank"><img class="aligncenter size-full wp-image-7823" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-7" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-7.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Discussions-1.jpg" target="_blank"><img class="aligncenter size-full wp-image-7824" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Discussions-1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Discussions-1.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Customers-first-choice.jpg" target="_blank"><img class="aligncenter size-full wp-image-7825" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Customers-first-choice" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Customers-first-choice.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Discussions-2.jpg" target="_blank"><img class="aligncenter size-full wp-image-7826" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Discussions-2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Discussions-2.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Discussions-3.jpg" target="_blank"><img class="aligncenter size-full wp-image-7827" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Discussions-3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Discussions-3.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5.jpg" target="_blank"><img class="aligncenter size-full wp-image-7828" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-8.jpg" target="_blank"><img class="aligncenter size-full wp-image-7829" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-8" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-8.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-9.jpg" target="_blank"><img class="aligncenter size-full wp-image-7830" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-9" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-9.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-10.jpg" target="_blank"><img class="aligncenter size-full wp-image-7831" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-10" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-10.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Adrian-Brudan-Sorina-Mone.jpg" target="_blank"><img class="aligncenter size-full wp-image-7832" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Adrian-Brudan-Sorina-Mone" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Adrian-Brudan-Sorina-Mone.jpg" width="580" height="435" /></a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>7815</wp:post_id>
<wp:post_date>2011-03-31 23:12:47</wp:post_date>
<wp:post_date_gmt>2011-03-31 12:12:47</wp:post_date_gmt>
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<title>Balanced Scorecard Forum 2011 – smartKPIs.com correspondence from Dubai – Day 5</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-forum-2011-%e2%80%93-smartkpis-com-correspondence-from-dubai-%e2%80%93-day-5/</link>
<pubDate>Thu, 31 Mar 2011 12:44:37 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard Forum]]></category>

		<category domain="tag" nicename="balanced-scorecard-forum"><![CDATA[Balanced Scorecard Forum]]></category>

		<category domain="tag"><![CDATA[Dubai]]></category>

		<category domain="tag" nicename="dubai"><![CDATA[Dubai]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

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		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7802</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><strong>T</strong>he final day of plenary sessions of the Balanced Scorecard Forum Dubai 2011 continued with five presentations from representatives of organizations who implemented the Balanced Scorecard:</p>

<ul>
	<li style="text-align: justify;">Western Region Municipality, UAE;</li>
	<li style="text-align: justify;">Natgaz, Lebanon;</li>
	<li style="text-align: justify;">Infosys Technologies, India;</li>
	<li style="text-align: justify;">King Hussein Cancer Center, Jordan;</li>
	<li>Reliance Industries, India.</li>
</ul>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Western-Region-Municipality.jpg" target="_blank"><img class="aligncenter size-full wp-image-7803" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Western-Region-Municipality" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Western-Region-Municipality.jpg" width="580" height="218" /></a>
<p style="text-align: justify;"><!--more-->
<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Lessons-Learned.jpg" target="_blank"><img class="aligncenter size-full wp-image-7804" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Lessons-Learned" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Lessons-Learned.jpg" width="580" height="218" /></a></p>
<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Infosys-Client-Relationship-Scorecard.jpg" target="_blank"><img class="aligncenter size-full wp-image-7805" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Infosys-Client-Relationship-Scorecard" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Infosys-Client-Relationship-Scorecard.jpg" width="580" height="218" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Accountability-in-Performance.jpg" target="_blank"><img class="aligncenter size-full wp-image-7806" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Accountability-in-Performance" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Accountability-in-Performance.jpg" width="560" height="210" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Reliance-BSC-Journey.jpg" target="_blank"><img class="aligncenter size-full wp-image-7807" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Reliance-BSC-Journey" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Reliance-BSC-Journey.jpg" width="560" height="210" /></a></p>
<p style="text-align: justify;">The afternoon was dedicated to the most interactive session of the Forum, consisting in a Balanced Scorecard interactive team challenge. Participants were grouped in eight teams lead by a facilitator. Each team was required to develop, based on a business scenario, a Strategy Map and select the corresponding KPIs linked to each formulated objective.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Discussions.jpg" target="_blank"><img class="aligncenter size-full wp-image-7809" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Discussions" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Discussions.jpg" width="580" height="435" /></a></p>
<p style="text-align: justify;">The time allocated was two hours, during which each team member had an opportunity to contribute. At the conclusion of the allocated time, a representative from each team had the opportunity to present the outputs in front of a panel of Balanced Scorecard experts, who selected the team who impressed them the most through the quality of the developed Strategy Map and KPIs.</p>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-1.jpg" target="_blank"><img class="aligncenter size-full wp-image-7811" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Presentation-1.jpg" width="580" height="435" /></a>
<p style="text-align: justify;">Each presenter and each member of the winning team received a copy of <em>"The Execution Premium: Linking Strategy to Operations for Competitive Advantage", </em>autographed by its authors, Dr. Robert Kaplan and Dr. David Norton. The smartKPIs.com delegation was happy to contribute and two of its members were part of the team that won the challenge.</p>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Sorina-Mone-Adrian-Brudan.jpg" target="_blank"><img class="aligncenter size-full wp-image-7808" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Sorina-Mone-Adrian-Brudan" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-5-Sorina-Mone-Adrian-Brudan.jpg" width="580" height="435" /></a>
<p style="text-align: justify;">Day 6 of the event will be dedicated to workshops, three of them taking place in parallel, lead by: Paul Niven (Senalosa - USA), Alan Fell (Alan Fell Consultancy - UK) si Jacki McCartney (Syat - UAE and UK).</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>7802</wp:post_id>
<wp:post_date>2011-03-31 23:44:37</wp:post_date>
<wp:post_date_gmt>2011-03-31 12:44:37</wp:post_date_gmt>
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<wp:post_name>balanced-scorecard-forum-2011-%e2%80%93-smartkpis-com-correspondence-from-dubai-%e2%80%93-day-5</wp:post_name>
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<title>Balanced Scorecard Forum Dubai 2011 – smartKPIs.com correspondence – Day 6 in pictures</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-forum-dubai-2011-%e2%80%93-smartkpis-com-correspondence-%e2%80%93-day-6-in-pictures/</link>
<pubDate>Thu, 31 Mar 2011 13:33:55 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard Forum]]></category>

		<category domain="tag" nicename="balanced-scorecard-forum"><![CDATA[Balanced Scorecard Forum]]></category>

		<category domain="tag"><![CDATA[Dubai]]></category>

		<category domain="tag" nicename="dubai"><![CDATA[Dubai]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7883</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Paul-Niven-11.jpg" target="_blank"><img class="aligncenter size-full wp-image-7885" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Paul-Niven-1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Paul-Niven-11.jpg" width="580" height="435" /></a>

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<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Paul-Niven-21.jpg" target="_blank"><img class="aligncenter size-full wp-image-7886" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Paul-Niven-2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Paul-Niven-21.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Paul-Niven-3.jpg" target="_blank"><img class="aligncenter size-full wp-image-7887" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Paul-Niven-3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Paul-Niven-3.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6.jpg" target="_blank"><img class="aligncenter size-full wp-image-7888" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-6" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Paul-Niven.jpg" target="_blank"><img class="aligncenter size-full wp-image-7889" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Paul-Niven" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Paul-Niven.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-1.jpg" target="_blank"><img class="aligncenter size-full wp-image-7890" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-1.jpg" width="435" height="580" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-2.jpg" target="_blank"><img class="aligncenter size-full wp-image-7891" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-2.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-3.jpg" target="_blank"><img class="aligncenter size-full wp-image-7892" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-3.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-4.jpg" target="_blank"><img class="aligncenter size-full wp-image-7893" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-4" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-4.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-5.jpg" target="_blank"><img class="aligncenter size-full wp-image-7894" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-5" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-5.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-6.jpg" target="_blank"><img class="aligncenter size-full wp-image-7895" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-6" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-6.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-8.jpg" target="_blank"><img class="aligncenter size-full wp-image-7896" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-8" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-8.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-Sorina-Mone.jpg" target="_blank"><img class="aligncenter size-full wp-image-7897" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-Sorina-Mone" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-Sorina-Mone.jpg" width="435" height="580" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-9.jpg" target="_blank"><img class="aligncenter size-full wp-image-7898" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-9" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-9.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-10.jpg" target="_blank"><img class="aligncenter size-full wp-image-7899" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-10" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-10.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-BSC-Perspectives.jpg" target="_blank"><img class="aligncenter size-full wp-image-7902" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-BSC-Perspectives" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-BSC-Perspectives.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-Balanced-Scorecard-Perspectives.jpg" target="_blank"><img class="aligncenter size-full wp-image-7903" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-Balanced-Scorecard-Perspectives" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Allan-Fell-Workshop-Balanced-Scorecard-Perspectives.jpg" width="580" height="435" /></a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>7883</wp:post_id>
<wp:post_date>2011-04-01 00:33:55</wp:post_date>
<wp:post_date_gmt>2011-03-31 13:33:55</wp:post_date_gmt>
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<title>Balanced Scorecard Forum 2011 – smartKPIs.com correspondence from Dubai - Day 6</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-forum-2011-%e2%80%93-smartkpis-com-correspondence-from-dubai-day-6/</link>
<pubDate>Fri, 01 Apr 2011 11:17:53 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Alan Fell]]></category>

		<category domain="tag" nicename="alan-fell"><![CDATA[Alan Fell]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard Forum]]></category>

		<category domain="tag" nicename="balanced-scorecard-forum"><![CDATA[Balanced Scorecard Forum]]></category>

		<category domain="tag"><![CDATA[Dubai]]></category>

		<category domain="tag" nicename="dubai"><![CDATA[Dubai]]></category>

		<category domain="tag"><![CDATA[Jacki McCartney]]></category>

		<category domain="tag" nicename="jacki-mccartney"><![CDATA[Jacki McCartney]]></category>

		<category domain="tag"><![CDATA[Paul Niven]]></category>

		<category domain="tag" nicename="paul-niven"><![CDATA[Paul Niven]]></category>

		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7843</guid>
<description></description>
<content:encoded><![CDATA[The last day of the<strong><em> Balanced Scorecard Forum 2011</em></strong> in Dubai included three workshops held in parallel:
<ul>
	<li><em>The Roadmap Strategy Process</em>, facilitated by Paul Niven (Senalosa – USA)</li>
	<li><em>Applying the Balanced Scorecard to SMEs</em>, facilitated by Alan Fell (Alan Fell Consultancy – UK)</li>
	<li><em>Monitoring and Beyond - Getting Beneath the Surface to Identify the Drivers Of Improved Performance</em>, facilitated by Jacki McCartney (Syat- UAE and UK).</li>
</ul>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Paul-Niven-1.jpg" target="_blank"><img class="aligncenter size-full wp-image-7855" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Paul-Niven-1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Paul-Niven-1.jpg" width="580" height="435" /></a>

<!--more-->
<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Alan-Fell-1.jpg" target="_blank"><img class="aligncenter size-full wp-image-7856" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Alan-Fell-1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Alan-Fell-1.jpg" width="580" height="435" /></a>
<p style="text-align: left;">All three workshops were built on practical exercises, encouraging the interaction between participants. Delegates have contributed with ideas and examples from their own experience.</p>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Alan-Fell-2.jpg" target="_blank"><img class="aligncenter size-full wp-image-7857" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Alan-Fell-2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Alan-Fell-2.jpg" width="580" height="435" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Paul-Niven-2.jpg"><img class="aligncenter size-full wp-image-7858" title="smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Paul-Niven-2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Paul-Niven-2.jpg" width="580" height="435" /></a>
<p style="text-align: left;">Workshops have been completed at noon, when the participants had lunch together in the last frame of networking, after six days of intense learning sessions and interaction. smartKPIs.com correspondence will continue with a suite of materials that address topics discussed in detail during those six days, as well as videos made ​​by speakers, facilitators and delegates of the forum.</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>7843</wp:post_id>
<wp:post_date>2011-04-01 22:17:53</wp:post_date>
<wp:post_date_gmt>2011-04-01 11:17:53</wp:post_date_gmt>
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<title>New smartKPIs.com Report Ranks the Top Local Government KPIs of 2010</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-local-government-kpis-of-2010/</link>
<pubDate>Sat, 02 Apr 2011 13:32:55 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

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		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Local Government KPIs]]></category>

		<category domain="tag" nicename="local-government-kpis"><![CDATA[Local Government KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Top 25 Local Government KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-local-government-kpis-of-2010"><![CDATA[Top 25 Local Government KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top KPIs]]></category>

		<category domain="tag" nicename="top-kpis"><![CDATA[Top KPIs]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7876</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/Top-25-Local-Government-KPIs-of-2010-Press-Release.jpg"><img class="alignright size-full wp-image-7878" title="Top-25-Local-Government-KPIs-of-2010-Press-Release" src="http://www.smartkpis.com/blog/wp-content/uploads/Top-25-Local-Government-KPIs-of-2010-Press-Release.jpg" alt="Top_25_Local_Government_KPIs_of_2010_Press_Release" width="250" height="360" /></a>April 2, 2011, Melbourne, Australia –<em> smartKPIs.com, the world’s largest source of thoroughly documented Key Performance Indicator (KPI) examples announces that <strong>Public Services</strong>, </em><em><strong>General Local Administration </strong>and <strong>Economic &amp; Business Affairs</strong> KPIs dominate the <a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-local-government-kpis-of-2010-21.html" target="_blank">“<strong>Top 25 Local Government KPIs of 2010″</strong></a>. The report presents in detail KPIs such as: <strong>% Users satisfied with public service responsiveness, # E-public sector as an active partner in the innovation system</strong> and <strong>% Maturity of online public service delivery</strong>, among other KPI examples reviewed by the smartKPIs.com research team. <strong>“Top KPIs of 2010″</strong> is a collection of research reports discussing the most popular KPIs of  2010 across functional areas and industries. smartKPIs.com is an expert  in the field of performance management and measurement, researching the  use of KPI based performance management systems in practice around the  world.</em>

While the Local Government institutions provide the structural framework for managing the local communities, using performance measures for tracking and improving performance in servicing population is a must for guiding the journey to improving the quality of life level as well as the well-being of these communities.

A <a href="http://www.smartkpis.com/latest-updated/" target="_blank">KPI </a>is  a selected indicator considered key for monitoring the performance of a  strategic objective, outcome, or key result area important to the  success of an activity and growth of the organization overall. There are  today hundreds of Local Government KPI examples used by organizations from around the  world. The research team at smartKPIs.com documented over 600 of them  in the online database with the same name. Starting with this year, a  selection of the most popular KPIs will be analysed in detail as part of  an annual research report.

The<em> <a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-local-government-kpis-of-2010-21.html" target="_blank"><strong>“Top 25 Local Government KPIs of 2010″</strong></a></em><a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-local-government-kpis-of-2010-21.html" target="_blank"><strong> </strong></a>report  provides insights with regards to the Local Government performance measurement today by  listing and analysing the most visited KPIs on smartKPIs.com in 2010. It  is part of the <a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><em>“Top KPIs of 2010″</em> </a>series  of reports and a result of the research program conducted by the  analysts of smartKPIs.com in the area of integrated performance  management and measurement. smartKPIs.com hosts the largest catalogue of  thoroughly documented <a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">KPI examples </a>available  today and representing an excellent platform for research and  dissemination of insights on KPIs and related topics. The hundreds of  thousands of visits to smartKPIs.com and the thousands of KPIs visited,  bookmarked and rated by members of this online community in 2010  provided a rich data set, which combined with further analysis from the  editorial team, formed the basis of these research reports.

<!--more-->Structured around the Local Government KPIs that in 2010 received the highest number of visits on smartKPIs.com, the <a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-local-government-kpis-of-2010-21.html" target="_blank"><em><strong>"Top 25 Local Government KPIs of 2010"</strong></em></a> report contains in addition to KPI names, a detailed description of each KPI, as documented in smartKPIs Premium and other relevant content. While dominated by KPIs reflecting the performance of the Public Services, other popular KPIs come from categories such as General Local Administration, Economic &amp; Business Affairs, Community – Quality of Life, Social Services, Public Safety, Budget and Finance or Culture, Recreation and Entertainment.
<ol>
	<li> <strong> % Citizens satisfied with public service responsiveness</strong></li>
	<li><strong># e-Public sector as an active partner in the innovation system</strong></li>
	<li><strong>% Maturity of online service delivery</strong></li>
	<li><strong># Building rehabilitation projects</strong></li>
	<li><strong># Recruit to hire ratio for job placements</strong></li>
</ol>
"<em>The Top 25 Local Government KPIs of 2010 report is a synthesis of what smartKPIs.com is all about: it forms an overview of how Local Government KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team. By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization.</em><em>"</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.

<strong>About smartKPIs.com</strong>
<a href="../../">http://www.smartkpis.com</a> is the leading online platform for performance management knowledge  integration, hosting the largest database of thoroughly documented KPI  examples available on the web today. It offers high quality resources  and collaboration functionality for the community of members, assisting  them in making smart decisions regarding their performance management  initiatives. Registration is free and enables research, learning and  interaction as part of a growing community of members from over 190  countries and territories. smartKPIs.com is operated by eab group, an  innovative research driven provider of integrated performance management  solutions, based in Melbourne, Australia.

<strong>Media contact</strong>
Jessie Zhang, eab group, Tel: +61 3 9670 2979, Email: jessie.zhang@smartKPIs.com]]></content:encoded>
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<wp:post_id>7876</wp:post_id>
<wp:post_date>2011-04-03 00:32:55</wp:post_date>
<wp:post_date_gmt>2011-04-02 13:32:55</wp:post_date_gmt>
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<title>New smartKPIs.com Report Ranks the Top Information Technology KPIs of 2010</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-information-technology-kpis-of-2010/</link>
<pubDate>Sun, 03 Apr 2011 13:03:45 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Information Technology KPIs]]></category>

		<category domain="tag" nicename="information-technology-kpis"><![CDATA[Information Technology KPIs]]></category>

		<category domain="tag"><![CDATA[IT KPIs]]></category>

		<category domain="tag" nicename="it-kpis"><![CDATA[IT KPIs]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Top 25 Information Technology KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-information-technology-kpis-of-2010"><![CDATA[Top 25 Information Technology KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top KPIs]]></category>

		<category domain="tag" nicename="top-kpis"><![CDATA[Top KPIs]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7868</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/Top-25-Information-Technology-KPIs-of-2010-Press-Release.jpg"><img class="alignright size-full wp-image-7870" title="Top-25-Information-Technology-KPIs-of-2010-Press-Release" src="http://www.smartkpis.com/blog/wp-content/uploads/Top-25-Information-Technology-KPIs-of-2010-Press-Release.jpg" alt="Top_25_Information_Technology_KPIs_of_2010_Press_Release" width="260" height="350" /></a>April 4, 2011, Melbourne, Australia –<em> smartKPIs.com, the world’s largest source of thoroughly documented Key Performance Indicator (KPI) examples announces that <strong>Application Development</strong> and </em><em><strong>Network Management</strong> KPIs dominate the “<strong><a href="http://www.smartkpis.com/premium/products/reports/department/top-25-information-technology-kpis-of-2010-13.html" target="_blank">Top 25 Information Technology KPIs of 2010</a>″</strong>. The report presents in detail KPIs such as: <strong>% </strong></em><em><strong>Defects removal efficiency</strong>, </em><em><strong>% </strong></em><em><strong>Schedule adherence in software development</strong></em><em> and <strong>% Data network availability</strong>, among other KPI examples reviewed by the smartKPIs.com research team. <strong>“Top KPIs of 2010″</strong> is a collection of research reports discussing the most popular KPIs of 2010 across functional areas and industries. smartKPIs.com is an expert in the field of performance management and measurement, researching the use of KPI based performance management systems in practice around the world.</em>

While companies realize that Information Technology can be an important element of differentiation and creating sustainable competitive advantage, using performance measures for tracking and improving performance in Information Technology (IT) operations is a must for guiding the journey to attaining organizational excellence.

A <a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">KPI </a>is a selected indicator considered key for monitoring the performance of a strategic objective, outcome, or key result area important to the success of an activity and growth of the organization overall. There are today hundreds of IT KPI examples used by organizations from around the world. The research team at smartKPIs.com documented over 550 of them in the online database with the same name. Starting with this year, a selection of the most popular KPIs will be analysed in detail as part of an annual research report.

The<em> <a href="http://www.smartkpis.com/premium/products/reports/department/top-25-information-technology-kpis-of-2010-13.html" target="_blank"><strong>“Top 25 Information Technology KPIs of 2010″</strong></a></em><strong> </strong>report provides insights in the state of IT performance measurement today by listing and analysing the most visited KPIs on smartKPIs.com in 2010. It is part of the <a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><em>“Top KPIs of 2010″</em> </a>series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. smartKPIs.com hosts the largest catalogue of thoroughly documented <a href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank">KPI examples </a>available today and representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2010 provided a rich data set, which combined with further analysis from the editorial team, formed the basis of these research reports.

<!--more-->Structured around the Information Technology KPIs that in 2010 received the highest number of visits on smartKPIs.com, the <em><a href="http://www.smartkpis.com/premium/products/reports/department/top-25-information-technology-kpis-of-2010-13.html" target="_blank">"Top 25 Information Technology KPIs of 2010"</a></em> report contains in addition to KPI names, a detailed description of each KPI, as documented in smartKPIs Premium and other relevant content. While dominated by Application Development, Network Management and IT – Security KPIs, it also contains KPI examples from categories such as Service Management, Enterprise Architecture and IT – General:
<ol>
	<li><strong>% Defects removal efficiency
</strong></li>
	<li><strong>% Schedule adherence in software development</strong></li>
	<li><strong>% Data network availability</strong></li>
	<li><strong>% SLAs in renegotiation</strong></li>
	<li><strong># IT policy violations</strong></li>
</ol>
<em>"The Top 25 Information Technology KPIs of 2010 report is a synthesis of what smartKPIs.com is all about: it forms an overview of how Information Technology KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team. By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization."</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.

<strong>About smartKPIs.com</strong>
<a href="../../">http://www.smartkpis.com</a> is the leading online platform for performance management knowledge integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories. smartKPIs.com is operated by eab group, an innovative research driven provider of integrated performance management solutions, based in Melbourne, Australia.
<strong></strong>

<strong>Media contact</strong>
Jessie Zhang, eab group, Tel: +61 3 9670 2979, Email: jessie.zhang@smartKPIs.com]]></content:encoded>
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<wp:post_id>7868</wp:post_id>
<wp:post_date>2011-04-04 00:03:45</wp:post_date>
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<title>How to set yellow thresholds for targets? - Insights from Balanced Scorecard Forum 2011 FAQs</title>
<link>http://www.smartkpis.com/blog/how-to-set-yellow-thresholds-for-targets-insights-from-balanced-scorecard-forum-2011-faqs/</link>
<pubDate>Mon, 04 Apr 2011 13:21:57 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard Forum Dubai]]></category>

		<category domain="tag" nicename="balanced-scorecard-forum-dubai"><![CDATA[Balanced Scorecard Forum Dubai]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Targets]]></category>

		<category domain="tag" nicename="targets"><![CDATA[Targets]]></category>

		<category domain="tag"><![CDATA[Thresholds]]></category>

		<category domain="tag" nicename="thresholds"><![CDATA[Thresholds]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7909</guid>
<description></description>
<content:encoded><![CDATA[<strong><em>Balanced Scorecard Forum 2011</em> </strong>in Dubai generated an environment of intense interaction between participants, speakers and facilitators, giving the opportunity to address questions that for many delegates represented obstacles in implementing or utilizing Balanced Scorecard within the organization.

Starting with the first day of the Forum, a frequently asked question was raised in the <em>Pre-Forum Workshop A - Executing Strategy with the Balanced Scorecard</em>, facilitated by Aldo Labaki &amp; Roberto Wyszkowski, Palladium UAE: <strong><em>"How to set yellow thresholds for targets?"</em></strong>. In practice, as expressed  by the delegates, it is highly interpretable and debatable among the employees that set and have to achieve the target. The facilitators mentioned that this issue has been raised with many occasions, however, a generic answer has not yet been agreed upon at international level. An option mentioned during the workshop was the following:
<ul>
	<li><strong><span style="color: #000080;">Blue</span></strong> (or gold) - for achieving &gt;95% of the target;</li>
	<li><strong><span style="color: #008000;">Green </span></strong>- for achieving 75%-95% of the target;</li>
	<li><strong><span style="color: #ffff00;">Yellow </span></strong>- for achieving 60%-75% of the target;</li>
	<li><strong><span style="color: #ff0000;">Red</span></strong> - for achieving &lt;60% of the target.</li>
</ul>
Various answers to this question raise a continuous debate on how to set thresholds for the targets of KPIs. For example, dashboard and scorecard users may offer different color coding of thresholds (Facca, Jozlin, Spears &amp; Ward, 2009), such as: green (&gt;80% of target), yellow (60%-80% of target), or red (&lt;60% of target):
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Thresholds2.jpg"><img class="aligncenter size-full wp-image-7918" title="Thresholds" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Thresholds2.jpg" width="574" height="159" /></a><span style="color: #888888;">Source: Facca, Jozlin, Spears &amp; Ward (2009)<!--more-->
</span></p>
When reviewing KPIs, color signals, are used to visualize the difference between the current situation when it is compared to the desired outcomes. This is an effective tool for communication. Red signals visualize that immediate action is necessary, while yellow is used to express that close attention is needed. Green is used when the relationship between current and target measures are satisfying (smartKPIs.com, 2011).

<a href="http://www.smartkpis.com/premium/services/smartKPIs-Premium-membership-47.html" target="_blank">smartKPIs Premium </a>service offers access to a section dedicated to examples of thresholds set for each documented KPI, as our belief is that thresholds need to be customized according to the reality of each organization.

<strong>References</strong>

Facca, N., Jozlin, B., Spears, S. &amp; Ward, J. (2009), <em>PerformancePoint Tutorial, </em>available at: <a href="http://homepages.wmich.edu/" target="_blank">http://homepages.wmich.edu/</a>

smartKPIs.com (2011), <em>On Key Performance Indicators (KPIs)</em>,  available at: <a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">http://www.smartkpis.com/kpi_examples/dashboard/</a><strong></strong>]]></content:encoded>
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<wp:post_id>7909</wp:post_id>
<wp:post_date>2011-04-05 00:21:57</wp:post_date>
<wp:post_date_gmt>2011-04-04 13:21:57</wp:post_date_gmt>
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<title>Strategy Review Meetings - Insights from Balanced Scorecard Forum 2011</title>
<link>http://www.smartkpis.com/blog/strategy-review-meetings-insights-from-balanced-scorecard-forum-2011/</link>
<pubDate>Wed, 06 Apr 2011 05:38:52 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard Forum Dubai]]></category>

		<category domain="tag" nicename="balanced-scorecard-forum-dubai"><![CDATA[Balanced Scorecard Forum Dubai]]></category>

		<category domain="tag"><![CDATA[David Norton]]></category>

		<category domain="tag" nicename="david-norton"><![CDATA[David Norton]]></category>

		<category domain="tag"><![CDATA[Dubai]]></category>

		<category domain="tag" nicename="dubai"><![CDATA[Dubai]]></category>

		<category domain="tag"><![CDATA[Office of Strategy Management]]></category>

		<category domain="tag" nicename="office-of-strategy-management"><![CDATA[Office of Strategy Management]]></category>

		<category domain="tag"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag" nicename="robert-kaplan"><![CDATA[Robert Kaplan]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8010</guid>
<description></description>
<content:encoded><![CDATA[The first day of the <strong><em>Balanced Scorecard Forum 2011</em> </strong>in Dubai debuted  with three <em>Pre-Forum Workshops:</em>
<ul>
	<li><strong>Executing Strategy with Balanced Scorecard</strong> – facilitated by Aldo Labaki &amp; Roberto Wyszkowski, Palladium UAE;</li>
	<li><strong>Strategy Audit – Getting the Starting Point Right</strong> – facilitated by Alan Fell, Alan Fell Consultancy, UK;</li>
	<li><strong>Strengthen Your Organisation with “Lean” Principles</strong> – facilitated by Alan Power, MPower, UK.</li>
</ul>
<!--more-->In the  <em>Pre-Forum Workshop A – Executing Strategy with the Balanced Scorecard</em>, the two facilitators presented the theme <em>"Managing Strategic Performance through Strategy Review Meetings"</em>. Some <strong>key aspects highlighted</strong> during this workshop were:
<ul>
	<li>The <strong>Key Roles in the Strategy Review</strong>:</li>
</ul>
<blockquote>
<blockquote>
<ul>
	<li><strong>Objective Owner</strong> has the overall accountability for progress against objective;</li>
	<li><strong>Measure Owner</strong> is accountable for collection and analysis of data;</li>
	<li><strong>Initiative Owner</strong> is accountable for achievement of initiatives;</li>
	<li><strong>Office of Strategy Management (OSM)</strong> is responsible for driving performance measures and managing collection of analysis data, preparing agenda for the meetings and the report.</li>
</ul>
</blockquote>
</blockquote>
<ul>
	<li>The monthly (or quarterly)<strong> cycle for Strategy Review</strong> contains the following<strong> five steps</strong>:</li>
</ul>
<blockquote>
<blockquote>
<ol>
	<li><strong>Collect data</strong> - determine appropriate data sources, pull  and compile the data;</li>
	<li><strong>Preliminary analysis</strong> - determine performance status, select and justify judgment for KPIs and initiatives;</li>
	<li><strong>Prepare report</strong> - gather all report information from Objective, Measures and Initiatives Owners, synthesize the status indicators and prepare the key organizational analysis required to accurately depict performance to strategy;</li>
	<li><strong>Conduct Strategy Review Meeting</strong> - based on the agenda proposed by the OSM;</li>
	<li><strong>Decisions and actions log</strong> - to follow up on the meeting.</li>
</ol>
</blockquote>
</blockquote>
<ul>
	<li>The <strong>Strategic and Operational Reviews require two different meetings</strong>, covering different topics:</li>
</ul>
<blockquote>
<blockquote>
<ul>
	<li><strong>Strategic Review </strong>covers topics such as: performance of strategic objectives, correlations and root cause analysis and reporting and initiative reviews;</li>
	<li><strong>Operational Review</strong> covers topics of budget reviews, theme and initiative reviews, issue identification, review operating measures.</li>
</ul>
</blockquote>
</blockquote>
<ul>
	<li><strong>Strategy Review Meetings: </strong>main guidelines to design these meetings are:</li>
</ul>
<blockquote>
<blockquote>
<ul>
	<li>Link Strategy Review Meetings to Operational Reviews;</li>
	<li>Create the strategy review team;</li>
	<li>Establish the frequency of meetings by issues or themes;</li>
	<li>Establish the reporting approach;</li>
	<li>Analyze and learn by using cause - effect analysis (Palladium UAE, 2011).</li>
</ul>
</blockquote>
</blockquote>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Dubai-006.jpg"><img class="aligncenter size-large wp-image-8018" title="The Strategy Review Meetings_Design Guidelines" alt="The_Strategy_Review_Meetings_Design_Guidelines" src="http://www.smartkpis.com/blog/wp-content/uploads/Dubai-006-1024x768.jpg" width="577" height="432" /></a></p>
In their latest book,<em> The execution premium: linking strategy to operations for competitive advantage</em>, Kaplan &amp; Norton (2008) make a classification of the management meetings in three different categories:
<ul>
	<li>Operational review meetings - dedicated to short-term financial and operational performance;</li>
	<li>Strategy review meetings - dedicated to monitoring strategic initiatives and the Balanced Scorecard;</li>
	<li>Strategy testing and adapting meetings - focused on assessing the hypothesized cause-effect logic.</li>
</ul>
A <strong>key aspect</strong> emphasized upon by both Dr. Kaplan and Dr. Norton, in their book, and the Palladium UAE facilitators, in the <em>Pre-Forum Workshop</em>, is that the <strong>Strategy and Operational Review Meetings serve different purposes</strong> <strong>and should be organized separately</strong>, for receiving the right attention.

<strong>References </strong>

Kaplan, R. &amp; Norton, D. (2008), <em>The execution premium: linking strategy to operations for competitive advantage, </em>Harvard Business School Publishing Corporation, USA.

Palladium UAE (2011), <em><em>Pre-Forum Workshop A – Executing Strategy with the Balanced Scorecard</em>, </em>Balanced Scorecard Forum 2011<strong> </strong>in Dubai.]]></content:encoded>
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<title>The 2011 Magic Quadrant for Corporate Performance Management Suites</title>
<link>http://www.smartkpis.com/blog/the-2011-magic-quadrant-for-corporate-performance-management-suites/</link>
<pubDate>Thu, 07 Apr 2011 06:23:14 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Business Intelligence]]></category>

		<category domain="tag" nicename="business-intelligence"><![CDATA[Business Intelligence]]></category>

		<category domain="tag"><![CDATA[Gartner]]></category>

		<category domain="tag" nicename="gartner"><![CDATA[Gartner]]></category>

		<category domain="tag"><![CDATA[Magic Quadrant]]></category>

		<category domain="tag" nicename="magic-quadrant"><![CDATA[Magic Quadrant]]></category>

		<category domain="tag"><![CDATA[Research]]></category>

		<category domain="tag" nicename="research"><![CDATA[Research]]></category>

		<category domain="tag"><![CDATA[Software Solutions]]></category>

		<category domain="tag" nicename="software-solutions"><![CDATA[Software Solutions]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7947</guid>
<description></description>
<content:encoded><![CDATA[Gartner has released the <strong>2011 Magic Quadrant for Corporate Performance Management </strong>(CPM), a concept defined by Gartner (2011) as „<em>processes used to manage corporate performance (such as strategy formulation, budgeting and forecasting), the methodologies that support these processes (including the balanced scorecard or value-based management), and the metrics used to measure performance against strategic and operational performance goals”.</em>

While the CPM market is populated with many vendors, some offer a broad range of solutions and others have limited, specific applications. The goal of Gartner’s Magic Quadrant is to present <strong>a global view of the main vendors that offer CPM suites</strong> that organizations seeking to implement a CPM strategy should consider.
<p style="text-align: center;"><strong>Magic Quadrant for Corporate Performance Management Suites</strong></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Magic-Quadrant-for-CPM-Suites-2011.jpg"><img class="aligncenter size-full wp-image-7980" title="Magic-Quadrant-for-CPM-Suites-2011" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Magic-Quadrant-for-CPM-Suites-2011.jpg" width="379" height="406" /></a><span style="color: #888888;">Source: Gartner (2011)</span><strong>
</strong></p>
<!--more-->The main findings of the research in terms of <strong>CPM market</strong> are (Gartner, 2011):
<ul>
	<li>Despite the economic recession and a decline in overall IT spending at global level, <strong>spending on CPM solutions remained positive</strong>. CPM is now considered a mature market that will show steady growth in the future, of 5% to 10% (compared to more than 20% it achieved in prior years);</li>
	<li>The market is dominated, in terms of market share, by the three CPM megavendors - <strong>Oracle, SAP </strong>and<strong> IBM</strong> - as leaders with high completeness of vision, as well as high ability to execute. However, although they all have strong product portfolios, there is still uncertainty among users about these vendors' future product road maps;</li>
	<li>The fastest-growing vendors of CPM solutions (with 31% and 38%, respectively) were <strong>Bitam </strong>and <strong>Clarity</strong> <strong>Systems</strong> (acquired by IBM in 2010);</li>
	<li>Overall, this year has seen a stable market in which the vendors have focused on execution, more than on large-scale vendor consolidation and portfolio rationalization.</li>
</ul>
Regarding the <strong>trends and patterns in the purchase and use of CPM solutions</strong> by end users, Gartner’s research revealed the following aspects:
<ul>
	<li>CPM purchases changed in context, focusing on <strong>cost optimization</strong> as a key theme to an increasing number of organizations planning for growth in 2010, after the economic downturn;</li>
	<li>In line with a general desire to leverage software assets already purchased, some clients seemed to <strong>focus on improving existing CPM or legacy implementations</strong> rather than look at new CPM investments. This lead to a do-it-yourself approach, leveraging Excel or already-purchased online analytical processing (OLAP) technology;</li>
	<li>A common approach in 2009 and early 2010 was to <strong>purchase a single CPM component</strong>, most often Budgeting, Planning and Forecasting (BP&amp;F), or financial consolidation and reporting, as opposed to a full CPM suite;</li>
	<li>However, clients that have established applications for BP&amp;F and reporting are now looking more at <strong>strategy management and profitability modeling </strong>to increase the scope of their CPM solutions.</li>
</ul>
<strong>Reference</strong>

Gartner (2011), <em>Magic Quadrant for Corporate Performance Management Suites</em>, available at: <a href="http://www.gartner.com/technology/media-products/reprints/tagetik/vol3/article3/article3.html" target="_blank">http://www.gartner.com/technology/media-products/reprints/tagetik/vol3/article3/article3.html</a>.]]></content:encoded>
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<title>Performance Events: Improving Performance and Getting Profitable Growth in Difficult Times</title>
<link>http://www.smartkpis.com/blog/performance-events-improving-performance-and-getting-profitable-growth-in-difficult-times/</link>
<pubDate>Fri, 08 Apr 2011 05:17:26 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[AIM Research]]></category>

		<category domain="tag" nicename="aim-research"><![CDATA[AIM Research]]></category>

		<category domain="tag"><![CDATA[Andy Neely]]></category>

		<category domain="tag" nicename="andy-neely"><![CDATA[Andy Neely]]></category>

		<category domain="tag"><![CDATA[Chartered Management Institute]]></category>

		<category domain="tag" nicename="chartered-management-institute"><![CDATA[Chartered Management Institute]]></category>

		<category domain="tag"><![CDATA[Organisational Performance]]></category>

		<category domain="tag" nicename="organisational-performance-2"><![CDATA[Organisational Performance]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8081</guid>
<description></description>
<content:encoded><![CDATA[<h3>A collaborative event from AIM Research &amp; Chartered Management Institute</h3>
<strong>19 May 2011</strong>

<strong>Time: 16.50 (registration), 17.20 (introduction) - 21.00</strong>

<strong>Location: University of London, Senate House</strong>

<strong>Cost: £25.00</strong>

News of a 0.5 percent contraction in UK’s economy shocked the whole business community.  In a challenging time when many of us fear a double-dip recession and face increasing uncertainties and competition, what can managers do to improve individual and organisational performance and achieve a profitable growth?

Following a successful joint event in 2010 on employee engagement, AIM Research and the Chartered Management Institute work together again this year and invite leaders from government, academia, and industries to explore how businesses can move forward in difficult times.  The event includes two sessions:

<strong><!--more-->The Managerial Change</strong>

During the first session, we look into challenges faced by managers. Our invited speakers will provide various insights including the policy framework of the growth agenda, ways in which results of management research can be used to practical effect in improving performance and the particular importance of effective management of people.

<strong>Chair:</strong>

<a href="http://www.jbs.cam.ac.uk/research/faculty/eatwellj.html" target="_blank">Lord John Eatwell</a> - a companion of the CMI

<strong>Panel Speakers:</strong>

<a href="http://webarchive.nationalarchives.gov.uk/+/http://www.bis.gov.uk/about/management-board/ken-warwick" target="_blank">Ken Warwick</a> - Director of Analysis, BIS

<a href="http://www.aimresearch.org/index.php?page=andy-neely" target="_blank">Professor Andy Neely</a> - Deputy Director, AIM

Tony McCandless CMgr FCMI - Global Services Delivery Business Transformation Lead, Dell

<strong>The Global Perspective</strong>

In this session we will look at the topic with a global perspective. Our joint chairs will each provide a wider perspective on some of the issues, particularly focussing attention on the challenges from both Asia and the Pacific. The session will then be open for a general Q and A.

<strong>Panel Speakers:</strong>

<a href="http://www.aptn.org.uk/JFDI/Individuals/Individual_Master.html" target="_blank">Louis Turner </a>- Chief Executive,  Asia-Pacific Technology Network

<a href="http://www.aimresearch.org/index.php?page=Simon-Collinson" target="_blank">Professor Simon Collinson</a> - AIM Ghoshal Fellow / Professor of International Business &amp; Innovation, Warwick Business School

<strong>The evening will conclude with a networking drinks reception.</strong>

<a href="http://www.managers.org.uk/improvingperformancebooking" target="_blank">To book your place please click here</a>

<strong>CMI</strong> is the only professional body in the UK dedicated to promoting the highest standards of management and leadership. Our Chartered status is the government stamp of approval, unique in our sector and your guarantee of the integrity and quality of our advice and portfolio of services.

Source: <a href="http://www.aimresearch.org/calendar/61/211-Improving-Performance-and-Getting-Profitable-Growth-in-Difficult-Times" target="_blank">http://www.aimresearch.org/calendar/61/211-Improving-Performance-and-Getting-Profitable-Growth-in-Difficult-Times</a>]]></content:encoded>
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<title>Supply Chain Performance Management – Gaining visibility into operations</title>
<link>http://www.smartkpis.com/blog/supply-chain-performance-management-%e2%80%93-gaining-visibility-into-operations/</link>
<pubDate>Mon, 11 Apr 2011 08:31:13 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Aberdeen Report]]></category>

		<category domain="tag" nicename="aberdeen-report"><![CDATA[Aberdeen Report]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Logistics]]></category>

		<category domain="tag" nicename="logistics"><![CDATA[Logistics]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Supply Chain Performance]]></category>

		<category domain="tag" nicename="supply-chain-performance"><![CDATA[Supply Chain Performance]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7988</guid>
<description></description>
<content:encoded><![CDATA[A recent Aberdeen Report, released in March 2011, acknowledges that the increased complexity of global supply chain has affected the performance of many organizations through longer lead times, excessive pipeline inventory and the need to control downstream and upstream logistics. This in turn lead to increased supply chain management costs and activated a critical need to better manage their excessive inventories and search ways to drive costs down, while enabling faster and more efficient response to customer needs ( Heaney, 2011).
<p style="text-align: right;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Supply-Chain-Visibility-Aberdeen-Group-2011.jpg"><img class="alignright size-full wp-image-7995" title="Supply-Chain-Visibility-Aberdeen-Group-2011" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Supply-Chain-Visibility-Aberdeen-Group-2011.jpg" width="626" height="429" /></a><span style="color: #888888;">Source: Heaney, 2011 (Aberdeen Report)</span></p>
While reducing costs by driving down excessive inventories and rapidly responding to business disruptions has become critical, the report shows that gaining visibility into supply chain processes has become of paramount importance.

Based on this assumption Aberdeen has used a set of 4 metrics to determine Best-in-Class (top 20% of aggregate performance scores), Industry Average (middle 50% of aggregate performance scores) and Laggard (bottom 30% of aggregate performance scores) performers in terms of supply chain visibility excellence.
<ul>
	<li>% Orders received from suppliers complete and on-time;</li>
	<li>% Orders delivered to customers complete and on-time;</li>
	<li>% Change in landed costs per unit shipped;</li>
	<li>% Change in supply chain execution cost from revenue.</li>
</ul>
The results show that:

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Supply-Chain-Visibility-KPIs.jpg.jpg"><img class="alignright size-full wp-image-7991" title="Supply-Chain-Visibility-KPIs.jpg" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Supply-Chain-Visibility-KPIs.jpg.jpg" width="651" height="192" /></a>
<p style="text-align: center;"><span style="color: #888888;">Source: Heaney, 2011 (Aberdeen Report)</span></p>
<!--more-->Among the most popular approaches employed by organizations to overhaul their supply chain processes and gain better visibility are:
<ul>
	<li>Streamline processes for easier monitoring, enhanced usability, or efficiency;</li>
	<li>Improve internal cross-departmental visibility and integration into supply chain transactions and costs;</li>
	<li>Improve timeliness and accuracy of data exchange about supply chain transactions;</li>
	<li>Increase B2B connectivity / visibility into supplier side processes with supplier, trading partners, carriers and managed service providers.</li>
</ul>
For more information on the state of global supply chain visibility and best practices in improving supply chain performance you can follow the complete <a href="http://v1.aberdeen.com/includes/asp/sponsored_registration.asp?ci=/launch/report/benchmark/6834-RA-supply-chain-visibility.asp&amp;spid=30410182&amp;j=15269993&amp;e=adrian.brudan.dk@gmail.com&amp;l=861696_HTML&amp;u=180457853&amp;mid=65506" target="_blank">Aberdeen Report</a>.

Additionally, <a href="http://www.smartkpis.com/" target="_blank">smartKPIs.com</a> contains a rich database with over 380 KPI examples from<strong><em> </em></strong><em><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply Chain, Procurement, Distribution</a></em>, functional area. The <em><a href="http://www.smartkpis.com/premium/products/reports/department/top-25-logistics-and-distribution-kpis-of-2010-17.html" target="_blank">Top 25 Logistics and Distribution KPIs of 2010</a></em> is scheduled for release in the second half of month.
<h3>References</h3>
Heaney, B (2011), Supply Chain Visibility Excellence – Fostering Security, Resilience, and Efficiency, Aberdeen Group, March 2011, available at <a href="http://v1.aberdeen.com/includes/asp/sponsored_registration.asp?ci=/launch/report/benchmark/6834-RA-supply-chain-visibility.asp&amp;spid=30410182&amp;j=15269993&amp;e=adrian.brudan.dk@gmail.com&amp;l=861696_HTML&amp;u=180457853&amp;mid=65506" target="_blank">http://v1.aberdeen.com/includes/asp/sponsored_registration.asp?ci=/launch/report/benchmark/6834-RA-supply-chain-visibility.asp&amp;spid=30410182&amp;j=15269993&amp;e=adrian.brudan.dk@gmail.com&amp;l=861696_HTML&amp;u=180457853&amp;mid=65506</a>]]></content:encoded>
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<title>The impact of Performance Measurement Systems on business performance</title>
<link>http://www.smartkpis.com/blog/the-impact-of-performance-measurement-systems-on-business-performance/</link>
<pubDate>Tue, 12 Apr 2011 09:01:25 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Andy Neely]]></category>

		<category domain="tag" nicename="andy-neely"><![CDATA[Andy Neely]]></category>

		<category domain="tag"><![CDATA[Centre for Business Performance]]></category>

		<category domain="tag" nicename="centre-for-business-performance"><![CDATA[Centre for Business Performance]]></category>

		<category domain="tag"><![CDATA[Cranfield]]></category>

		<category domain="tag" nicename="cranfield"><![CDATA[Cranfield]]></category>

		<category domain="tag"><![CDATA[EDF Energy]]></category>

		<category domain="tag" nicename="edf-energy"><![CDATA[EDF Energy]]></category>

		<category domain="tag"><![CDATA[organizational performance]]></category>

		<category domain="tag" nicename="organizational-performance"><![CDATA[organizational performance]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Veronica Martinez]]></category>

		<category domain="tag" nicename="veronica-martinez"><![CDATA[Veronica Martinez]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=7939</guid>
<description></description>
<content:encoded><![CDATA[One of the most debated and controversial topics about Performance Measurement Systems (PMS) is <strong>the impact the PMS implementation and usage have upon the business performance</strong>, in terms of clear, tangible results. Martinez, Kennerley &amp; Neely (2004, p. 1) stated that the little body of research on this topic, as reported mainly by consultancies and commercial research companies, has two limitations:
<ul>
	<li>the lack of a strong methodological basis;</li>
	<li>a quantitative approach with little explanation regarding results.</li>
</ul>
<!--more-->To research papers on the topic have approached the issue differently, through a structured qualitative methodology: <em>Impact of PMS on business performance: a methodological approach</em> (Martinez, Kennerley &amp; Neely, 2004) and <em>Impact of Performance Measurement and Management Systems </em>(Martinez et al., 2010).

The first research paper presents a synthesis of the studies conducted on this topic and their main conclusions:
<ul>
	<li>Organizations making more extensive use of financial and non-financial measures and linking strategic measures to operational measures have <strong>higher stock market returns</strong>. While only 23% of 157 organizations surveyed consistently build and test causal models, these 23% achieved on average 2.95%<strong> higher return on assets</strong> and 5.14% <strong>higher return on equity</strong> (Ittner, Larcker &amp; Randall, 2003; Lingle &amp; Schiemann, 1996);</li>
	<li><strong>The use of PMS as a management control tool reduces the overhead costs by 25% and increases sales and profits </strong>(Lawson, Stratton &amp; Hatch, 2003);</li>
	<li>The positive impact of PMS also involves other type of benefits, such as:</li>
</ul>
<blockquote>
<ol>
	<li><strong>development of managerial capabilities</strong> (Weinstein &amp; Castellano, 2004),</li>
	<li><strong>effective communication</strong> (Malina &amp; Selto, 2001),</li>
	<li><strong>improvement of reputation and leadership</strong> (Anderson et al., 1994),</li>
	<li><strong>improvement of customer satisfaction</strong> (Davis et al., 2004),</li>
	<li><strong>the improvement of sales and market expansion</strong> (Evans, 2004; Larcker, 2004),</li>
	<li><strong>increase income per employee (</strong>Gubman, 1998),</li>
	<li><strong>staff motivation enhancement </strong>(Godener &amp; Soderquist, 2004),</li>
	<li><strong>top management commitment improvement </strong>(Cavalluzo &amp; Ittner, 2004)</li>
</ol>
</blockquote>
<ul>
	<li>The use of highly <strong>balanced PMS facilitates well-balanced decision-making </strong>and better decisions ultimately impact business results (Frigo &amp; Krumwiede, 1999; de Waal, 2003; Sandt et al., 2001);</li>
	<li>Using PMS and <strong>linking scorecard systems to compensations and rewards significantly increases employee satisfaction</strong> (Lawson, Stratton &amp; Hatch, 2003; Dumond, 1994);</li>
	<li>Organisations updating the strategic scorecard regularly and formally tying strategy to responsibilities increase the support in changes business strategies (Lingle &amp; Schiemann, 1996; Lawson, Stratton &amp; Hatch, 2003);</li>
	<li>The <strong>identification and selection of appropriate measures and key performance indicators enhances the implementation and acceptance of the business strategy</strong>, and at the same time enhances employee understanding of the company business (Ketelhohn, 1998; Vasconcellos, 1988).</li>
</ul>
The second research paper mentioned above: Impact of Performance Measurement and Management Systems (Martinez et al., 2010), is based both on a quantitative research methodology - a survey study in UK manufacturing and service sectors carried out in 2006 and a thoroughly analyzed case study based on eight months of research in EDF Energy's Networks Branch carried out by Cranfield's Centre for Business Performance during 2004 - 2005.

The survey study highlights that:
<ul>
	<li>69% of manufacturing companies and 62% of services companies agree that <strong>Performance Measurement Systems improve people focus</strong>;</li>
	<li>58% of manufacturers suggest that <strong>PMS improve the operation's feedback,</strong> in contrast to 49% of services.</li>
	<li>68% of manufacturers agree that <strong>PMS enhance the communications skills</strong> ;</li>
	<li>49% of services and 45% of manufacturers suggest that <strong>PMS help them to stimulate debates around performance</strong>;</li>
	<li>62% of manufacturers and 48% of service providers agree that somehow <strong>PMS contributes to the employee's satisfaction</strong>;</li>
	<li>52% of manufacturers and 41 % of services agree that <strong>PMS increases managers' motivatio</strong>n;</li>
	<li>72% of manufacturers suggest that <strong>PMS encourage employees' participation in the discussions around performance improvement</strong>; whereas 58% of services report that <strong>PMS support them the most on sharing best practices</strong>.</li>
	<li>53% of manufacturers and 50% of services report that <strong>PMS support the productivity level</strong>. Similar figures are reported on the PMS effects on operational improvements. However, only 39% of manufacturers and 29% of services agree that PMS affects their employees' performance.</li>
	<li>A common agreement among manufacturers and services is that <strong>PMS improve the customers' relationships, customers' satisfaction and customers' retention</strong>. Nevertheless, only services report that PMS supports them on building stronger relationships with other stakeholders, such as suppliers and regulators.</li>
	<li>63% of manufacturers agree that <strong>PMS supports the sales growth</strong> as opposed to 41 % of services (Martinez et al., 2010).</li>
</ul>
The EDF Energy case study presented in detail in this second research paper has an interesting approach, as the authors separate the impact of PMS in two categories: internal and external effects. The internal positive effects were grouped into four main categories: <strong>strategic management; organizational behavior and people issues; organizational capabilities; operations and tactical issues</strong>, while the <strong>external positive effects </strong>are presented in the following figure:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/EDF-Energys-External-Effects-of-PMS.jpg"><img class="aligncenter size-full wp-image-7941" title="EDF Energy's External Effects of PMS" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/EDF-Energys-External-Effects-of-PMS.jpg" width="793" height="432" /></a><span style="color: #888888;">Source: Martinez et al. (2010)</span></p>
The EDF Energy case study also describes the factors that contributed most to the PMS's successful implementation and the aspects which, at least initially, tended to hold it back from achieving its full potential. The report highlights the vital importance of performance reviews at both executive and operational levels, providing guidelines for EDF Energy in order to adjust to the ongoing development of the PMS.

Measuring the tangible impact of Performance Measurement Systems on business performance is a difficult task, this topic remaining actual and of real interest not only for researchers, but also for executive managers. A key factor in deciding if to implement a PMS is the forecast ROI (Return On Investment). The ability to predict the impact of PMS on business results is crucial to get the buy-in from the executive or board team members, while the effects of performance management systems need to be better understood in order to maximize their benefits.

<strong>References</strong>

Anderson, E., W., Fornell, C. &amp; Lehmann, D., R. (1994), <em>Customer satisfaction, market share and profitability: findings from Sweden</em>, Journal of Marketing, Vol. 58, No. 3, pp. 53-64.

Cavalluzzo, K., S. &amp; Ittner, Ch., D. (2004), <em>Implementing performance measurement innovations: evidence from government</em>, <em> </em>Accounting, Organizations and Society,<em> </em>Vol. 29, pp. 243-267.

Davis, S. &amp; Albright, T. (2004), <em>An investigation of the effect of Balanced Scorecard implementation on financial performance</em>, Management Accounting Research, Vol. 15, pp. 135-153.

Evans, J., R. (2004), <em>An exploratory study of performance measurement systems and relationships with performance results,</em> Journal of Operations Management, Vol. 22, pp. 219-232.

Godener, A. &amp; Soderquist, K., E. (2004), <em>Use and impact of performance measurement results in R&amp;D and NPD: an exploratory study</em>, R &amp; D Management, Vol. 34, No. 2, pp. 191-219.

Gubman, E., L. (1998), <em>The talent solution aligning strategy and people to achieve extraordinary results</em>, McGraw-Hill, New York, NY.

Malina, M. &amp; Selto, F., H. (2001), <em>Communicating and controlling strategy: an empirical study of the effectiveness of the balanced scorecard, </em>Journal of Management Accounting Research, Vol. 13, pp. 47-90.

Martinez, V., Kennerley, M. &amp; Neely, A. (2004), <em>Impact of PMS on business performance: a methodological approach</em>, Centre for Business Performance,<em> </em>Cranfield.

Martinez et al. (2010), <em>Impact of Performance Measurement and Management Systems,</em> Journal of the Institute of Management Service, Vol. 54, No. 3, pp. 8-14.

Weinstein, L., B. &amp; Castellano, J., F. (2004), <em>Scorecard support</em>,<em> </em><em>CMA Management, </em>pp. 18-23.]]></content:encoded>
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<title>50 years of manned spaceflight performance - A brief history</title>
<link>http://www.smartkpis.com/blog/50-years-of-manned-spaceflight-performance-a-brief-history/</link>
<pubDate>Wed, 13 Apr 2011 05:15:31 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Spaceflight]]></category>

		<category domain="tag" nicename="spaceflight"><![CDATA[Spaceflight]]></category>

		<category domain="tag"><![CDATA[Technology]]></category>

		<category domain="tag" nicename="technology"><![CDATA[Technology]]></category>

		<category domain="tag"><![CDATA[The Economist]]></category>

		<category domain="tag" nicename="the-economist"><![CDATA[The Economist]]></category>

		<category domain="tag"><![CDATA[Yuri Gagarin]]></category>

		<category domain="tag" nicename="yuri-gagarin"><![CDATA[Yuri Gagarin]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8058</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The evolution of human administration and knowledge from the hunter gatherers and band societies of 10,000 years ago to today’s interconnected human society is fascinating. One of the most important steps in modern human society progress was the uptake of the manned spaceflight.</p>
<p style="text-align: justify;">This month, 11 April 2011 marked 50 years since Soviet cosmonaut Yuri Gagarin lit the race to conquer the outer earth space, being the first human being in space. While for many years the incredible journey to dominate the space flights and test the technological advancements and performance of the human society was dominated by Soviet Union (until its disablement) and United States, today manned spaceflight it is no longer a “<em>two horse race</em>” (The Economist, 2011 a).</p>
<p style="text-align: justify;"><!--more-->Other nations such as China or even several privately owned projects have already conquered the space. The Economist online edition marks this important milestone in the human society by picturing in an article dedicated to this historical mark, a brief history of manned spaceflight. The graphic below depicts the missions who along the last 50 years wrote the history of manned spaceflight following the coordinates of two of the most relevant key performance indicators for the field:</p>

<ul>
	<li><strong># Missions performed</strong></li>
	<li><strong># Average length of missions, days</strong></li>
</ul>
<p style="text-align: center;"><strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/Manned-Spaceflight-History-The-Economist.jpg"><img class="aligncenter size-full wp-image-8059" title="Manned-Spaceflight-History-The-Economist" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Manned-Spaceflight-History-The-Economist.jpg" width="600" height="370" /></a></strong><span style="color: #888888;">The Economist, 2011</span></p>
For more details on the subject follow The Economist <a href="http://www.economist.com/blogs/dailychart/2011/04/human_spaceflight" target="_blank">online edition</a>.
<h3><strong>References</strong></h3>
<ul>
	<li>The Economist (2011 a), Reaching for the stars. A brief history of manned spaceflight, available at <a href="http://www.economist.com/blogs/dailychart/2011/04/human_spaceflight" target="_blank">http://www.economist.com/blogs/dailychart/2011/04/human_spaceflight</a> (accessed 11 April 2011)</li>
	<li>The Economist (2011 b), The space-age future that never happened, Science and Technology, Babbage, available at <a href="http://www.economist.com/blogs/babbage/2011/04/space_travel_then_and_now" target="_blank">http://www.economist.com/blogs/babbage/2011/04/space_travel_then_and_now</a> (accessed 11 April 2011)</li>
</ul>]]></content:encoded>
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<title>New smartKPIs.com Report Ranks the Top Research and Development KPIs of 2010</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-research-and-development-kpis-of-2010/</link>
<pubDate>Thu, 14 Apr 2011 08:18:49 +0000</pubDate>
<dc:creator><![CDATA[anita]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[R&amp;D KPIs]]></category>

		<category domain="tag" nicename="rd-kpis"><![CDATA[R&amp;D KPIs]]></category>

		<category domain="tag"><![CDATA[Top 25 R&amp;D KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-rd-kpis-of-2010"><![CDATA[Top 25 R&amp;D KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top KPIs]]></category>

		<category domain="tag" nicename="top-kpis"><![CDATA[Top KPIs]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8107</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/premium/products/reports/department/top-25-r-d-kpis-of-2010-19.html" target="_blank"><img class="alignright size-full wp-image-8110" title="Top-25-R&amp;D-KPIs-of-2010" src="http://www.smartkpis.com/blog/wp-content/uploads/Top-25-RD-KPIs-of-2010.jpg" alt="" width="260" height="350" /></a>April 14, 2011, Melbourne, Australia - <em>smartKPIs.com, the world's largest source of thoroughly documented Key Performance Indicator (KPI) examples announces that <strong>Research Efficiency</strong> <strong>and</strong> <strong>Patenting KPIs</strong> dominate the "<a href="http://www.smartkpis.com/premium/products/reports/department/top-25-r-d-kpis-of-2010-19.html" target="_blank"><strong><span style="color: #008000;">Top 25 R&amp;D KPIs of 2010</span></strong></a>". The report presents in detail KPIs such as: $ Research &amp; development costs, # Concept approval cycle time</em> <em>and % Development cost per new product, among other KPI examples reviewed by the smartKPIs.com research team. "Top KPIs of 2010" is a collection of research reports discussing the most popular KPIs of 2010 across functional areas and industries. smartKPIs.com is an expert in the field of performance management and measurement, researching the use of KPI based performance management systems in practice around the world.</em>

As more companies acknowledge the role of Research and Development (R&amp;D) activities as a catalyst for differentiation and sustainable competitive advantage, optimizing R&amp;D is a priority for many of them. In this context, KPIs are some of the more popular instruments used to drive the achievement of desired outcomes, across industries and functional areas. A <strong><span style="color: #008000;">KPI</span></strong> is a selected indicator considered key for monitoring the performance of a strategic objective, outcome, or key result area important to the success of an activity and growth of the organization overall. Out of the hundreds of <a href="http://www.smartkpis.com/kpi/functional-areas/knowledge-and-innovation/r-d/" target="_blank"><strong>R&amp;D KPI</strong></a> examples in use today the research team at smartKPIs.com documented over 75 of them in the online database with the same name. Starting with this year, a selection of the most popular KPIs will be analysed in detail as part of an annual research report.

The "<a href="http://www.smartkpis.com/premium/products/reports/department/top-25-r-d-kpis-of-2010-19.html" target="_blank"><em>Top 25 R&amp;D KPIs of 2010</em></a>" report provides insights in the state of R&amp;D performance measurement today by listing and analysing the most visited KPIs on smartKPIs.com in 2010. It is part of the<em> "</em><a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><em>Top KPIs of 2010</em></a><em>"</em> series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. smartKPIs.com hosts the largest catalogue of thoroughly documented <a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank"><span style="text-decoration: underline;">KPI </span>examples</a> available today and representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2010 provided a rich data set, which combined with further analysis from the editorial team, formed the basis of these research reports.

<!--more-->The “<a href="http://www.smartkpis.com/premium/products/reports/department/top-25-r-d-kpis-of-2010-19.html" target="_blank"><em>Top 25 R&amp;D KPIs of 2010</em></a>” report contains in addition to KPI names, a detailed description of each KPI, as documented in <em>smartKPIs Premium</em> and other relevant content. While dominated by <em>Research Efficiency and Patenting KPIs</em>, with 10 KPI examples in the Top 25, some other KPIs listed in the report come from categories such as Research Funding, Budget Management, Talent management, Cooperation and Research Effectiveness:
<ol>
	<li><strong>$ Research &amp; development costs</strong></li>
	<li><strong># Concept approval cycle time</strong></li>
	<li><strong>% Development cost per new product</strong></li>
	<li><strong># Employees in R&amp;D</strong></li>
	<li><strong>% R&amp;D projects involving customers</strong></li>
</ol>
<em>“The Top 25 R&amp;D KPIs of 2010 report is a synthesis of what smartKPIs.com is all about: it forms an overview of how R&amp;D KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team.<strong> </strong>By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization."</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.

<strong> </strong>

<strong>
About smartKPIs.com</strong>

<a href="../../" target="_blank">http://www.smartkpis.com</a> is the leading online platform for performance management knowledge integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories. smartKPIs.com is operated by eab group, an innovative research driven provider of integrated performance management solutions, based in Melbourne, Australia.

<strong>Media contact</strong>

Jessie Zhang, eab group, Tel: +61 3 9670 2979, Email: <a href="mailto:jessie.zhang@smartKPIs.com">jessie.zhang@smartKPIs.com</a>]]></content:encoded>
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<title>The impact of using the Balanced Scorecard - Statistics and Results</title>
<link>http://www.smartkpis.com/blog/the-impact-of-using-the-balanced-scorecard-statistics-and-results/</link>
<pubDate>Fri, 15 Apr 2011 07:54:15 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[David Norton]]></category>

		<category domain="tag" nicename="david-norton"><![CDATA[David Norton]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8125</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The Balanced Scorecard emerged in the early 1990s as a new management concept and was immediately embraced by both academics and corporate world (Denton 2005, de Wall 2003, and Bourne 2008). Since then, the potential of this new concept was recognized in various forms, receiving distinctions as the best theoretical framework in 1997 from the American Accounting Association (Norreklit, 2003), while the Harvard Business Review considered that the Balanced Scorecard was one of the most influential ideas of the twentieth century.</p>
<p style="text-align: justify;">According to de Wall (2003) the Balanced Scorecard is the most successful tool in the field of performance management. The uptake of the Balanced Scorecard in a relatively short period of time is quite impressive. According to Bain &amp; Company by 2002 the Balanced Scorecard was already used by half of the Global 1000 companies (Calabro, 2001).  A 2008 survey performed by Lawson et al (2008), cited by Norton (2010) in one of its articles from Balanced Scorecard Report found that 62% of organizations used the BSC and strategy maps as their organization framework while only 13% relied on Total Quality Management (TQM) and 3% on Shareholder Value.</p>
<p style="text-align: justify;">Perhaps the most comprehensive evaluation of the global Balanced Scorecard adoption is given by the “<em>Management tools and techniques</em>” survey, administered annually by Bain &amp; Company. Balanced Scorecard was introduced in the survey in 1996, when 39% of the respondents claimed to be users. For about five years this figure remained fairly constant, and then it picked up at 62% in 2002. Overall the Balanced Scorecard is considered one of the tools with the sharpest increases since being introduced in the survey, with an 18% change, although its usage dropped slightly in 2004 at 57%, and to 53% in 2009 as the latest Bain &amp; Company survey reveals.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Bain-and-Company-Balanced-Scorecard.jpg"><img class="aligncenter size-full wp-image-8126" title="Bain-and-Company-Balanced-Scorecard" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Bain-and-Company-Balanced-Scorecard.jpg" width="475" height="274" /></a><span style="color: #888888;">Source: Bain &amp; Company, 2009</span></p>
<p style="text-align: justify;"><!--more-->Despite the high ratings and increased attention, as well as the idealistic scenarios that are presented in the Balanced Scorecard literature, the promises of the concept have yet to convert in widespread success in practice. While there are good evidence about widespread adoption, user satisfaction and executives' perception, empirical and quantifiable evidence of the Balanced Scorecard  effectiveness in creating organizational value is scarce. Currently,  there are only few academic studies that test the success of the Balanced Scorecard implementation and its impact on organizational performance.</p>
<p style="text-align: justify;">Perhaps, the most conclusive one performed by Crabtree and DeBusk (2008) shows that firms who adopt the Balanced Scorecard significantly outperform firms that do not adopt the BSC over a three years period, beginning with the year of adoption.</p>
<p style="text-align: justify;">The study took in consideration 57 BSC companies and 107 non-BSC companies and compared the results of these companies on three important Key Performance Indicators or criteria, two years pre-adoption and three -year post-implementation of the BSC framework.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/BSC-Study-Crabtree-and-DeBusk-2008.jpg"><img class="aligncenter size-full wp-image-8127" title="BSC-Study-Crabtree-and-DeBusk-2008" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/BSC-Study-Crabtree-and-DeBusk-2008.jpg" width="576" height="339" /></a><span style="color: #888888;">Source: Crabtree &amp; DeBusk, 2008</span></p>
As the results show, over the three year post-adoption period, BSC adopters outperform their non adopters counterparts  by 27 - 30 points, while the mean difference on the cumulative criteria between the two-year pre-adoption results and three-year post-adoption results is even more significant, over 34 points.

Another study performed by Palladium Research Team and cited by David Norton during the delivery of its Master Class at Balanced Scorecard Forum Dubai shows that  companies using the Balanced Scorecard System create dramatically higher levels of shareholder value for organization over a three years period. BSC Hall of Fame Organizations declare in average a 225% increase in shareholder values compared with only 15% for non-BSC organizations.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/BSC-Forum-2011-Kaplan-and-Norton-MasterClass.pdf1.jpg">
</a><a href="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scoecard-Forum-2011-Kaplan-and-Norton-MasterClass.pdf.jpg" target="_blank"><img class="aligncenter size-full wp-image-8130" title="Balanced-Scoecard-Forum-2011-Kaplan-and-Norton-MasterClass.pdf" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scoecard-Forum-2011-Kaplan-and-Norton-MasterClass.pdf.jpg" width="448" height="336" /></a><a href="http://www.smartkpis.com/blog/wp-content/uploads/BSC-Forum-2011-Kaplan-and-Norton-MasterClass.pdf1.jpg" target="_blank"><img class="aligncenter" title="BSC-Forum-2011-Kaplan-and-Norton-MasterClass.pdf" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/BSC-Forum-2011-Kaplan-and-Norton-MasterClass.pdf1.jpg" width="448" height="336" /></a><span style="color: #888888;">Source: Balanced Scorecard Forum, Dubai 2011</span></p>
A recent Palladium Balanced Scorecard Hall of Fame Report (2010) shows consequently significant improved results for 13 new organizations included in the BSC Hall of Fame. Several of these companies’ BSC implementation results are summarized below.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Palladium-BSC-Hall-of-Fame-Report-2010-part-1.jpg"><img class="aligncenter size-full wp-image-8148" title="Palladium-BSC-Hall-of-Fame-Report-2010-part-1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Palladium-BSC-Hall-of-Fame-Report-2010-part-1.jpg" width="575" height="776" /></a>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Palladium-BSC-Hall-of-Fame-Report-2010-part2.jpg"><img class="aligncenter size-full wp-image-8133" title="Palladium-BSC-Hall-of-Fame-Report-2010-part2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Palladium-BSC-Hall-of-Fame-Report-2010-part2.jpg" width="575" height="786" /></a><span style="color: #888888;">Source: Palladium, 2010</span></p>
For additional resources on Balanced Scorecard theory and practice access <a href="http://www.balancedscorecardreview.com/pages/bsc-concept/" target="_blank">BalancedScorecardReview.com</a>.
<h3>References</h3>
<ul>
	<li>Bain &amp; Company (2009), <em>Management Tools 2009. An Executive’s Guide by Darrell K. Rigby</em>, available at: <a href="http://bain.com/management_tools/tools_balanced.asp?groupCode=2" target="_blank">http://bain.com/management_tools/tools_balanced.asp?groupCode=2</a>, (accessed 11 August 2010)</li>
</ul>
<ul>
	<li>Balanced Scorecard Forum, Dubai (2011),<em> Dr Robert Kaplan &amp; Dr. David Norton Master Class</em>, 27-28 March 2011, Hyatt Regency and Galleria, Dubai</li>
</ul>
<ul>
	<li>Bourne, M. (2008) – <em>Performance measurement: learning from the past and projecting the future.</em> Measuring Business Excellence, Vol. 12, No 4, pp 67-72</li>
</ul>
<ul>
	<li>Calabro, L. (2001), <em>How to make your scorecard effective</em>, Strategic Finance, June 2001, pp 19, CFO, February 2001, Vol. 17, No. 2, pp 72</li>
</ul>
<ul>
	<li>Crabtree, A &amp; DeBusk, G. (2008), The effects of Adopting the Balanced Scorecard on Shareholder Returns", Advances in Accounting, incorporation Advances in International Accounting, Vol. 24, pp 8-15</li>
</ul>
<ul>
	<li>Denton, K.D. (2005), Professional Practice: Measuring relevant things, International<em> Journal of Productivity and Performance Managemen</em>t, Volume  54, Issue 4, pp. 278-287</li>
</ul>
<ul>
	<li>De Wall, A. (2003), The future of the balanced scorecard. An interview with Professor Robert Kaplan,<em>Measuring Business Excellence</em>, Volume 17, Issue 1, pp. 30-36</li>
</ul>
<ul>
	<li>Norreklit, H. (2003), <em>The Balanced Scorecard: what is the score? A rhetorical analysis of the Balanced Scorecard</em>, Journal of Accounting, Organizations and Society, Vol. 28, pp. 591-619</li>
</ul>
<ul>
	<li>Norton, D (2010), A Platform for Strategy Management, Balanced Scorecard Report, Vol. 12, No. 4, pp 1-7</li>
</ul>
<ul>
	<li>Palladium (2010), Strategy Execution Champions, The Palladium Balanced Scorecard Hall of Fame Report 2010, Harvard Business Publishing</li>
</ul>]]></content:encoded>
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<wp:post_id>8125</wp:post_id>
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<title>Over 6500 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-6500-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Sun, 17 Apr 2011 07:50:48 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPIs Premium]]></category>

		<category domain="tag" nicename="kpis-premium"><![CDATA[KPIs Premium]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Indicator]]></category>

		<category domain="tag" nicename="performance-indicator"><![CDATA[Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8169</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg"><img class="aligncenter" title="logo-smartKPIs" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<p style="text-align: justify;">Registered members of the <strong><a href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 6500 performance measures documented and published</strong> in the online repository. The smartKPIs.com research team focused over the last few days on publishing examples from the Supply Chain, Procurement, Sales &amp; Customer Service, Information Technology and  Human Resources functional areas. Examples  from the Education &amp; Training, Professional Services and Healthcare industries were also added.</p>
<p style="text-align: justify;"><!--more-->The functional areas with the highest number of KPI examples are:</p>

<ul style="text-align: justify;">
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (559)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (384)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (365)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (262)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (193)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (178)</a></li>
</ul>
<p style="text-align: justify;">The industries with the highest number of documented performance measures are:</p>

<ul style="text-align: justify;">
	<li><a href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (633)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (550)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (280</a>)</li>
	<li><a href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (272)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">Healthcare (222)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/agriculture/" target="_blank">Agriculture (205)</a></li>
</ul>
<p style="text-align: justify;">Example of a documented performance indicator: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/revenue-from-new-business-operations-6781.html" target="_blank">$ Revenue from new business operations</a></p>

<h3 style="text-align: justify;">smartKPIs Premium</h3>
<p style="text-align: justify;">The <em><strong>'</strong></em><a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>gold standard</strong></em></a>' in KPI documentation is now available on smartkpis.com. At the core of <a href="http://www.smartkpis.com/premium.html" target="_blank"><strong><em>smartKPIs Premium</em></strong></a> is a  set of  <strong>over 1,200 KPI examples preselected </strong>by the eab group’s research team as  the most relevant for  practice across functional areas and industries.  These were thoroughly  documented in over 30 fields, 3 times more than  the standard used for most  other KPIs.</p>
<p style="text-align: justify;">Example of a performance measure that was documented for <a href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>smartKPIs Premium</strong></em></a> section: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/nationally-accredited-study-programs-35.html" target="_blank">% Nationally accredited study programs</a></p>

<h3 style="text-align: justify;">Registered member experience on <a href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul style="text-align: justify;">
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li style="text-align: justify;"><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden; text-align: justify;">registered members</div>]]></content:encoded>
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<wp:post_id>8169</wp:post_id>
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<title>Using the Balanced Scorecard in SMEs - insights from the Balanced Scorecard Forum 2011 Dubai</title>
<link>http://www.smartkpis.com/blog/using-the-balanced-scorecard-in-smes-insights-from-the-balanced-scorecard-forum-2011-dubai/</link>
<pubDate>Mon, 18 Apr 2011 09:05:06 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Alan Fell]]></category>

		<category domain="tag" nicename="alan-fell"><![CDATA[Alan Fell]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard Forum]]></category>

		<category domain="tag" nicename="balanced-scorecard-forum"><![CDATA[Balanced Scorecard Forum]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Strategy]]></category>

		<category domain="tag" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Strategy Execution]]></category>

		<category domain="tag" nicename="strategy-execution"><![CDATA[Strategy Execution]]></category>

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<content:encoded><![CDATA[<p style="text-align: justify;">One of the workshops held at the <strong>Balanced Scorecard Forum 2011 Dubai</strong> referred to applying the Balanced Scorecard to small and medium-sized enterprises (SMEs). The workshop was facilitated by <strong>Alan Fell </strong>(Alan Fell Consultancy Ltd, UK). Constructed on the premise that most of the Balanced Scorecard (BSC) discussions and literature are built around the experience of large organizations, the workshop addressed some of the issues that were raised also during the presentations and discussions at the event.</p>
<p style="text-align: center;"><img class="aligncenter" title="BSC-Forum-Dubai-2011-Day-6-Workshop-Alan-Fell" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-6-Workshop-Alan-Fell-1.jpg" width="580" height="435" /></p>
<p style="text-align: justify;"><!--more-->The definition of an SME varies from one country to another in terms of the criteria: number of employees, value of turnover and value of assets. Overall their major role regarding aspects such as people employed, innovation and value creation in economies around the world cannot be neglected. In the European Union, for example, more than 99% of businesses are SMEs and create about two thirds of the private sector jobs (European Commission, 2010). Hence, the performance of these SMEs is of major importance, impacting significantly the overall economy.</p>
<p style="text-align: justify;">While the major role of the Balanced Scorecard as outlined in the works of Dr. Kaplan and Dr. Norton, is that of enabling the strategy execution process, one of the questions regarding its use in SMEs is the issue of actually having a clear, articulated strategy, a pre-requisite of using the BSC in these firms. The ideas that emerged during the discussions were that any firm should have a strategy and that the BSC can be helpful in describing or even discovering the strategy, through the Strategy Map.  As Professor Tim Ambler from the London Business School has argued (2003), “<em>No firm is too little for the questions: What are we trying to do? Comparing to that, how are we doing? In the light of that, what should we be doing?”.</em></p>
<p style="text-align: justify;">SMEs needs and characteristics differ from those of large organizations, but there are differences even between a 5-person and a 250-person business. Thus, “generalization is misleading” and “the challenge is to understand the practicalities of measurement” that are relevant for each SME (Fell, 2011). This would be the first step in adopting the Balanced Scorecard in an SME – understand the context and the constraints.</p>
<p style="text-align: justify;">While large organizations have dedicated <strong>resources</strong> for the strategy management and the Balanced Scorecard implementation, SMEs will probably have no such resources. Thus, decisions such as how many Scorecards to use, how many measures and how much to drill-down in details need to be made depending on the context. However, one general rule should apply, that is to “keep it simple and practical” (Fell, 2011).</p>
<p style="text-align: justify;">Regarding the <strong>timescale</strong> for implementation, Fell suggests that for microenterprises (made of less than ten employees), one meeting to decide on the measures and the targets will suffice, followed by simple measurement and reporting at various time intervals (one scorecard, no cascading). In medium-sized firms there can be two levels, the strategic/corporate level and the functional/departmental level.</p>
<p style="text-align: justify;">Regarding the use of <strong>technology</strong>, one major fallback of using complex technology to implement the BSC is the “IT project” syndrome, which means turning the BSC more into an IT project, that will lack vital elements such as implication, communication and other human aspects. While it is a matter of choice to use Microsoft Excel or dedicated software, some other discussions during the Forum emphasized that even in larger organizations, Excel might be a good choice at the first stages of using the BSC, as it provides a good cost / benefit balance until the organization clearly defines what it would like its BSC technology to do and to look like.</p>
<p style="text-align: justify;">All in all, some possible ground rules to follow when <strong>measuring performance</strong> in SMEs would be the following (Fell, 2011):</p>

<ul style="text-align: justify;">
	<li>Measure only what you need to measure;</li>
	<li>Measure only what you don’t already know;</li>
	<li>Measure at a frequency which makes sense to managing the business.</li>
</ul>
<p style="text-align: justify;">Thus, <strong>relevance </strong>and <strong>simplicit</strong>y represent two major requirements for SMEs engaging in performance measurement and Balanced Scorecard implementations, in order to achieve a good balance between the time and resources invested in the process and the value it generates.</p>
<p style="text-align: justify;"><strong>References</strong></p>
<p style="text-align: justify;">Ambler, T. (2003), <em>Marketing and the bottom line</em>, Pearson Education, London.</p>
<p style="text-align: justify;">European Commission, <em>Facts and figures about the EU´s Small and Medium Enterprise (SME)</em>, available at: <a href="http://ec.europa.eu/enterprise/policies/sme/facts-figures-analysis/index_en.htm" target="_blank">http://ec.europa.eu/enterprise/policies/sme/facts-figures-analysis/index_en.htm</a> (accessed 16 April 2011).</p>
<p style="text-align: justify;">Fell, A. (2011), <em>Post Forum Workshop E - Applying The Balanced Scorecard to SMEs</em>, 31 March, Balanced Scorecard Forum 2011 Dubai.</p>

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<p class="MsoNormal"><span lang="EN-US">One of the workshops held at the Balanced Scorecard Forum 2011 Dubai referred to applying the Balanced Scorecard in small and medium-sized enterprises (SMEs). The workshop was facilitated by Alan Fell (Alan Fell Consultancy Ltd, UK), an appreciated management consultant and facilitator, who also moderated the event during the two days of Masterclass with Dr. Kaplan and Dr. Norton and the two days of Conference. Constructed on the premise that most of the Balanced Scorecard (BSC) discussions and literature are build around the experience of large organizations, the workshop addressed some of the issues that were raised also during the presentations and discussions at the Masterclass and Conference. </span></p>
<p class="MsoNormal"><span lang="EN-US">While the definitions of SMEs can vary from one country to another in terms of figures (number of employees, value of turnover, value of assets etc.), their major role regarding aspects such as people employed, innovation and value creation in economies around the world cannot be neglected. In the European Union, for example, more than 99% of businesses are SMEs and provide more about two thirds of the private sector jobs (European Commission, 2010). Hence, the performance of these SMEs is of major importance, impacting significantly the overall economy. </span></p>
<p class="MsoNormal"><span lang="EN-US">While SMEs needs and characteristics differ from those of large organizations, there are differenced even between a 5-person and a 250-person business. Thus, “generalization is misleading” and “the challenge is to understand the practicalities of measurement” that relevant for each SME (Fell, 2011). This would be the first step in adopting the Balanced Scorecard in an SME – understand the context and the constraints.</span></p>
<p class="MsoNormal"><span lang="EN-US">While large organizations have dedicated <strong>resources</strong> for the strategy management and the Balanced Scorecard implementation, SMEs will probably have no such resources. Thus, decisions such as how many Scorecards to use, how many measures and how much to drill-down in details need to be made depending on the context. However, one general rule should apply, that is to “keep it simple and practical” (Fell, 2011). Regarding the <strong>timescale</strong> for implementation, Alan Fell (2011) suggests that for microenterprises (made of less than a dozen employees), one meeting to decide on the measures and the targets will suffice, followed by simple measurement and reporting at various time intervals (one scorecard, no <strong>cascading</strong>). In medium-sized firms there can be two levels, the strategic / corporate level and the functional / departmental level. </span></p>
<p class="MsoNormal"><span lang="EN-US">Regarding the use of <strong>technolog</strong>y, Fell (2011) argues that one major fallback of using complex technology to implement the BSC is the “IT project” syndrome, that is turning the BSC more into an IT project, that will lack vital elements such as implication, communication and other human aspects. While it is a matter of choice to use Microsoft Excel or dedicated software, some other discussions during the Forum emphasized that even in larger organizations, Excel might be a good choice at the first stages of using the BSC, as it provides a good cost/benefit balance until the organization clearly defines what it would like its BSC technology to do and to look like.</span></p>
<p class="MsoNormal"><span lang="EN-US">All in all, some possible ground rules to follow when measuring performance in SMEs would be the following (Fell, 2011):</span></p>
<p class="MsoNormal"><span lang="EN-US">Measure only what you need to measure;</span></p>
<p class="MsoNormal"><span lang="EN-US">Measure only what you don’t already know;</span></p>
<p class="MsoNormal"><span lang="EN-US">Measure at a frequency which makes sense to managing the business. </span></p>
<p class="MsoNormal"><span lang="EN-US">Thus re</span></p>
One of the workshops held at the Balanced Scorecard Forum 2011 Dubai referred to applying the Balanced Scorecard in small and medium-sized enterprises (SMEs). The workshop was facilitated by Alan Fell (Alan Fell Consultancy Ltd, UK), an appreciated management consultant and facilitator, who also moderated the event during the two days of Masterclass with Dr. Kaplan and Dr. Norton and the two days of Conference.  Constructed on the premise that most of the Balanced Scorecard (BSC) discussions and literature are build around the experience of large organizations, the workshop addressed some of the issues that were raised also during the presentations and discussions at the Masterclass and Conference.

While the definitions of SMEs can vary from one country to another in terms of figures (number of employees, value of turnover, value of assets etc.), their major role regarding aspects such as people employed, innovation and value creation in economies around the world cannot be neglected. In the European Union, for example, more than 99% of businesses are SMEs and provide more about two thirds of the private sector jobs (European Commission, 2010). Hence, the performance of these SMEs is of major importance, impacting significantly the overall economy.

While SMEs needs and characteristics differ from those of large organizations, there are differenced even between a 5-person and a 250-person business. Thus, “generalization is misleading” and “the challenge is to understand the practicalities of measurement” that relevant for each SME (Fell, 2011). This would be the first step in adopting the Balanced Scorecard in an SME – understand the context and the constraints.

While large organizations have dedicated <strong>resources</strong> for the strategy management and the Balanced Scorecard implementation, SMEs will probably have no such resources. Thus, decisions such as how many Scorecards to use, how many measures and how much to drill-down in details need to be made depending on the context. However, one general rule should apply, that is to “keep it simple and practical” (Fell, 2011). Regarding the <strong>timescale</strong> for implementation, Alan Fell (2011) suggests that for microenterprises (made of less than a dozen employees), one meeting to decide on the measures and the targets will suffice, followed by simple measurement and reporting at various time intervals (one scorecard, no <strong>cascading</strong>). In medium-sized firms there can be two levels, the strategic / corporate level and the functional / departmental level.

Regarding the use of <strong>technolog</strong>y, Fell (2011) argues that one major fallback of using complex technology to implement the BSC is the “IT project” syndrome, that is turning the BSC more into an IT project, that will lack vital elements such as implication, communication and other human aspects. While it is a matter of choice to use Microsoft Excel or dedicated software, some other discussions during the Forum emphasized that even in larger organizations, Excel might be a good choice at the first stages of using the BSC, as it provides a good cost/benefit balance until the organization clearly defines what it would like its BSC technology to do and to look like.

All in all, some possible ground rules to follow when measuring performance in SMEs would be the following (Fell, 2011):

Measure only what you need to measure;

Measure only what you don’t already know;

Measure at a frequency which makes sense to managing the business.

Thus relevance and simplicity represent two major requirements for SMEs engaging in performance measurement and Balanced Scorecard implementation, in order to achieve a good balance between the time and resources invested in the process and the value it generates.

<strong>References</strong>
<h1>European Commission, <em>Facts and figures about the EU´s Small and Medium Enterprise (SME)</em>, available at: <a href="http://ec.europa.eu/enterprise/policies/sme/facts-figures-analysis/index_en.htm">http://ec.europa.eu/enterprise/policies/sme/facts-figures-analysis/index_en.htm</a> (accessed 16 April 2011).</h1>
<h1>Fell, A. (2011), <em>Post Forum Workshop E - Applying The Baclanced Scorecard to SMEs</em>, 31 March, Balanced Scorecard Forum 2011<strong> </strong>in Dubai.</h1>
<p class="MsoNormal"><span lang="EN-US">l</span></p>
One of the workshops held at the Balanced Scorecard Forum 2011 Dubai referred to applying the Balanced Scorecard in small and medium-sized enterprises (SMEs). The workshop was facilitated by Alan Fell (Alan Fell Consultancy Ltd, UK), an appreciated management consultant and facilitator, who also moderated the event during the two days of Masterclass with Dr. Kaplan and Dr. Norton and the two days of Conference. Constructed on the premise that most of the Balanced Scorecard (BSC) discussions and literature are build around the experience of large organizations, the workshop addressed some of the issues that were raised also during the presentations and discussions at the Masterclass and Conference.

While the definitions of SMEs can vary from one country to another in terms of figures (number of employees, value of turnover, value of assets etc.), their major role regarding aspects such as people employed, innovation and value creation in economies around the world cannot be neglected. In the European Union, for example, more than 99% of businesses are SMEs and provide more about two thirds of the private sector jobs (European Commission, 2010). Hence, the performance of these SMEs is of major importance, impacting significantly the overall economy.

While SMEs needs and characteristics differ from those of large organizations, there are differenced even between a 5-person and a 250-person business. Thus, “generalization is misleading” and “the challenge is to understand the practicalities of measurement” that relevant for each SME (Fell, 2011). This would be the first step in adopting the Balanced Scorecard in an SME – understand the context and the constraints.

While large organizations have dedicated resources for the strategy management and the Balanced Scorecard implementation, SMEs will probably have no such resources. Thus, decisions such as how many Scorecards to use, how many measures and how much to drill-down in details need to be made depending on the context. However, one general rule should apply, that is to “keep it simple and practical” (Fell, 2011). Regarding the timescale for implementation, Alan Fell (2011) suggests that for microenterprises (made of less than a dozen employees), one meeting to decide on the measures and the targets will suffice, followed by simple measurement and reporting at various time intervals (one scorecard, no cascading). In medium-sized firms there can be two levels, the strategic / corporate level and the functional / departmental level.

Regarding the use of technology, Fell (2011) argues that one major fallback of using complex technology to implement the BSC is the “IT project” syndrome, that is turning the BSC more into an IT project, that will lack vital elements such as implication, communication and other human aspects. While it is a matter of choice to use Microsoft Excel or dedicated software, some other discussions during the Forum emphasized that even in larger organizations, Excel might be a good choice at the first stages of using the BSC, as it provides a good cost/benefit balance until the organization clearly defines what it would like its BSC technology to do and to look like.

All in all, some possible ground rules to follow when measuring performance in SMEs would be the following (Fell, 2011):

Measure only what you need to measure;

Measure only what you don’t already know;

Measure at a frequency which makes sense to managing the business.

Thus relevance and simplicity represent two major requirements for SMEs engaging in performance measurement and Balanced Scorecard implementation, in order to achieve a good balance between the time and resources invested in the process and the value it generates.

References

European Commission, Facts and figures about the EU´s Small and Medium Enterprise (SME), available at: http://ec.europa.eu/enterprise/policies/sme/facts-figures-analysis/index_en.htm (accessed 16 April 2011).

Fell, A. (2011), Post Forum Workshop E - Applying The Baclanced Scorecard to SMEs, 31 March, Balanced Scorecard Forum 2011 in Dubai.
<p class="MsoNormal"><span lang="EN-US">evance and simplicity represent two major requirements for SMEs engaging in performance measurement and Balanced Scorecard implementation, in order to achieve a good balance between the time and resources invested in the process and the value it generates.</span></p>
<p class="MsoNormal"></p>
<p class="MsoNormal"><strong><span lang="EN-US">References</span></strong></p>

<h1><span style="font-size: 11pt; font-family: &amp;amp; amp; font-weight: normal;">European Commission, <em>Facts and figures about the EU´s Small and Medium Enterprise (SME)</em>, available at: </span><a href="http://ec.europa.eu/enterprise/policies/sme/facts-figures-analysis/index_en.htm"><span style="font-size: 11pt; font-family: &amp;amp; amp; font-weight: normal;">http://ec.europa.eu/enterprise/policies/sme/facts-figures-analysis/index_en.htm</span></a><span style="font-size: 11pt; font-family: &amp;amp; amp; font-weight: normal;"> (accessed 16 April </span><span style="font-size: 11pt; font-family: &amp;amp; amp; font-weight: normal;">2011). </span></h1>
<h1><span style="font-size: 11pt; font-family: &amp;amp; amp; font-weight: normal;">Fell, A. (2011), <em>Post Forum Workshop E - Applying The Baclanced Scorecard to SMEs</em>, 31 March, Balanced Scorecard Forum 2011</span><strong></strong><span style="font-size: 11pt; font-family: &amp;amp; amp; font-weight: normal;">in Dubai.</span></h1>
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<wp:post_date>2011-04-18 20:05:06</wp:post_date>
<wp:post_date_gmt>2011-04-18 09:05:06</wp:post_date_gmt>
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<title>Performance against targets - SABMiller Sustainability Assessment Matrix</title>
<link>http://www.smartkpis.com/blog/performance-against-targets-sabmiller-sustainability-assessment-matrix/</link>
<pubDate>Tue, 19 Apr 2011 07:24:08 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Performance Management Systems]]></category>

		<category domain="tag" nicename="performance-management-systems"><![CDATA[Performance Management Systems]]></category>

		<category domain="tag"><![CDATA[SABMiller]]></category>

		<category domain="tag" nicename="sabmiller"><![CDATA[SABMiller]]></category>

		<category domain="tag"><![CDATA[Targets]]></category>

		<category domain="tag" nicename="targets"><![CDATA[Targets]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8183</guid>
<description></description>
<content:encoded><![CDATA[SABMiller plc, one of the world’s largest brewers present across six continents, implemented the <strong>Sustainability Assessment Matrix (SAM)</strong>, a bespoke management system (SABMiller, 2011) that enables the company to monitor the performance of the operating businesses against the 10 sustainable development priorities set:
<ul>
	<li>Discouraging irresponsible drinking;</li>
	<li>Making more beer but using less water;</li>
	<li>Reducing our energy and carbon footprint;</li>
	<li>Packaging, reuse and recycling;</li>
	<li>Working towards zero-waste operations;</li>
	<li>Encouraging enterprise development in our value chains;</li>
	<li>Benefiting communities;</li>
	<li>Contributing to the reduction of HIV/Aids;</li>
	<li>Respecting human rights;</li>
	<li>Transparency and ethics in reporting our progress (SABMiller, 2011).</li>
</ul>
The <strong>Sustainability Assessment Matrix (SAM)</strong> is a reporting portal that enhances the group and its subsidiaries to measure their performance, based on the <strong>assessment criteria</strong> established for each of the priorities, that evaluates the performance on an ascending scale: from level 1 (minimum standard) to level 4 (best practice):
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Four-levels-of-performance-SABMiller.jpg"><img class="aligncenter size-full wp-image-8185" title="Four levels of performance SABMiller" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Four-levels-of-performance-SABMiller.jpg" width="576" height="269" /></a><span style="color: #888888;">Source: SABMiller (2011)</span></p>
<strong><!--more-->Data collection process:</strong>
<ul>
	<li>Operations complete a SAM self-assessment <strong>every six months</strong> as part of the business reporting cycle, which are then compiled as results into <strong>scorecards </strong>that show the performance at operation, region and group levels.</li>
</ul>
<strong>Data usage:</strong>
<ul>
	<li>The results are included into action plans to improve the performance and monitor progress against specific targets, which are then integrated into local, regional and group-level strategic plans as well as team and individual goals;</li>
</ul>
<ul>
	<li>Moreover, the data in used for external reporting: in the Sustainable Development report, in meeting the commitment to the UN Global Compact and when answering questions from external stakeholders;</li>
</ul>
<ul>
	<li>The performance criteria are important when setting standards for future business planning – for example, the minimum water and energy - efficiency levels for the construction of new breweries (SABMiller, 2011).</li>
</ul>
Setting level 3 or 4 of the assessment criteria as performance targets in all 10 priorities at the same time may not be realistic, therefore regions and operations can select the top priorities over the short term for themselves, based on local needs and circumstances. With clear defined levels of performance, the <strong>Sustainability Assessment Matrix provides a tool for measuring the performance by operation against the stairway criteria.</strong>

For more information about the performance management and measurement reports of SABMiller, please visit our <a href="http://www.smartkpis.com/kpi_examples_in_practice/dashboard/" target="_blank">KPI in practice</a> section, containing a free online catalogue of reports that illustrate the use of performance measures in practice by organizations from around the world (smartKPIs.com, 2011).

<strong>References</strong>
<ul>
	<li>SABMiller plc (2011), <em>Measuring performance: The Sustainability Assessment Matrix (SAM), </em>available at: <a href="http://www.sabmiller.com/index.asp?pageid=311" target="_blank">http://www.sabmiller.com/index.asp?pageid=311</a> (accessed 18 April 2011).</li>
	<li>SABMiller plc (2011), <em>SAM reporting portal, </em>available at: <a href="http://www.sabmiller.com/files/reports/sdreporting/index.asp" target="_blank">http://www.sabmiller.com/files/reports/sdreporting/index.asp</a> (accessed 18 April 2011).</li>
	<li>smartKPIs.com (2011),<em> SABMiller - KPI in practice</em>, available at: <a href="http://www.smartkpis.com/kpi_examples_in_practice/sabmiller-performance-report-manufacturing-industry-1240.html " target="_blank">http://www.smartkpis.com/kpi_examples_in_practice/sabmiller-performance-report-manufacturing-industry-1240.html</a> (accessed 19 April 2011).</li>
</ul>]]></content:encoded>
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<wp:post_id>8183</wp:post_id>
<wp:post_date>2011-04-19 18:24:08</wp:post_date>
<wp:post_date_gmt>2011-04-19 07:24:08</wp:post_date_gmt>
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<title>Performance Insights: From east to west - differences in organizational purposeful identity</title>
<link>http://www.smartkpis.com/blog/performance-insights-from-east-to-west-differences-in-organizational-purposeful-identity/</link>
<pubDate>Wed, 20 Apr 2011 07:40:37 +0000</pubDate>
<dc:creator><![CDATA[anita]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Anita Liang]]></category>

		<category domain="tag" nicename="anita-liang"><![CDATA[Anita Liang]]></category>

		<category domain="tag"><![CDATA[Heng Seng]]></category>

		<category domain="tag" nicename="heng-seng"><![CDATA[Heng Seng]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Vision]]></category>

		<category domain="tag" nicename="vision"><![CDATA[Vision]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8116</guid>
<description></description>
<content:encoded><![CDATA[<img class="alignright" title="Anita Liang - smartKPIs.com Research Analyst" alt="" src="http://media02.linkedin.com/media/p/2/000/0ac/2cb/27eb4bb.jpg" width="199" height="199" />

Many organizations from around the world present their purposeful identities to the general public through by using tools such as vision, mission and value statements. As part of a review of the content of such statements conducted for the purposefulIdentity.com research program, I came across some interesting preliminary findings.

The data reviewed consists of the values, mission and vision statements as expressed on the websites and corporate literature for over 200 companies from 30 countries, selected mainly based on their inclusion in a stock market index. As part of this exercise, the review of the corporate literature of the 45 companies that compose the Hang Sheng Index revealed that just over a third of them had either a values, mission or vision statement declared, relatively lower compared to half of the companies listed in the Australian Stock Exchange for example.  Also notable is the difference in the content of such statements between eastern and western companies. Eastern companies discussed here are mainly examples from 45 listed companies in Hang Sheng Index.

First of all, “<em>Corporate Spirit</em>” is frequently listed on eastern companies' websites, while it is a rather foreign concept to western companies. The reason behind the variance may be the different understanding of “<em>Corporate Spirit</em>”. In western management philosophy, company spirit means “<em>pride in one's company, a common sense of purpose, pleasure and positive challenge in the work of the organization, security in the work environment, and the feeling of reciprocal support between members and the management of the organization</em>” (Herman, 1991). It is part of the organisation culture which is hard to be explicitly defined and stated (Catalyst Advancement, 2011). It is the meaning behind and captured by company values. Also, it is reflected in the daily routines and workplaces. For example, <a href="http://www.bayercropscience.com.au/cs/OurCompany/BayerCropScienceValues.asp" target="_blank">Bayer CropScience</a> mentions company spirit by “<em>common values and leadership principles … represent our Company’s spirit and philosophy</em>”.

<!--more-->Compared with western-based organizations, company spirit is more explicitly conveyed by companies with an eastern background. It is often in a form of a statement which is separately listed apart from vision, mission and value statements. From the eastern management perspective, “<em>corporate spirit</em>” tends to be a summary of a company’s image how the company wish to be perceived.  For example,
<ul>
	<li><a href="http://www.purposefulidentity.com/values-mission-value-drivers-vision/purposeful_identities/Tencent-Telecommunications-industry-753.html" target="_blank">Tecent</a>, one of the largest Internet companies based in China, summarised its corporate spirit as: <em>Determined and progressive in the search of excellence</em>.</li>
	<li><a href="http://www.purposefulidentity.com/" target="_blank">China Overseas Land &amp; Investment Ltd.</a> defines its corporate spirit as: <em>To Unite Faithfully, To Strive Arduously, To Progress Vigorously, To Demand Rigorously, and To Contribute Actively</em>.</li>
</ul>
Also notable is that purposeful identity statement are more often seen under the “<em>Company Culture</em>” section of eastern companies’ websites, using headlines such as: Corporate Motto, Our Positioning, Our Promise and Our Corporate Tagline (adopted by <a href="http://www.purposefulidentity.com/values-mission-value-drivers-vision/purposeful_identities/China-Resources-Enterprise-Manufacturing-industry-751.html" target="_blank">China Resource</a>). These terms are not commonly used by western-based companies. They may be considered as substitutes of values, vision and mission, but there are subtle different implications behind.

Anita Liang,

smartKPIs.com Research Analyst

<strong>Reference</strong>

Herman, S. J. G, 1991, "Building company spirit in multidivisional organizations",  available at: <a href="http://scholarworks.umass.edu/dissertations/AAI9132865">http://scholarworks.umass.edu/dissertations/AAI9132865</a> (access on 15th April)

Catalyst Advancement, 2011, “Good Company Spirit, how to tell if it’s present or absent”, available at: <a href="http://catadv.com/publications.htm">http://catadv.com/publications.htm</a> (access on 15th April)]]></content:encoded>
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<wp:post_id>8116</wp:post_id>
<wp:post_date>2011-04-20 18:40:37</wp:post_date>
<wp:post_date_gmt>2011-04-20 07:40:37</wp:post_date_gmt>
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<title>Advice on dealing with a poor performer</title>
<link>http://www.smartkpis.com/blog/advice-on-dealing-with-a-poor-performer/</link>
<pubDate>Mon, 25 Apr 2011 04:40:44 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Multimedia]]></category>

		<category domain="tag" nicename="multimedia"><![CDATA[Multimedia]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Samuel Culber]]></category>

		<category domain="tag" nicename="samuel-culber"><![CDATA[Samuel Culber]]></category>

		<category domain="tag"><![CDATA[UCLA]]></category>

		<category domain="tag" nicename="ucla"><![CDATA[UCLA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8662</guid>
<description></description>
<content:encoded><![CDATA[Samuel Culber, UCLA professor shares advice on addressing negative performance with employees. Key ideas:
<ul>
	<li>Performance reviews as "corporate theater";</li>
	<li>"What you want" easier to formulate than "how to get it";</li>
	<li>Let the employee state how they see the situation;</li>
	<li>Manager as a support, coach and guide. Key question: <em>What do you need from me to be successful?;</em></li>
	<li>Performance management for learning.</li>
</ul>
<object id="wsj_fp" width="512" height="363" classid="clsid:d27cdb6e-ae6d-11cf-96b8-444553540000" codebase="http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0" bgcolor="#FFFFFF"><param name="allowFullScreen" value="true" /><param name="allowscriptaccess" value="always" /><param name="flashvars" value="videoGUID=C129B271-03BF-4C27-9C00-344F05473932&amp;playerid=2001&amp;plyMediaEnabled=1&amp;configURL=http://m.wsj.net/video-players/&amp;autoStart=false" /><param name="src" value="http://s.marketwatch.com/media/swf/main.swf" /><param name="allowfullscreen" value="true" /><embed id="wsj_fp" width="512" height="363" type="application/x-shockwave-flash" src="http://s.marketwatch.com/media/swf/main.swf" allowFullScreen="true" allowscriptaccess="always" flashvars="videoGUID=C129B271-03BF-4C27-9C00-344F05473932&amp;playerid=2001&amp;plyMediaEnabled=1&amp;configURL=http://m.wsj.net/video-players/&amp;autoStart=false" allowfullscreen="true" bgcolor="#FFFFFF" /></object>

<span style="color: #888888;">Source: The Wall Street Journal, 2008</span>]]></content:encoded>
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<wp:post_id>8662</wp:post_id>
<wp:post_date>2011-04-25 15:40:44</wp:post_date>
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<title>Target setting - insights from the Balanced Scorecard Forum 2011 Dubai</title>
<link>http://www.smartkpis.com/blog/target-setting-insights-from-the-balanced-scorecard-forum-2011-dubai/</link>
<pubDate>Tue, 26 Apr 2011 09:15:40 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard Forum Dubai]]></category>

		<category domain="tag" nicename="balanced-scorecard-forum-dubai"><![CDATA[Balanced Scorecard Forum Dubai]]></category>

		<category domain="tag"><![CDATA[Benchmark]]></category>

		<category domain="tag" nicename="benchmark"><![CDATA[Benchmark]]></category>

		<category domain="tag"><![CDATA[Targets]]></category>

		<category domain="tag" nicename="targets"><![CDATA[Targets]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8218</guid>
<description></description>
<content:encoded><![CDATA[One of the workshops held at the <strong>Balanced Scorecard Forum 2011 Dubai, </strong><em><strong>Exec</strong><strong>u</strong><strong>ti</strong><strong>ng Strategy with Balanced Scorecard</strong></em>,  facilitated by Aldo Labaki &amp; Roberto Wyszkowski, Palladium UAE, generated an environment of open discussions, including time allocated to questions and answers.

<img class="aligncenter" title="BSC-Forum-Dubai" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-BSC-Forum-Dubai-2011-Day-1.jpg" width="580" height="435" />

As some participants were considering to implement Balanced Scorecard  in the near future or others were at their first months of implementation, a question that was raised was <strong>how to set the targets for the first time, when no history of data is available.</strong>

<!--more-->Answers were offered both by participants that were using the Balanced Scorecard for some time now, and by the facilitators. Some options mentioned for setting the targets for the first time in a BSC implementation were:
<ul>
	<li><strong>Benchmarking </strong>- setting targets according to the best in class results; however, this was intensely debated, as data may not be available or public for some Key Performance Indicators (KPIs) or it may be difficult to obtain;</li>
	<li><strong>Set targets that can be reached </strong>- first agreeing on some targets that seem to be achievable and than increase the stake, for this method can increase the confidence of reaching higher targets;</li>
	<li><strong>Measure first, than set targets</strong> (Palladium UAE, 2011).</li>
</ul>
As literature is concerned, one of the most thorough and insightful articles on the topic is considered to be <em>"How to avoid the problems of target-setting"</em> (<span style="border-collapse: separate; color: #000000; font-family: 'Times New Roman'; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: normal; orphans: 2; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px; font-size: medium;"><span style="color: #333333; font-family: Arial,Helvetica,sans-serif; font-size: 12px; line-height: 16px; text-align: justify;">Meekings, Briault &amp; Neely, 2010), </span></span>presented at the 2010 PMA Symposium in Scotland. The article covers topics such as:
<ol>
	<li><span class="comment-body"><span class="text">Understanding the typology of targets;
</span></span></li>
	<li><span class="comment-body"><span class="text">Clarifying the terminology used;
</span></span></li>
	<li><span class="comment-body"><span class="text">Distinguishing between differing uses of measures;
</span></span></li>
	<li><span class="comment-body"><span class="text">Adopting a systemic perspective;
</span></span></li>
	<li><span class="comment-body"><span class="text">Acknowledging the unknown and unknowable;
</span></span></li>
	<li><span class="comment-body"><span class="text">Charting performance;
</span></span></li>
	<li><span class="comment-body"><span class="text">Differentiating managerial time spans of attention and added value from front line to boardroom</span></span> (<span style="border-collapse: separate; color: #000000; font-family: 'Times New Roman'; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: normal; orphans: 2; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px; font-size: medium;"><span style="color: #333333; font-family: Arial,Helvetica,sans-serif; font-size: 12px; line-height: 16px; text-align: justify;">Meekings, Briault &amp; Neely, 2010)</span></span>.</li>
</ol>
As this article mentions, the critics of target setting point out issues such as:
<ul>
	<li>If set too high, they create stress and de-motivation;</li>
	<li>If set too low, they encourage complacency;</li>
	<li>If imposed, they are unlikely to be owned by those who have to deliver them; and</li>
	<li>If negotiated, there is an incentive to press for lower targets that are easier to meet, thereby creating tension and suspicion between managers (<span style="border-collapse: separate; color: #000000; font-family: 'Times New Roman'; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: normal; orphans: 2; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px; font-size: medium;"><span style="color: #333333; font-family: Arial,Helvetica,sans-serif; font-size: 12px; line-height: 16px; text-align: justify;">Meekings, Briault &amp; Neely, 2010) </span></span>.</li>
</ul>
Target setting has its advocates and critics, remaining a highly debated topic nowadays, both in business practices and in academic literature. No matter the context, target setting should serve a greater purpose than just measuring performance, for it may be a key process in managing and improving performance.

<strong>References</strong>

<span style="color: #000000;"><span style="border-collapse: separate; font-family: 'Times New Roman'; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: normal; orphans: 2; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px; font-size: medium;"><span style="font-family: Arial,Helvetica,sans-serif; font-size: 12px; line-height: 16px; text-align: justify;">Palladium UAE (2011),<em><em>Pre-Forum Workshop A – Executing Strategy with the Balanced Scorecard</em>,</em> Balanced Scorecard Forum 2011, Dubai.</span></span></span>

<span style="color: #000000;"><span style="border-collapse: separate; font-family: 'Times New Roman'; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: normal; orphans: 2; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px; font-size: medium;"><span style="font-family: Arial,Helvetica,sans-serif; font-size: 12px; line-height: 16px; text-align: justify;">Meekings, A., Briault, S. &amp; Neely, A. (2010), <em>How to avoid the problems of target-setting, </em></span></span></span>PMA Symposium, Scotland.
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 442px; width: 1px; height: 1px; overflow: hidden;">
<p class="MsoNormal" style="margin-left: 42.55pt; text-indent: -21.25pt; line-height: normal;"><span lang="EN-GB" style="font-family: &amp;amp;">–</span><span lang="EN-GB" style="font-size: 12pt;">If set too high, they create stress and de-motivation;</span></p>
<p class="MsoNormal" style="margin-left: 42.55pt; text-indent: -21.25pt; line-height: normal;"><span lang="EN-GB" style="font-family: &amp;amp;">–</span><span lang="EN-GB" style="font-size: 12pt;">If set too low, they encourage complacency;</span></p>
<p class="MsoNormal" style="margin-left: 42.55pt; text-indent: -21.25pt; line-height: normal;"><span lang="EN-GB" style="font-family: &amp;amp;">–</span><span lang="EN-GB" style="font-size: 12pt;">If imposed, they are unlikely to be owned by those who have to deliver them; and</span></p>
<span lang="EN-GB" style="font-size: 12pt; font-family: &amp;amp;">If negotiated, there is an incentive to press for lower targets that are easier to meet, thereby creating tension and suspicion between managers.</span>

</div>]]></content:encoded>
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<wp:post_id>8218</wp:post_id>
<wp:post_date>2011-04-26 20:15:40</wp:post_date>
<wp:post_date_gmt>2011-04-26 09:15:40</wp:post_date_gmt>
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<title>Example of Balanced Scorecard Master&#039;s Thesis</title>
<link>http://www.smartkpis.com/blog/example-of-balanced-scorecard-masters-thesis/</link>
<pubDate>Thu, 28 Apr 2011 13:40:33 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8255</guid>
<description></description>
<content:encoded><![CDATA[Ever wondered how a master's thesis having as subject the Balanced Scorecard looks like? Click on the image to access the file (1.17 MB PDF)

<a href="http://www.dtic.mil/cgi-bin/GetTRDoc?AD=ADA484480&amp;Location=U2&amp;doc=GetTRDoc.pdf" target="_blank"><img class="aligncenter size-full wp-image-8256" title="Balanced-Scorecard-Master-Thesis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Master-Thesis.jpg" width="634" height="761" /></a><!--more-->The example above, with the title "<em>Balanced Scorecard: Evaluation of Air Force Materiel Command's Implementation and Use</em>" was submitted in 2008 in in Partial Fulfillment of the Requirements for the Degree of Master of Science in Logistics Management.

In his thesis, Hepler (2008) identifies 11 Keys to Successful BSC Implementation and Use and rates the organization against each:
<ol>
	<li>Deploy BSC from the Top Down - Low</li>
	<li>Establish BSC Framework - High</li>
	<li>Standardize Within the BSC--but Do Not Standardize Content - Medium</li>
	<li>Select the Right Objectives and Performance Measures - Medium</li>
	<li>Quantify Objectives or Their Performance Measures - Medium</li>
	<li>Ensure Objectives Present a Causal Pattern - Low</li>
	<li>Implement Strategy Maps - High</li>
	<li>Select Software to Help--Not Hinder - High</li>
	<li>Select BSC Goals and Timelines for Their Completion - Medium</li>
	<li>Simplify Management Systems--Do Not Just Add To Existing Framework - Medium</li>
	<li>Cascade the BSC - Low</li>
</ol>
<strong>References</strong>

Hepler, A. J. (2008), <em>Balanced Scorecard: Evaluation of Air Force Materiel Command's Implementation and Use,<em> </em></em>Master's Thesis, U.S. Department of the Air Force, Air University, Air Force Institute of Technology]]></content:encoded>
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<wp:post_id>8255</wp:post_id>
<wp:post_date>2011-04-29 00:40:33</wp:post_date>
<wp:post_date_gmt>2011-04-28 13:40:33</wp:post_date_gmt>
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<title>Marketing Budgets and Marketing ROI metrics in 2011</title>
<link>http://www.smartkpis.com/blog/marketing-budgets-and-marketing-roi-metrics-in-2011/</link>
<pubDate>Mon, 02 May 2011 08:06:13 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[ROI]]></category>

		<category domain="tag" nicename="roi"><![CDATA[ROI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8240</guid>
<description></description>
<content:encoded><![CDATA[Econsultancy and SAS have released the <strong>Marketing Budgets 2011 Report</strong>, exploring the relative levels of planned marketing spending in 2011 and comparing various marketing channels, mediums and technologies. The study was based on a survey of more than 500 company and agency marketers, conducted during December 2010 and January 2011.

<!--more-->Some of the <strong>report highlights</strong> are as follows (Econsultancy &amp; SAS, 2011):
<ul>
	<li>52% of the surveyed companies plan to <strong>increase marketing budgets</strong> for 2011, compared to 2010, probably in the context of the improvement of the economic conditions. However, on the supply-side, the surveyed agencies are not that optimistic, only 32% of them considering that their clients will typically increase their marketing budgets this year;</li>
	<li>Companies surveyed spend, on average, 37% of their marketing budgets on digital. 72% of the them say they will increase their<strong> digital marketing budgets</strong>, compared to only 26% planning to increase also their offline marketing spending (TV, printed media, direct mail). However, while the digital marketing enables a greater measurement of results, marketers are considering integrating the online with the offline – for example, use TV and radio ads to drive website traffic.</li>
	<li>Regarding the budgets for various <strong>digital marketing channels</strong>, the top three is made of:</li>
</ul>
<blockquote>
<ul>
	<li><em>Off-site social media</em> (third party websites such as Facebook and Twitter), with 75% of companies planning to increase budgets;</li>
	<li><em>On-site social media</em> (blogs, ratings etc.) with 64% of companies planning to increase budgets;</li>
	<li><em>Email marketing</em> (63%);</li>
</ul>
</blockquote>
<ul>
	<li>The investment directed to <strong>marketing technology</strong> envisages mostly <em>analytics software</em> (45% of the respondents stating they will increase these expenses in 2011), CRM (40%), <em>CMS – content management systems</em> (39%) and <em>emailing platforms </em>(39%).</li>
	<li>Despite the availability of more and more sophisticated analytics and attribution management technology, marketers say that measuring the return on investment<strong> (ROI) in digital marketing</strong> becomes more difficult.  Only 20% of the surveyed companies claim they have very good understanding of their ROI in digital marketing, while agencies consider that only 7% of their clients have very good understanding in this context.</li>
	<li>While more respondents claim to understand the <strong>return of their traditional marketing investment</strong> (40%), an explanation might be the fact that many companies can use the digital as a barometer for the success of their traditional marketing channel efforts.</li>
	<li>Regarding the metrics employed to <strong>measure marketing effectiveness</strong>, the most frequently mentioned were:</li>
</ul>
<p style="text-align: center;"><span style="color: #888888;"><strong>Metrics to measure marketing effectiveness</strong></span></p>
<p style="text-align: center;"><strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/metrics-to-measure-marketing-effectiveness1.jpg"><img class="aligncenter size-full wp-image-8245" title="metrics-to-measure-marketing-effectiveness" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/metrics-to-measure-marketing-effectiveness1.jpg" width="636" height="332" /></a></strong><span style="color: #888888;">Source: Econsultancy &amp; SAS (2011)</span></p>
<p style="text-align: justify;"><span style="color: #888888;"><span style="color: #000000;">For more marketing metrics examples, visit <a href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/"><strong>Marketing &amp; Communications</strong> </a>functional area on smartKPIs.com.</span></span></p>
<p style="text-align: justify;"><span style="color: #888888;"><span style="color: #000000;"><strong>Reference</strong></span></span></p>
<p style="text-align: justify;"><span style="color: #888888;"><span style="color: #000000;">Econsultancy &amp; SAS (2011), <em>Marketing Budgets 2011</em>, available at: </span></span><a href="http://econsultancy.com/uk/reports/marketing-budgets" target="_blank">http://econsultancy.com/uk/reports/marketing-budgets</a> (accessed 29 April 2011).</p>]]></content:encoded>
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<wp:post_id>8240</wp:post_id>
<wp:post_date>2011-05-02 19:06:13</wp:post_date>
<wp:post_date_gmt>2011-05-02 08:06:13</wp:post_date_gmt>
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<title>A CEO&#039;s view on Giving Negative Feedback</title>
<link>http://www.smartkpis.com/blog/a-ceos-view-on-giving-negative-feedback/</link>
<pubDate>Tue, 03 May 2011 04:29:29 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Multimedia]]></category>

		<category domain="tag" nicename="multimedia"><![CDATA[Multimedia]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Thomson Reuters CEO]]></category>

		<category domain="tag" nicename="thomson-reuters-ceo"><![CDATA[Thomson Reuters CEO]]></category>

		<category domain="tag"><![CDATA[Tom Glocer]]></category>

		<category domain="tag" nicename="tom-glocer"><![CDATA[Tom Glocer]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8656</guid>
<description></description>
<content:encoded><![CDATA[Tom Glocer, former Thomson Reuters CEO presents his ideas on giving negative feedback to staff members during performance review conversations.

<object id="wsj_fp" width="512" height="363" classid="clsid:d27cdb6e-ae6d-11cf-96b8-444553540000" codebase="http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0" bgcolor="#FFFFFF"><param name="allowFullScreen" value="true" /><param name="allowscriptaccess" value="always" /><param name="flashvars" value="videoGUID=A4815B61-D305-45AA-8C29-2AFD39A19E04&amp;playerid=2001&amp;plyMediaEnabled=1&amp;configURL=http://m.wsj.net/video-players/&amp;autoStart=false" /><param name="src" value="http://s.marketwatch.com/media/swf/main.swf" /><param name="allowfullscreen" value="true" /><embed id="wsj_fp" width="512" height="363" type="application/x-shockwave-flash" src="http://s.marketwatch.com/media/swf/main.swf" allowFullScreen="true" allowscriptaccess="always" flashvars="videoGUID=A4815B61-D305-45AA-8C29-2AFD39A19E04&amp;playerid=2001&amp;plyMediaEnabled=1&amp;configURL=http://m.wsj.net/video-players/&amp;autoStart=false" allowfullscreen="true" bgcolor="#FFFFFF" /></object>

<span style="color: #888888;">Source: The Wall Street Journal, 2011</span>]]></content:encoded>
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<wp:post_id>8656</wp:post_id>
<wp:post_date>2011-05-03 15:29:29</wp:post_date>
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<title>Communicating with the Balanced Scorecard - Interview with Paul Moody, CEO at Britvic, UK</title>
<link>http://www.smartkpis.com/blog/communicating-with-the-balanced-scorecard-interview-with-paul-moody-ceo-at-britvic-uk/</link>
<pubDate>Thu, 26 May 2011 09:08:11 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Communication]]></category>

		<category domain="tag" nicename="communication"><![CDATA[Communication]]></category>

		<category domain="tag"><![CDATA[Paul Moody]]></category>

		<category domain="tag" nicename="paul-moody"><![CDATA[Paul Moody]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8280</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><strong>Interviewer:</strong> BBC Radio 4</p>
<p style="text-align: justify;"><strong>Interviewed:</strong> Paul Moody, CEO at Britvic</p>
<p style="text-align: justify;"><strong>Company profile:</strong> Leading European soft drink company with over 3000 employees in Great Britain and Ireland</p>
<p style="text-align: justify;"><strong>Subject</strong>:<strong><em> </em></strong><em>Communicating with Balanced Scorecard</em></p>
<p style="text-align: justify;">Click on the image below to view the 1,5 min. clip:</p>
<a href="http://www.bbc.co.uk/news/business-12764519" target="_blank"><img class="aligncenter size-full wp-image-8281" title="BSC-at-Britvic" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/BSC-at-Britvic.png" width="600" height="338" /></a>
<p style="text-align: center;"><span style="color: #888888;">Source: BBC, 2011</span></p>
<strong>Outline of the interview:</strong>

<strong><em>Communication is a key factor </em></strong>
<ul>
	<li>Deliver a clear and inspirational message about where the business is heading for;</li>
	<li>Important for employees to recognize what is the organization’s “desired state of evolution”.<!--more--></li>
</ul>
<strong>Communication focus</strong>
<ul>
	<li>A lot of effort focus must be involved towards communicating clearly and openly with everyone in the organization, to know and understand what is the organization strategic direction and what is their role in the organization.</li>
	<li>Converting the strategic vision in simple answers to questions, such as: <em> What does this mean for me? What do you want me to do? How do I deliver strong performance?</em>, is of critical importance for the first lines of the business.</li>
</ul>
<strong><em>Balanced Scorecard as a strategy communication enabling tool</em></strong>
<ul>
	<li><em>"Balanced Scorecard is a means by which we communicate to the organization the objectives that we set ourselves for the upcoming year and in the strategic panel for the next 3 years";</em></li>
	<li><em>"Enables to communicate the “big number” but also enables people to understand what does strategy really mean for them, and how their work contributes to achieve the desired outcome</em>".</li>
</ul>
<h3>References</h3>
<p style="text-align: justify;">BBC News (2011), My bottom line: Paul Moody, Britvic, available at <a href="http://www.bbc.co.uk/news/business-12764519" target="_blank">http://www.bbc.co.uk/news/business-12764519</a>, (accessed 30th  May 2011)</p>]]></content:encoded>
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<wp:post_id>8280</wp:post_id>
<wp:post_date>2011-05-26 20:08:11</wp:post_date>
<wp:post_date_gmt>2011-05-26 09:08:11</wp:post_date_gmt>
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<title>DEWA Top Management complete Strategy 2001-2015 - Balanced Scorecard Workshop</title>
<link>http://www.smartkpis.com/blog/dewa-top-management-complete-strategy-2001-2015-balanced-scorecard-workshop/</link>
<pubDate>Mon, 30 May 2011 04:42:03 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[DEWA]]></category>

		<category domain="tag" nicename="dewa"><![CDATA[DEWA]]></category>

		<category domain="tag"><![CDATA[Dubai]]></category>

		<category domain="tag" nicename="dubai"><![CDATA[Dubai]]></category>

		<category domain="tag"><![CDATA[Strategy Map]]></category>

		<category domain="tag" nicename="strategy-map"><![CDATA[Strategy Map]]></category>

		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8365</guid>
<description></description>
<content:encoded><![CDATA[Dubai, 30 May 2011, First Organization in the Middle East to enter Strategy Hall of Fame maintains lead in strategic planning and execution

In line with the vision and directives of His Highness Sheikh Mohammed Bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, towards promoting sustainable development for the Emirate of Dubai and supporting and consolidating Dubai’s world position as a hub of finance, business and tourism, Dubai Electricity and Water Authority (DEWA) has demonstrated its leadership in the field of strategic planning and execution with a Strategy Workshop this year to assess the effectiveness its strategy.

<!--more-->HE Saeed Mohamed Al Tayer, MD and CEO of DEWA said, “<em>Strategy is the cornerstone of our success and the means by which we can achieve our vision to be recognized world-class utility. At DEWA, we have continued our intense focus on ensuring that our foresight and strategic planning are fully utilized and implemented to achieve this vision. It requires the involvement of our employees at all levels and today’s workshop reflects this today.</em>”

His Excellency met with the Strategy Team and top management of DEWA to assess and review the progress made in implementing DEWA’s five-year Strategic plan 2011-2015. This involved an intense day’s work reviewing the cascading and alignment of DEWA’s Strategy Map and Balanced Scorecard to divisional strategy maps and Balanced Scorecards.

The workshop ensured DEWA’s continuous adherence to best practices in strategic planning and implementation and marked a major milestone in the growth and evolution of DEWA as a Strategy Focused Organization as part of its efforts to support Dubai’s strategic direction.

DEWA is the first organization in the Middle East to have been inducted into the Hall of Fame for its implementation of the Balanced Scorecard and adherence to the five principles of the Strategy Focused Organization, developed by creators of the Balanced Scorecard, Drs. Kaplan and Norton.
Reference:

DEWA, 2011, DEWA Top Management complete Strategy 2001-2015 Workshop, available at: <a href="https://e-services.dewa.gov.ae/newshist/details.aspx?id=0190636100000000000000001906361" target="_blank">https://e-services.dewa.gov.ae/newshist/details.aspx?id=0190636100000000000000001906361</a>, accessed 30 May, 2011]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>8365</wp:post_id>
<wp:post_date>2011-05-30 15:42:03</wp:post_date>
<wp:post_date_gmt>2011-05-30 04:42:03</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>Example of IT Performance Management Research Report</title>
<link>http://www.smartkpis.com/blog/example-of-it-performance-management-research-report/</link>
<pubDate>Mon, 30 May 2011 15:06:16 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Information Technology]]></category>

		<category domain="tag" nicename="information-technology"><![CDATA[Information Technology]]></category>

		<category domain="tag"><![CDATA[Performance Management Framework]]></category>

		<category domain="tag" nicename="performance-management-framework"><![CDATA[Performance Management Framework]]></category>

		<category domain="tag"><![CDATA[Research]]></category>

		<category domain="tag" nicename="research"><![CDATA[Research]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8268</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">One of the key functional areas in the modern organizations is the IT department. Establishing a streamlined performance management framework can be of critical importance for many organizations in order to optimize the benefits of IT performance and achieve value from their investment.</p>
<p style="text-align: justify;">Do you want to find out more  how organization growth can be enabled with IT performance management? View the details of the research report outlined below by clicking on the image to access the file (1,59 MB PDF)</p>
<p style="text-align: justify;"><a href="http://www.cs.uu.nl/research/techreps/repo/CS-2011/2011-006.pdf" target="_blank"><img class="aligncenter size-full wp-image-8269" title="A-framework-for-IT-performance-management" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/A-framework-for-IT-performance-management.jpg" width="602" height="277" /></a>The research presents a framework for IT performance management by exploring the answers to a set of 5 research questions:<!--more--></p>

<ul style="text-align: justify;">
	<li><em>What are the business benefits that IT performance management delivers?</em></li>
	<li><em>Which Key Performance Indicators are used, why and what are the results?</em></li>
	<li><em>How are these KPIs used to govern the organization?</em></li>
	<li><em>How are the IT costs allocated to the business?</em></li>
	<li><em>How do companies achieve and optimize the benefits of IT performance management?</em> (Haanappel et al, 2011)</li>
</ul>
<p style="text-align: justify;">The research analysis  outlines different approaches organizations have to IT performance management and their respective maturity levels achieved in relations with performance management practices used.</p>
<p style="text-align: justify;">The results show that:</p>

<ul style="text-align: justify;">
	<li>Organizations have different IT performance management approaches and maturity levels;</li>
	<li>The majority of the organizations did not seem to use performance results when developing their performance management plans;</li>
	<li>The organizations are not mature enough to optimize their IT performance management benefits, due to a not mature enough performance management framework.</li>
</ul>
<h3 style="text-align: justify;">References</h3>
<p style="text-align: justify;">Haanappel, S.; Harmsen, F. Brinkkemper, S. &amp; Versendaal, J.M. (2011), A framework for IT performance management. Enabling organizational growth with IT performance management, Dept. of Information and Computing Sciences, Utrecht University, The Netherlands, available at <a href="http://www.cs.uu.nl/research/techreps/repo/CS-2011/2011-006.pdf" target="_blank">http://www.cs.uu.nl/research/techreps/repo/CS-2011/2011-006.pdf</a></p>]]></content:encoded>
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<title>New smartKPIs.com Report Ranks the Top Accounting KPIs of 2010 </title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-accounting-kpis-of-2010/</link>
<pubDate>Wed, 01 Jun 2011 05:32:02 +0000</pubDate>
<dc:creator><![CDATA[Sorin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

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		<category domain="tag"><![CDATA[Top 25 Accounting KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-accounting-kpis-of-2010"><![CDATA[Top 25 Accounting KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top Accounting KPIs]]></category>

		<category domain="tag" nicename="top-accounting-kpis"><![CDATA[Top Accounting KPIs]]></category>

		<category domain="tag"><![CDATA[Top KPIs]]></category>

		<category domain="tag" nicename="top-kpis"><![CDATA[Top KPIs]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8325</guid>
<description></description>
<content:encoded><![CDATA[June 1, 2011, Melbourne, Australia - <em>smartKPIs.com (</em><a href="../../" target="_blank"><em>www.smartKPIs.com</em></a><em>), the  world's largest<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-Accounting-KPIs-of-2010-report-2011.png"><img class="alignright size-medium wp-image-8329" title="smartKPIs.com-Top-25-Accounting-KPIs-of-2010-report-2011" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-Accounting-KPIs-of-2010-report-2011-226x300.png" alt="" width="226" height="300" /></a> source of thoroughly documented Key Performance Indicator (KPI)  examples announces </em><em>that Planning and Reporting, Transactions / Accounts  Payable / Accounts Receivable</em><em> dominate the "<a href="http://www.smartkpis.com/premium/products/reports/department/top-25-accounting-kpis-of-2010-8.html" target="_blank">Top  25  Accounting KPIs of 2010</a>". The report presents in detail KPIs such  as:</em><em> $ Cost of goods sold (COGS)</em><em>, </em><em># Days in accounts  receivable and</em><em> </em><em>% Billing accuracy</em><em>, among other KPI  examples reviewed by the smartKPIs.com research team. "Top KPIs of 2010" is a  collection of research reports discussing the most popular KPIs of 2010 across  functional areas and industries. smartKPIs.com is an expert in the field of  performance management and measurement, researching the use of KPI based  performance management systems in practice around the world.<!--more--></em>

Accounting is the area concerned with preparing financial reports about the reporting entity to support decision making by existing and potential capital providers. In preparing such reports, management benefits from access to detailed information on the entity’s financial performance. Accounting has a long tradition in using KPIs, this making <a href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank">Accounting KPIs</a> the most used in business today. A <a href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank">KPI</a> is a selected indicator considered key for monitoring the performance of a strategic objective, outcome, or key result area important to the success of an activity and growth of the organization overall. KPIs in Accounting refer to specific monetary measures of stocks and flows as well as to efficiency in operation management, systems and control. With more than 220 KPI examples, Accounting is one of the best covered functional areas on smartKPIs.com.

The "<a href="http://www.smartkpis.com/premium/products/reports/department/top-25-accounting-kpis-of-2010-8.html" target="_blank"><em>Top 25 </em><em>Accounting</em><em> KPIs of 2010</em></a>" report provides insights in the state of accounting performance measurement today by listing and analysing the most visited KPIs on smartKPIs.com in 2010. It is part of the<em> "</em><a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><em>Top KPIs of 2010</em></a><em>"</em> series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. smartKPIs.com hosts the largest catalogue of thoroughly documented KPI examples available today and representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2010 provided a rich data set, which combined with further analysis from the editorial team, formed the basis of these research reports.

Centred around the Accounting KPIs that in 2010 received the highest number of visits on smartKPIs.com, the “<a href="http://www.smartkpis.com/premium/products/reports/department/top-25-accounting-kpis-of-2010-8.html" target="_blank"><em>Top 25 </em><em>Accounting</em><em> KPIs of 2010</em></a>” report contains in addition to KPI names, a detailed description of each KPI, as documented in smartKPIs Premium  and other relevant content. While dominated by Planning and Reporting KPIs, with 12 KPI examples in the Top 25, the most popular KPIs come from categories such as Transactions / Accounts Payable / Accounts Receivable and Cost Analysis:
<ol>
	<li>$ Cost of goods sold (COGS)</li>
	<li># Days in accounts receivable</li>
	<li>% Billing accuracy</li>
	<li>$ Selling, general and administrative expenses (SG &amp; A expenses)</li>
	<li>$ Working capital per employee</li>
</ol>
<em>“The Top 25 </em><em>Accounting</em><em> KPIs of 2010 report is a synthesis of what smartKPIs.com is all about: it forms an overview of how </em><em>accounting</em><em> KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team.<strong> </strong>By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organisation."</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.

<strong>About smartKPIs.com</strong>
<a href="../../" target="_blank">http://www.smartkpis.com</a> is the leading online platform for performance management knowledge integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories. smartKPIs.com is operated by eab group, an innovative research driven provider of integrated performance management solutions, based in Melbourne, Australia.

<strong>Media contact</strong><strong> </strong>

<strong> </strong>

Jessie Zhang, eab group, Tel: +61 3 9670 2979, Email: <a href="mailto:jessie.zhang@smartKPIs.com">jessie.zhang@smartKPIs.com</a><strong> </strong>

<a href="mailto:jessie.zhang@smartKPIs.com"></a>]]></content:encoded>
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<title>The role of HR as a strategic partner - Deutsche Telekom HR case study</title>
<link>http://www.smartkpis.com/blog/the-role-of-hr-as-a-strategic-partner/</link>
<pubDate>Thu, 02 Jun 2011 08:13:01 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Case Study]]></category>

		<category domain="tag" nicename="case-study"><![CDATA[Case Study]]></category>

		<category domain="tag"><![CDATA[Deutsche Telekom]]></category>

		<category domain="tag" nicename="deutsche-telekom"><![CDATA[Deutsche Telekom]]></category>

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		<category domain="tag" nicename="germany"><![CDATA[Germany]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8292</guid>
<description></description>
<content:encoded><![CDATA[One of the most common challenges that HR managers may face nowadays is placing <strong>HR as a strategic partner</strong> at the decision round-table. Proving the value added brought by HR in an organization is no easy task for HR managers.  However, this blog post will analyze the Deutsche Telekom HR strategy and how it aligns with the business coordinates.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aligning-the-HR-strategy.jpg"><img title="Aligning the HR strategy" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aligning-the-HR-strategy-1024x837.jpg" width="655" height="536" /></a></p>
<p style="text-align: center;">Source: Deutsche Telekom (2011) <em>Alignment between HR and business strategy</em></p>
<strong><!--more-->The Deutsche Telekom HR - case study</strong>

<strong><em>Mission:</em> </strong><span style="font-weight: normal;">"HR - Your Partner in Business" - starting with the mission, the HR states that its "<em>raison <em>d'être</em>"</em> is nothing else than being a partner for the entire organization and the business itself;</span>

<strong><em>Strategic objectives:</em> </strong><span style="font-weight: normal;">The following cornerstones are fixed elements of HR operations:</span>
<ol>
	<li><strong>"Add value" with a competitive workforce </strong>- a worldwide integrated, efficient corporate and workforce structures;</li>
	<li><strong>"Enable transformation" with a service culture - </strong>correct management, exemplary service conduct by executives, and corporate culture devoted to entrepreneurial co-responsibility;</li>
	<li><strong>"Best People" with our talent agenda - </strong>we draw on the best talent in all its diversity by offering attractive development opportunities and work environments as an employers;</li>
	<li><strong>"HR Excellence" with HR@2012 - </strong>best services and outstanding products.</li>
</ol>
<strong><em>Key Performance Indicators (KPIs) and measures utilization: </em></strong><span style="font-weight: normal;">Each objective - cornerstone is explained and monitored through a set of KPIs / measures:<!--more--></span>
<ul>
	<li><strong>Competitive workforce</strong> - to position Telekom as the leading provider of connected life and work;</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Skills-development.jpg"><img class="size-full wp-image-8303  aligncenter" title="Skills development" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Skills-development.jpg" width="410" height="326" /></a><span style="color: #888888;">Source: Deutsche Telekom (2011)</span></p>

<ul>
	<li><strong>Service culture</strong> - bridging the gap between an efficient service company and a creative driver of innovation;</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Pulse-check.jpg"><img class="size-full wp-image-8304 aligncenter" title="Pulse check" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Pulse-check.jpg" width="391" height="547" /></a><span style="color: #888888;">Source: Deutsche Telekom (2011)</span></p>

<ul>
	<li><strong>Talent agenda</strong> - Creating the "new Telekom" through diversity of talent;</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Women-in-management.jpg"><img class="aligncenter size-full wp-image-8307" title="Women in management" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Women-in-management.jpg" width="409" height="308" /></a></p>
<p style="text-align: center;"><span style="color: #888888;">Source: Deutsche Telekom (2011)</span></p>

<ul>
	<li><strong>HR@2012 - </strong>HR excellence as the foundation for business centric HR Work.</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Executives-satisfaction-with-HR.jpg"><img class="aligncenter size-full wp-image-8308" title="Executives satisfaction with HR" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Executives-satisfaction-with-HR.jpg" width="406" height="252" /></a><span style="color: #888888;">Source: Deutsche Telekom (2011)</span></p>
<p style="text-align: left;">The HR Global Roadmap was enabled to further internationalize the HR mission and action areas. As part of HR@2009, the Deutsche Telekom HR established a new, <strong>three-pronged organization</strong> consisting of HR Business Partners, competence centers and shared services, aiming to make HR more efficient and transparent in sustaining the business strategy.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/The-three-pronged-HR-organization.jpg"><img class="aligncenter size-full wp-image-8298" title="The three-pronged HR organization" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/The-three-pronged-HR-organization.jpg" width="498" height="630" /></a><span style="color: #888888;">Source: Deutsche Telekom (2011)</span></p>
<p style="text-align: left;">Though there are no standard recipes for assuring a strategic role of HR in business strategy implementation, for sure, looking at best practices and existing models in other organizations can be helpful for generating a personalized solution for your own HR department.</p>
In one of his books, <em>The HR Value Proposition</em>, Dave Ulrich (2005), a recognized university professor, author, speaker, management coach and consultant, mentions five key aspects generating the HR value proposition:
<ul>
	<li>Knowing external business realities (technology, economics, globalization, demographics);</li>
	<li>Serving external and internal stakeholders (customers, investors, managers, and employees);</li>
	<li>Crafting HR practices (people, performance, information and work);</li>
	<li>Building HR resources (HR Strategy and organization);</li>
	<li>Ensuring HR professionalism (HR Roles, competencies and development). (Brockbank &amp; Ulrich, 2005)</li>
</ul>
“<em>The most potent action HR managers can take to ensure their strategic contribution is to develop a <strong>measurement system</strong> that convincingly showcases HR's impact on business performance</em>" (Becker, Huselind &amp; Ulrich, 2001).

<strong>References</strong>

Becker, B., Huselind, M. &amp; Ulrich, D. (2001), <em>The HR Scorecard: linking people, strategy and performance</em>, President and Fellows of Harvard College, USA.

Brockbank, W. &amp; Ulrich, D. (2005), <em>The HR Value Proposition, Harvard Business School Press</em>, Boston, Massachusetts.

Deutsche Telekom (2011), <em>HR Report 2010/2011. Facts and figures.</em>, available at: <a href="http://www.download-telekom.de/dt/StaticPage/10/23/95/PB2010_11_FAKTEN_eng_online_geschuetzt.pdf_1023950.pdf" target="_blank">http://www.download-telekom.de/dt/StaticPage/10/23/95/PB2010_11_FAKTEN_eng_online_geschuetzt.pdf_1023950.pdf</a> (accessed 30 May 2011).]]></content:encoded>
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<title>New smartKPIs.com Report Ranks the Top Finance KPIs of 2010 </title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-finance-kpis-of-2010/</link>
<pubDate>Fri, 03 Jun 2011 09:46:08 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customized KPI library]]></category>

		<category domain="tag" nicename="customized-kpi-library"><![CDATA[Customized KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

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		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Top 25 Finance KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-finance-kpis-of-2010"><![CDATA[Top 25 Finance KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top Finance KPIs]]></category>

		<category domain="tag" nicename="top-finance-kpis"><![CDATA[Top Finance KPIs]]></category>

		<category domain="tag"><![CDATA[Top KPIs]]></category>

		<category domain="tag" nicename="top-kpis"><![CDATA[Top KPIs]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8374</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/premium/products/reports/department/top-25-finance-kpis-of-2010-6.html" target="_blank"><img class="alignright size-full wp-image-8382" title="smartKPIs.com-Top-25-Finance-KPIs-of-2010-report-2011" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-Finance-KPIs-of-2010-report-2011.jpg" alt="" width="226" height="300" /></a>June 3, 2011, Melbourne, Australia - <em>smartKPIs.com (</em><a href="../../" target="_blank"><em>www.smartKPIs.com</em></a><em>), the  world's largest source of thoroughly documented Key Performance Indicator (KPI)  examples announces </em><em>that Asset / Portfolio Management, Financial Stability, Forecasts &amp; Valuation, Liquidity and Profitability</em><em> dominate the "<a href="http://www.smartkpis.com/premium/products/reports/department/top-25-finance-kpis-of-2010-6.html" target="_blank">Top  25  Finance KPIs of 2010</a>". The report presents in detail KPIs such  as:</em><em> # Berry ration</em><em>, </em><em># Labor multiplier and</em><em> </em><em>% Capital acquisition ratio</em><em>, among other KPI  examples reviewed by the smartKPIs.com research team. "Top KPIs of 2010" is a  collection of research reports discussing the most popular KPIs of 2010 across  functional areas and industries. smartKPIs.com is an expert in the field of  performance management and measurement, researching the use of KPI based  performance management systems in practice around the world.<!--more--></em>

The “<a href="http://www.smartkpis.com/premium/products/reports/department/top-25-finance-kpis-of-2010-6.html" target="_blank"><em>Top 25 Finance KPIs of 2010</em></a>” report provides insights in the state of finance performance measurement today by listing and analysing the most visited KPIs on smartKPIs.com in 2010. It is part of the<em> “</em><a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><em>Top KPIs of 2010</em></a><em>” </em>series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. smartKPIs.com hosts the largest catalogue of thoroughly documented KPI examples available today and representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2010 provided a rich data set, which combined with further analysis from the editorial team, formed the basis of these research reports.

Finance has a long tradition in using KPIs, this making <a href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank">Finance KPIs</a> the most used in business today. A <a href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank">KPI</a> is a selected indicator considered key for monitoring the performance of a strategic objective, outcome, or key result area important to the success of an activity and growth of the organization overall. KPIs in Finance refer to specific monetary measures of stocks and flows as well as to efficiency in operation management, systems and control. With more than 196 KPI examples, Finance is one of the best covered functional areas on smartKPIs.com.

Centred around the Finance KPIs that in 2010 received the highest number of visits on smartKPIs.com, the “<a href="http://www.smartkpis.com/premium/products/reports/department/top-25-finance-kpis-of-2010-6.html" target="_blank"><em>Top 25 Finance KPIs of 2010</em></a>” report contains in addition to KPI names, a detailed description of each KPI, as documented in smartKPIs Premium  and other relevant content. While dominated by Profitability KPIs, with 8 KPI examples in the Top 25, the most popular KPIs come from categories such as Forecasts &amp; Valuation and Asset / Portfolio management:
<ol>
	<li># Berry ratio</li>
	<li># Labor multiplier</li>
	<li>% Return on capital employed (ROCE)</li>
	<li>% Sustainable growth rate (SGR)</li>
	<li>% Management expense ratio (MER)</li>
</ol>
<em>“The Top 25 Finance KPIs of 2010 report is a synthesis of what smartKPIs.com is all about: it forms an overview of how finance KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team.<strong> </strong>By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organisation.”</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.

<strong>About smartKPIs.com</strong>
<a href="http://www.smartkpis.com" target="_blank">http://www.smartkpis.com</a> is the leading online platform for performance management knowledge integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories. smartKPIs.com is operated by eab group, an innovative research driven provider of integrated performance management solutions, based in Melbourne, Australia.

<strong>Media contact </strong>

Jessie Zhang, eab group, Tel: +61 3 9670 2979, Email: <a href="mailto:jessie.zhang@smartKPIs.com">jessie.zhang@smartKPIs.com</a>]]></content:encoded>
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<wp:post_id>8374</wp:post_id>
<wp:post_date>2011-06-03 20:46:08</wp:post_date>
<wp:post_date_gmt>2011-06-03 09:46:08</wp:post_date_gmt>
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<title>Australian manufacturing industry contraction: highlights from the April 2011 Australian PMI</title>
<link>http://www.smartkpis.com/blog/australian-manufacturing-industry-contraction-highlights-from-the-april-2011-australian-pmi/</link>
<pubDate>Mon, 06 Jun 2011 05:41:31 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Australian Industry Group]]></category>

		<category domain="tag" nicename="australian-industry-group"><![CDATA[Australian Industry Group]]></category>

		<category domain="tag"><![CDATA[Manufacturing]]></category>

		<category domain="tag" nicename="manufacturing"><![CDATA[Manufacturing]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[PricewaterhouseCoopers]]></category>

		<category domain="tag" nicename="pricewaterhousecoopers"><![CDATA[PricewaterhouseCoopers]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8385</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/Australian-PMI-April-2011.jpg"><img class="alignright size-full wp-image-8387" title="Australian PMI - April 2011" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Australian-PMI-April-2011.jpg" width="198" height="212" /></a>According to the Australian Industry Group (Ai Group) and PricewaterhouseCoopers (PwC), the manufacturing industry in Australia is on a contraction trend, with the Australian Performance Manufacturing Index (PMI) below 50 points in April 2011 (which is the level separating expansion from contraction).

Some of the highlights of the <strong>Australian PMI </strong>survey are the following (Ai Group &amp; PwC, 2011):
<ul>
	<li>The manufacturing sector contracted in Victoria, Queensland and Western Australia, but expanded in other states;</li>
	<li>Margins narrowed, as selling prices decreased, while wages and input costs increased;</li>
	<li>The decline was more significant in the transport equipment and textiles, due to the strengthening of the Australian dollar, soft national demand and import competition;</li>
	<li>However, manufacturing output expanded 2.4 point (especially led by the clothing &amp; footwear, basic metals, and machinery &amp; equipment sub-sectors);</li>
	<li>Also, the capacity utilization rose to 74.4% (especially in the miscellaneous manufactures and food &amp; beverages sub-sectors);</li>
	<li>Overall, the areas that expanded from the previous month were Production, Input prices and Average wages (these two affecting production costs), as well as Capacity utilization, while the others contracted (Employment, New orders, Inventories, Export and Selling prices).<!--more--></li>
</ul>
<strong>Note:</strong> The Australian PMI is a seasonally adjusted national composite index based on the diffusion indices for Production, New orders, Deliveries, Inventories and Employment with varying weights. For the complete results of the Australian PMI monthly suveys starting with 2005, follow: <a href="http://www.aigroup.com.au/economicindicators/pmi/" target="_blank">http://www.aigroup.com.au/economicindicators/pmi/</a>.

<strong>References: </strong>

Ai Group &amp; PwC (2011), <em>Australian PMI April 2011</em>, available at: <a href="http://www.aigroup.com.au/portal/binary/com.epicentric.contentmanagement.servlet.ContentDeliveryServlet/LIVE_CONTENT/Economic%2520Indicators/PMI/2011/pmi_april_2011.pdf" target="_blank">http://www.aigroup.com.au/portal/binary/com.epicentric.contentmanagement.servlet.ContentDeliveryServlet/LIVE_CONTENT/Economic%2520Indicators/PMI/2011/pmi_april_2011.pdf</a> (accessed 3 June, 2011).

Ai Group (2011), <em>Economic Indicators – Australian PMI</em>, available at: <a href="http://www.aigroup.com.au/economicindicators/pmi/" target="_blank">http://www.aigroup.com.au/economicindicators/pmi/</a> (accessed 3 June, 2011).]]></content:encoded>
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<title>Metso KPIs of 2010 – Best practice in communicating performance results</title>
<link>http://www.smartkpis.com/blog/metso-kpis-of-2010-%e2%80%93-best-practice-in-communicating-performance-results/</link>
<pubDate>Tue, 07 Jun 2011 10:47:15 +0000</pubDate>
<dc:creator><![CDATA[anita]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[EBITA]]></category>

		<category domain="tag" nicename="ebita"><![CDATA[EBITA]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Metso]]></category>

		<category domain="tag" nicename="metso"><![CDATA[Metso]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Targets]]></category>

		<category domain="tag" nicename="targets"><![CDATA[Targets]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8353</guid>
<description></description>
<content:encoded><![CDATA[<strong>Metso</strong>, a global provider of industrial machinery, presents its performance results of 2010 under the  <a href="http://metso.com/corporation/ir_eng.nsf/WebWID/WTB-080822-2256F-260DC?OpenDocument" target="_blank">Financials</a> section on its website, a truly impressive display of performance communication good practice. The section is well structured with <a href="http://metso.com/corporation/ir_eng.nsf/WebWID/WTB-080822-2256F-260DC?OpenDocument" target="_blank">Financial Targets</a>, <a href="http://metso.com/corporation/ir_eng.nsf/WebWID/WTB-081107-2256F-5731F?OpenDocument&amp;mid=EEC508800EC83CB1C22575AE004E6DF3" target="_blank">Key Drivers for Performance</a>, <a href="http://metso.com/corporation/ir_eng.nsf/WebWID/WTB-041109-2256F-FDCEA?OpenDocument&amp;mid=0BECE3A3816D112FC22575AE004E6DEE" target="_blank">Quarterly and Annual Figures</a> and <a href="http://metso.com/corporation/ir_eng.nsf/WebWID/WTB-041109-2256F-404C9?OpenDocument&amp;mid=3B39FF1EC741EAF7C22575AE004E6DF1" target="_blank">Calculation of Key Figures</a> content available.

The long-term financial targets focus on Growth, Profitability, Cash Flow, Capital Structure and Dividend Policy. The 2010 performance results reveal that the company exceeded the targets in Growth and Profitability through an 11% of increase in net sales and improved EBITA by 23%. However, it failed to fulfill the Annual Cash Conversion target of 100%.

<!--more-->In terms of performance of business lines, Metso identifies several key drivers for performance:

[caption id="attachment_8355" align="alignnone" width="530"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/Key-drivers-for-performance-Metso.png"><img class="size-full wp-image-8355" title="Key drivers for performance Metso" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Key-drivers-for-performance-Metso.png" width="530" height="358" /></a> Source: Metso (2011)[/caption]

The performance results for the Group and Segments are presented by the use of interactive tables and charts. Tens of financial and non-financial indicators are chosen to provide visitors with a holistic view of the company performance.<!--more-->

[caption id="attachment_8356" align="alignnone" width="530"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/Performance-indicators-Metso.png"><img class="size-full wp-image-8356" title="Performance indicators Metso" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Performance-indicators-Metso.png" width="530" height="702" /></a> Source: Metso (2011)[/caption]

In addition, the website contains a glossary of key financial indicators with formulas to facilitate users’ understanding of performance results:

[caption id="" align="alignnone" width="500"]<img title="Metso formulas for financial indicators" alt="" src="http://metso.com/corporation/ir_eng.nsf/de531cc0f064e407c2256a680040da57/5404c9bf300bc950c2256f47004f598e/PageRTF/0.D0!OpenElement&amp;FieldElemFormat=jpg" width="500" height="1000" /> Metso, 2011[/caption]

<strong>Reference </strong>

Metso (2011), Investors, available at: <a href="http://metso.com/corporation/ir_eng.nsf/WebWID/WTB-041109-2256F-404C9?OpenDocument&amp;mid=3B39FF1EC741EAF7C22575AE004E6DF1">http://metso.com/corporation/ir_eng.nsf/WebWID/WTB-041109-2256F-404C9?OpenDocument&amp;mid=3B39FF1EC741EAF7C22575AE004E6DF1</a>, accessed on 7 June 2011.]]></content:encoded>
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<wp:post_date>2011-06-07 21:47:15</wp:post_date>
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<title>Performance Insights: Corporate Philosophy in Japanese companies</title>
<link>http://www.smartkpis.com/blog/performance-insights-corporate-philosophy-in-japanese-ccompanies/</link>
<pubDate>Wed, 08 Jun 2011 04:17:43 +0000</pubDate>
<dc:creator><![CDATA[anita]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Anita Liang]]></category>

		<category domain="tag" nicename="anita-liang"><![CDATA[Anita Liang]]></category>

		<category domain="tag"><![CDATA[Canon]]></category>

		<category domain="tag" nicename="canon"><![CDATA[Canon]]></category>

		<category domain="tag"><![CDATA[Fujitsu Way]]></category>

		<category domain="tag" nicename="fujitsu-way"><![CDATA[Fujitsu Way]]></category>

		<category domain="tag"><![CDATA[Japan]]></category>

		<category domain="tag" nicename="japan"><![CDATA[Japan]]></category>

		<category domain="tag"><![CDATA[Kyosei]]></category>

		<category domain="tag" nicename="kyosei"><![CDATA[Kyosei]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Toyota]]></category>

		<category domain="tag" nicename="toyota"><![CDATA[Toyota]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8341</guid>
<description></description>
<content:encoded><![CDATA[<img class="alignright" title="Anita Liang - smartKPIs.com Research Analyst" alt="" src="http://media02.linkedin.com/media/p/2/000/0ac/2cb/27eb4bb.jpg" width="199" height="199" />

As I review organizational identities, I found it interesting that the Corporate / Company Philosophy is often used by Japanese companies as a tool to present corporate identities. On Japanese companies’ websites, this term appears much more frequent than tools such as Values, Vision, Mission . Comparatively, this concept is seldom seen on company websites from other parts of the world.

Spiro (2010) defines Company Philosophy as “<em>a distillation of its culture or ambiance into a group of core values that inform all aspects of its business practices</em>”, while Bower (2003) points out that Company Philosophy is commonly referred to in executive speeches, and the term is most often used to stand for some informal, unwritten guidelines that people should hold in business. Considered as implicit by many western organizations, Company Philosophy is reflected by using a set of other organization identities such as values and mission statement.
<p style="text-align: left;">However, Japanese companies regard Corporate Philosophy as a set of overarching corporate concepts which are the basics to the organizations’ business at the same time. For example, Fujitsu, one of the global information technology providers, addresses its Corporate Philosophy by calling it the “<a href="http://www.fujitsu.com/global/about/profile/philosophy/" target="_blank">FUJITSU Way</a>”. It comprises four elements such as Vision, Values, Principles, and Code of Conduct:</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Fujitsu-Way.png"><img class="size-full wp-image-8342 aligncenter" title="Fujitsu Way" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Fujitsu-Way.png" width="530" height="314" /></a><span style="color: #888888;">Source: Fujitsu (2011)<!--more--></span></p>
<a href="http://www.toyota-industries.com/corporateinfo/philosophy/" target="_blank">Toyota</a> illustrates its philosophy as five basic principles:
<ul>
	<li>Respect for the Law,</li>
	<li>Respect for Others,</li>
	<li>Respect for the Natural Environment,</li>
	<li>Respect for Customers, and</li>
	<li>Respect for Employees.</li>
</ul>
It is interesting to see that Corporate Philosophy is sometimes expressed by using only a simple word. The word must have a multiple meanings or is a broad overarching concept. A good example is <em>kyosei</em>, which is the <a href="http://www.canon.com/about/philosophy/index.html" target="_blank">Corporate Philosophy of Canon</a>. Canon defines kyosei as “<em>all people, regardless of race, religion or culture, harmoniously living and working together into the future</em>”.

[caption id="attachment_8344" align="aligncenter" width="497"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/corporate-philosophy-of-Canon.png"><img class="size-full wp-image-8344" title="corporate philosophy of Canon" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/corporate-philosophy-of-Canon.png" width="497" height="189" /></a> Source: Canon (2011)[/caption]

Anita Liang,

smartKPIs.com Research Analyst

<strong>Reference</strong>

Spiro, J., 2010, ‘How to Create a Company Philosophy’, available at: <a href="http://www.inc.com/guides/create-a-company-philosophy.html">http://www.inc.com/guides/create-a-company-philosophy.html</a>, accessed on 6 May 2011

Bower, M., 2003, ‘Company philosophy: “The way we do things around here”’, The McKensey Quarterly, No 2, available at: <a href="http://www.management.com.ua/strategy/str044.html">http://www.management.com.ua/strategy/str044.html</a>, accessed on 6 May 2011]]></content:encoded>
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<wp:post_id>8341</wp:post_id>
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<title>Performance Management in the Central Bank of Nigeria - Interview from the BSC Forum Dubai 2011</title>
<link>http://www.smartkpis.com/blog/performance-management-in-the-central-bank-of-nigeria-interview-from-the-bsc-forum-dubai-2011/</link>
<pubDate>Thu, 09 Jun 2011 12:33:55 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Interviews]]></category>

		<category domain="category" nicename="interviews"><![CDATA[Interviews]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[BSC Forum Dubai 2011]]></category>

		<category domain="tag" nicename="bsc-forum-dubai-2011"><![CDATA[BSC Forum Dubai 2011]]></category>

		<category domain="tag"><![CDATA[Central Bank of Nigeria]]></category>

		<category domain="tag" nicename="central-bank-of-nigeria"><![CDATA[Central Bank of Nigeria]]></category>

		<category domain="tag"><![CDATA[Multimedia]]></category>

		<category domain="tag" nicename="multimedia"><![CDATA[Multimedia]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Walter Ahrey]]></category>

		<category domain="tag" nicename="walter-ahrey"><![CDATA[Walter Ahrey]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8443</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com" target="_blank">smartKPIs.com</a>, media partner at the Balanced Scorecard Forum Dubai 2011, has conducted a series of interviews reflecting the use of Balanced Scorecard in organizations and its evolution during its 20 years of existence. One of the interviews conducted by the smartKPIs.com team present at the <strong>Balanced Scorecard Forum Dubai 2011</strong> refers to how Performance Management is perceived and done within the <a href="http://www.cenbank.org/" target="_blank">Central Bank of Nigeria</a>.

The person interviewed is <strong>Mr. Walter Ahrey</strong>, Director Strategy and Performance at the Central Bank of Nigeria. Some of the aspects mentioned by Mr. Ahrey refer to:
<ul>
	<li>What performance represents for the Central Bank of Nigeria;</li>
	<li>How performance is managed within the Central Bank of Nigeria;</li>
	<li>What are the main challenges in the process of managing performance that the bank faces.</li>
</ul>
To find out the answers to these questions and more insights on the topic, we invite you to watch the <a href="http://www.youtube.com/watch?v=lWIUtyI_MXA" target="_blank"><strong>interview</strong></a>.

<em>Note: smartKPIs.com thanks Mr. Walter Ahrey, Director Strategy and Performance at the Central Bank of Nigeria for having made possible the realization of this interview. </em>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 330px; width: 1px; height: 1px; overflow: hidden;">
<h1 id="watch-headline-title"><span class="long-title" dir="ltr" id="eow-title" title="Walter Ahrey - Director Strategy and Performance - Central Bank of Nigeria">Walter Ahrey - Director Strategy and Performance - Central Bank of Nigeria </span></h1>
</div>]]></content:encoded>
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<wp:post_id>8443</wp:post_id>
<wp:post_date>2011-06-09 23:33:55</wp:post_date>
<wp:post_date_gmt>2011-06-09 12:33:55</wp:post_date_gmt>
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<title>Balanced Scorecard origins and evolution</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-origins-and-evolution/</link>
<pubDate>Fri, 10 Jun 2011 00:39:36 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Arthur Scheiderman]]></category>

		<category domain="tag" nicename="arthur-scheiderman"><![CDATA[Arthur Scheiderman]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[David Norton]]></category>

		<category domain="tag" nicename="david-norton"><![CDATA[David Norton]]></category>

		<category domain="tag"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag" nicename="robert-kaplan"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8503</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The history of the Balanced Scorecard in its popular form draws back at the beginning of 1992 when it was for the first time unveiled to the larger public by its authors Dr. Robert Kaplan and Dr. David Norton in an article published in the Harvard Business Review journal.</p>
<p style="text-align: justify;">However, few are those who know which are the details of the Balanced Scorecard development and its origins. The Balanced Scorecard took shape as a result of a project involving 12 U.S. top companies. The project was run by Nolan Norton Institute in cooperation with Dr. Robert Kaplan during 1990-1991 and  had as the main purpose to research and test best practice performance measurement solutions used at that point in practice in United States.</p>
<p style="text-align: justify;"><!--more-->Among the performance measurement solutions that were presented and described at the beginning of the project was the Corporate Scorecard of Analog Devices, a leader of the semiconductor industry. The scorecard cough the interest of the participants to the project who decided to trial it.</p>
<p style="text-align: justify;">The results and conclusions of the project were presented by its coordinators, Dr. Robert Kaplan and Dr. David Norton, in the article <em>"The Balanced Scorecard - Measures that drive performance"</em> published at the beginning of 1992 in the Harvard Business Review journal.</p>
<p style="text-align: justify;">Turning back to the Analog Devices Corporate Scorecard who served as model and inspiration for the Balanced Scorecard, below you can review five examples of its evolution under the supervision of its creator and owner at  Analog Devices,  Arthur Schneiderman, at that point Quality Manager at the company.</p>

<h3>Analog Devices corporate scorecard 1986-1987</h3>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/BSC-Evolution-AS1.jpg"><img class="aligncenter size-full wp-image-8504" title="BSC-Evolution-AS1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/BSC-Evolution-AS1.jpg" width="600" height="449" /></a><span style="color: #888888;">Source: www.schneiderman.com</span></p>

<h3 style="text-align: justify;"><span style="color: #888888;"><span style="color: #000000;"><!--more-->Analog Devices corporate scorecard 1987-1988</span>
</span></h3>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/BSC-Evolution-AS2.jpg"><img class="aligncenter size-full wp-image-8505" title="BSC-Evolution-AS2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/BSC-Evolution-AS2.jpg" width="600" height="449" /></a><span style="color: #808080;">Source: www.schneiderman.com</span></p>

<h3 style="text-align: left;"><strong>Analog Devices corporate scorecard 1988-1989</strong></h3>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/BSC-Evolution-AS3.jpg"><img class="aligncenter size-full wp-image-8506" title="BSC-Evolution-AS3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/BSC-Evolution-AS3.jpg" width="601" height="451" /></a><span style="color: #808080;">Source: www.schneiderman.com</span></p>

<h3 style="text-align: left;">Analog Devices corporate scorecard 1989-1990</h3>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/BSC-Evolution-AS41.jpg"><img class="aligncenter size-full wp-image-8508" title="BSC-Evolution-AS4" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/BSC-Evolution-AS41.jpg" width="600" height="450" /></a><span style="color: #808080;">Source: www.schneiderman.com</span></p>

<h3>Analog Devices corporate scorecard 1990-1991</h3>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/BSC-Evolution-AS5.jpg"><img class="aligncenter size-full wp-image-8509" title="BSC-Evolution-AS5" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/BSC-Evolution-AS5.jpg" width="600" height="450" /></a><span style="color: #808080;">Source: www.schneiderman.com</span></p>

<h3 style="text-align: left;"><span style="color: #808080;"><span style="color: #000000;">References</span></span></h3>
<span style="color: #808080;"><span style="color: #000000;">Arthur Schneiderman website (2000), Evolution of the First Balanced Scorecard 1987-1992, available at <a href="http://www.schneiderman.com/" target="_blank">www.schneiderman.com</a>, (accessed 10 June 2011)
</span></span>]]></content:encoded>
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<wp:post_id>8503</wp:post_id>
<wp:post_date>2011-06-10 11:39:36</wp:post_date>
<wp:post_date_gmt>2011-06-10 00:39:36</wp:post_date_gmt>
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<title>New smartKPIs.com Report Ranks the Top Customer Service KPIs of 2010</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-customer-service-kpis-of-2010/</link>
<pubDate>Mon, 13 Jun 2011 14:05:32 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customized KPI library]]></category>

		<category domain="tag" nicename="customized-kpi-library"><![CDATA[Customized KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

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		<category domain="tag"><![CDATA[Top 25 Customer Service KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-customer-service-kpis-of-2010"><![CDATA[Top 25 Customer Service KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top Customer Service KPIs]]></category>

		<category domain="tag" nicename="top-customer-service-kpis"><![CDATA[Top Customer Service KPIs]]></category>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8414</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-Customer-Service-reports-14-June-20114.jpg"><img class="alignright size-medium wp-image-8424" title="smartKPIs.com-Top-25-Customer-Service-reports- 14 June 2011" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-Customer-Service-reports-14-June-20114-244x300.jpg" alt="" width="260" height="345" /></a>June 14, 2011, Melbourne, Australia – <em>smartKPIs.com <a href="http://www.smartkpis.com">(</a></em><a href="http://www.smartkpis.com/kpi_examples/dashboard/"><em>www.smartKPIs.com</em></a><em>), the world’s largest source of thoroughly documented Key Performance Indicator (KPI) examples announces that Efficiency and Effectiveness, Order lifecycle management and Complaints Management dominate the “</em><a href="http://www.smartkpis.com/premium/products/reports/department/top-25-customer-service-kpis-of-2010-7.html" target="_blank"><em>Top 25 Customer Service KPIs of 2010</em></a><em>”. The report presents in detail KPIs such as: % On-time delivery, # Time to rectify defects and % Customer complaints due to poor service or product quality, among other KPI examples reviewed by the smartKPIs.com research team. “Top KPIs of 2010″ is a collection of research reports discussing the most popular KPIs of 2010 across functional areas and industries. smartKPIs.com is an expert in the field of performance management and measurement, researching the use of KPI based performance management systems in practice around the world.</em>

The “<a href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank"><em>Top 25 Customer Service KPIs of 2010</em></a>” report provides insights in the state of Customer Service performance measurement today by listing and analyzing the most visited KPIs on smartKPIs.com in 2010. It is part of the<em> “</em><a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html " target="_blank"><em>Top KPIs of 2010</em></a><em>” </em>series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. <!--more-->smartKPIs.com hosts the largest catalogue of thoroughly documented KPI examples available today and representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2010 provided a rich data set, which combined with further analysis from the editorial team, formed the basis of these research reports.

Customer Service has a long tradition in using KPIs, this making <a href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/customer-service/">Customer Service KPIs </a>the most used in business today. A KPI is a selected indicator considered key for monitoring the performance of a strategic objective, outcome, or key result area important to the success of an activity and growth of the organization overall. KPIs in Customer Service refer to specific monetary measures of stocks and flows as well as to efficiency in operation management, systems and control. With more than 100 KPI examples, Customer Service is one of the best covered functional areas on smartKPIs.com.

Centered around the Customer Service KPIs that in 2010 received the highest number of visits on smartKPIs.com, the “<em><span style="text-decoration: underline;"><a href="http://www.smartkpis.com/premium/products/reports/department/top-25-customer-service-kpis-of-2010-7.html" target="_blank">Top 25 Customer Service KPIs of 2010”</a></span></em> report contains in addition to KPI names, a detailed description of each KPI, as documented in <em>smartKPIs Premium </em>and other relevant content. While dominated by KPIs reflecting Efficiency and Effectiveness, other popular KPIs come from categories such as Customer satisfaction with service and Post-sale support:
<ol>
	<li>% On-time delivery</li>
	<li># Time to rectify defects</li>
	<li>% Customer complaints due to poor service or product quality</li>
	<li># Call handling time</li>
	<li>% First contact resolution rate</li>
</ol>
<em>“The Top 25 Customer Service KPIs of 2010 report is a synthesis of what smartKPIs.com is all about: it forms an overview of how Customer Service KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team.<strong> </strong>By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization.”</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.

<strong>About smartKPIs.com</strong>
<a href="http://www.smartkpis.com/premium.html">http://www.smartkpis.com </a>is the leading online platform for performance management knowledge integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories. smartKPIs.com is operated by eab group, an innovative research driven provider of integrated performance management solutions, based in Melbourne, Australia.

<strong>Media contact </strong>

Jessie Zhang, eab group, Tel: +61 3 9670 2979, Email: <a href="mailto:jessie.zhang@smartKPIs.com">jessie.zhang@smartKPIs.com</a>]]></content:encoded>
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<wp:post_id>8414</wp:post_id>
<wp:post_date>2011-06-14 01:05:32</wp:post_date>
<wp:post_date_gmt>2011-06-13 14:05:32</wp:post_date_gmt>
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<title>Accountability through performance measures in academic education - North Carolina Community Colleges case study</title>
<link>http://www.smartkpis.com/blog/accountability-through-performance-measures-in-academic-education-north-carolina-community-colleges-case-study/</link>
<pubDate>Thu, 16 Jun 2011 00:33:24 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

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		<category domain="tag"><![CDATA[North Carolina Community Colleges]]></category>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8525</guid>
<description></description>
<content:encoded><![CDATA[North Carolina Community Colleges  initiated in1993 an accountability system for monitoring performance data on specific measures to ensure public accountability for programs and services. In 2011, <em>The Critical Success Factors</em> report was launched as an accountability document presenting 8 generic performance measures based on which the Board reviews performance:
<div id="_mcePaste">
<ul>
	<li>A. Progress of Basic Skills Students;</li>
	<li>B. Passing Rates on Licensure and Certification Examinations;</li>
	<li>C. Performance of College Transfer Students;</li>
	<li>D. Passing Rates of Students in Developmental Courses;</li>
	<li>E. Success Rates of Developmental Students in Subsequent College‐Level Courses;</li>
	<li>F. Satisfaction of Program Completers and Non‐Completers;</li>
	<li>G. Curriculum Student Retention, Graduation, and Transfer;</li>
	<li>H. Client Satisfaction with Customized Training (<span><span style="color: #000000;">North Carolina Community Colleges, 2011).</span></span></li>
</ul>
</div>
Based on these performance measures, a recognition system was developed: the Colleges receive Recognition of Exceptional Institutional Performance if they meet or exceed all eight performance measures, have no licensure exams with a passing rate of less than 70%, and college transfer students perform at a level equal to or above native UNC system students (<span><span style="color: #000000;">North Carolina Community Colleges, 2011)</span></span>.

The chart below indicates the evolution by year of the number of colleges who have met the standard for the individual performance measures, the number of colleges who have met all eight performance standards, and the number of colleges receiving Recognition of Exceptional Institutional Performance.
<p style="text-align: center;"><em><a href="http://www.smartkpis.com/blog/wp-content/uploads/Performance-Measures-Colleges.jpg"><img class="aligncenter size-full wp-image-8527" title="Performance Measures Colleges" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Performance-Measures-Colleges.jpg" width="634" height="200" /></a></em><span style="color: #888888;">Source: North Carolina Community Colleges (2011)<!--more-->
</span></p>
A performance measure within the report is the <em>% Satisfaction of program completers and non-completers</em>, calculated as the percentage of graduates and early-leavers "<em>very satisfied</em>" or "<em>satisfied</em>" with the overall quality of the college. The performance standard is 90% satisfaction level, the aggregate result for the system being 96%.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Satisfaction.jpg"><img class="aligncenter size-full wp-image-8530" title="Satisfaction of program completer and non-completer" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Satisfaction.jpg" width="634" height="400" /></a><span style="color: #888888;">Source: North Carolina Community Colleges (2011)</span></p>
<p style="text-align: left;">North Carolina Community Colleges is an example of an organization using KPIs and performance measures in practice for establishing an accountability system. For similar performance reports, visit <a href="http://www.smartkpis.com/kpi_examples_in_practice/dashboard/" target="_blank">KPIs in practice</a> section from <a href="http://www.smartKPIs.com" target="_blank">smartKPIs.com</a>, containing a free online catalogue of reports that illustrate the use of performance measures in practice by organizations from around the world (smartKPIs.com, 2011).</p>
<p style="text-align: left;"><strong>References</strong></p>
<p style="text-align: left;">North Carolina Community Colleges (2011), <em>The Critical Success Factors, </em>available at: http://www.ncccs.cc.nc.us/Publications/docs/Publications/csf2011.pdf (accessed 10 June 2011)</p>
<p style="text-align: left;">smartKPIs.com (2011), <em>KPIs in practice - North Carolina Community Colleges, </em>available at: <a href="http://www.smartkpis.com/kpi_examples_in_practice/north-carolina-community-colleges-performance-report-academic-education-industry-1262.html" target="_blank">http://www.smartkpis.com/kpi_examples_in_practice/north-carolina-community-colleges-performance-report-academic-education-industry-1262.html</a> (accessed 22 June 2011)</p>]]></content:encoded>
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<wp:post_id>8525</wp:post_id>
<wp:post_date>2011-06-16 11:33:24</wp:post_date>
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<title>New smartKPIs.com Report Ranks the Top Knowledge Management KPIs of 2010</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-knowledge-management-kpis-of-2010/</link>
<pubDate>Fri, 17 Jun 2011 07:42:39 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

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		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Top 25 Knowledge Management KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-knowledge-management-kpis-of-2010"><![CDATA[Top 25 Knowledge Management KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top Knowledge Management KPIs]]></category>

		<category domain="tag" nicename="top-knowledge-management-kpis"><![CDATA[Top Knowledge Management KPIs]]></category>

		<category domain="tag"><![CDATA[Top KPIs]]></category>

		<category domain="tag" nicename="top-kpis"><![CDATA[Top KPIs]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8463</guid>
<description></description>
<content:encoded><![CDATA[June 17, 2011, Melbourne, Australia –<a href="http://www.smartkpis.com"> </a><em><a href="http://www.smartkpis.com">smartKPIs.com</a>, the world’s largest source of thoroughly documented Key Performance Indicator (KPI) examples announces that Knowledge Database Management and Knowledge Sharing KPIs dominate the  “Top 25 Kn</em><em><a href="http://www.smartkpis.com/blog/wp-content/uploads/ex.jpg"><img class="alignright size-medium wp-image-8468" title="ex" src="http://www.smartkpis.com/blog/wp-content/uploads/ex-253x300.jpg" alt="" width="259" height="345" /></a></em><em>owledge Management KPIs of 2010” report. The report presents in detail KPIs such as: “# Age of documents in knowledge repository”, “% Employees that contribute to the knowledge base”, and “# Publications on the corporate intranet”, among other KPI examples reviewed by the smartKPIs.com research team. “Top KPIs of 2010″ is a collection of research reports discussing the most popular KPIs of 2010 across functional areas and industries. smartKPIs.com is an expert in the field of performance management and measurement, researching the use of KPI based performance management systems in practice around the world.</em>

The “<a href="http://www.smartkpis.com/premium/products/reports/department/top-25-knowledge-management-kpis-of-2010-14.html" target="_blank"><em>Top 25 Knowledge Management KPIs of 2010</em></a>” report provides insights in the state of Knowledge Management performance measurement today by listing and analyzing the most visited KPIs on smartKPIs.com in 2010. It is part of the<em> “</em><a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><em>Top KPIs of 2010</em></a><em>” </em>series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. smartKPIs.com hosts the largest catalogue of thoroughly documented KPI examples available today and representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2010 provided a rich data set, which combined with further analysis from the editorial team, formed the basis of these research reports.<!--more-->

Knowledge Management has a long tradition in using KPIs, driven by the interest in tracking intellectual capital and its use. A <a href="http://www.smartkpis.com/key-performance-indicator-KPI">KPI</a> is a selected indicator considered key for monitoring the performance of a strategic objective, outcome, or key result area important to the success of an activity and growth of the organization overall. With more than 70 KPI examples, Knowledge Management is one of the best covered functional areas on smartKPIs.com.

Centered around the Knowledge Management KPIs that in 2010 received the highest number of visits on smartKPIs.com, the “<em><span style="text-decoration: underline;"><a href="http://www.smartkpis.com/premium/products/reports/department/top-25-knowledge-management-kpis-of-2010-14.html" target="_blank">Top 25 Knowledge Management KPIs of 2010”</a></span></em> report contains in addition to KPI names, a detailed description of each KPI, as documented in <em>smartKPIs Premium </em>and other relevant content. While dominated by KPIs reflecting Knowledge database management performance, other popular KPIs come from categories such as Knowledge sharing, KM Community of Practice, Knowledge database usage or Costs and savings with knowledge management practices:
<ol>
	<li># Average age of documents in knowledge repository</li>
	<li>% Employees that contribute to the knowledge base</li>
	<li>% Documents in non-enterprise repositories</li>
	<li>% Documents rarely accessed</li>
	<li># Internal knowledge sharing platforms</li>
</ol>
<em>“The Top 25 Knowledge Management KPIs of 2010 report is a synthesis of what smartKPIs.com is all about: it forms an overview of how Knowledge Management KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team.<strong> </strong>By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization.”</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.

<strong>About smartKPIs.com</strong>
<a href="http://www.smartkpis.com" target="_blank">http://www.smartkpis.com</a> is the leading online platform for performance management knowledge integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories. smartKPIs.com is operated by eab group, an innovative research driven provider of integrated performance management solutions, based in Melbourne, Australia.

<strong>Media contact </strong>

Jessie Zhang, <a href="http://eabgroup.com.au/">eab group</a>, Tel: +61 3 9670 2979, Email: <a href="mailto:jessie.zhang@smartKPIs.com">jessie.zhang@smartKPIs.com</a>]]></content:encoded>
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<wp:post_id>8463</wp:post_id>
<wp:post_date>2011-06-17 18:42:39</wp:post_date>
<wp:post_date_gmt>2011-06-17 07:42:39</wp:post_date_gmt>
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<item>
<title>Data analytics vs. intuition</title>
<link>http://www.smartkpis.com/blog/data-analytics-vs-intuition/</link>
<pubDate>Mon, 20 Jun 2011 00:44:29 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[IBM Institute for Business Value]]></category>

		<category domain="tag" nicename="ibm-institute-for-business-value"><![CDATA[IBM Institute for Business Value]]></category>

		<category domain="tag"><![CDATA[Information Technology]]></category>

		<category domain="tag" nicename="information-technology"><![CDATA[Information Technology]]></category>

		<category domain="tag"><![CDATA[MIT Sloan Management Review]]></category>

		<category domain="tag" nicename="mit-sloan-management-review"><![CDATA[MIT Sloan Management Review]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8492</guid>
<description></description>
<content:encoded><![CDATA[<em>MIT Sloan Management Review</em><em>, </em>in partnership with the <em>IBM Institute for Business Value</em>, conducted in 2010 a survey of nearly 3,000 executives, managers and analysts working across more than 30 industries and 100 countries, aiming to help organizations understand the opportunity of information and advanced analytics.

The report <em><strong>"Analytics: The New Path to Value"</strong></em> presents the main findings of the research:
<ul>
	<li>Top performing organizations say analytics is a differentiator, putting analytics to use in the widest possible range of decisions, large and small. They were twice as likely to use analytics to guide <em>future strategies</em>, and twice as likely to use <em>insights</em> to guide <em>day-to-day operations;</em></li>
</ul>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Analytics.jpg"><img class="aligncenter size-full wp-image-8493" title="Analytics" alt="Analytics: The New Path to Value" src="http://www.smartkpis.com/blog/wp-content/uploads/Analytics.jpg" width="520" height="583" /></a>
<p style="text-align: center;"><span style="color: #888888;">Source: MIT Sloan Management Review &amp; IBM Institute for Business Value (2010)</span></p>

<ul>
	<li>Organizations that know where they are in terms of analytics adoption are better prepared to turn challenges into opportunities;<!--more--></li>
</ul>
<ul>
	<li>The leading obstacle to widespread analytics adoption is the <em>lack of understanding of how to use analytics to improve the business</em>, according to almost 40% of respondents (MIT Sloan Management Review &amp; IBM Institute for Business Value, 2010).</li>
</ul>
The report highlights that senior executives want to run their business run on data-driven decisions, having scenarios and simulations that provide immediate guidance on the best actions to take when disruptions occur. The respondents want better ways to communicate complex insights, to understand optimal solutions based on business parameters or new information and take action quickly.

<strong>Reference</strong>

MIT Sloan Management Review &amp; IBM Institute for Business Value (2010), <em>Analytics: The New Path to Value, </em>available at: <a href="http://c0004013.cdn2.cloudfiles.rackspacecloud.com/MIT-SMR-IBM-Analytics-The-New-Path-to-Value-Fall-2010.pdf" target="_blank">http://c0004013.cdn2.cloudfiles.rackspacecloud.com/MIT-SMR-IBM-Analytics-The-New-Path-to-Value-Fall-2010.pdf</a> (accessed 10 June 2011)]]></content:encoded>
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<wp:post_id>8492</wp:post_id>
<wp:post_date>2011-06-20 11:44:29</wp:post_date>
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<title>New smartKPIs.com Report Ranks the Top Portfolio Management KPIs of 2010</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-portfolio-management-kpis-of-2010/</link>
<pubDate>Mon, 20 Jun 2011 14:16:34 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customized KPI library]]></category>

		<category domain="tag" nicename="customized-kpi-library"><![CDATA[Customized KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Top 25 Portfolio Management KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-portfolio-management-kpis-of-2010"><![CDATA[Top 25 Portfolio Management KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top KPIs]]></category>

		<category domain="tag" nicename="top-kpis"><![CDATA[Top KPIs]]></category>

		<category domain="tag"><![CDATA[Top Portfolio Management KPIs]]></category>

		<category domain="tag" nicename="top-portfolio-management-kpis"><![CDATA[Top Portfolio Management KPIs]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8539</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-Portofolio-Management-KPIs-of-2010-report-20114.jpg"><img class="alignright size-full wp-image-8551" title="smartKPIs.com-Top-25-Portofolio-Management-KPIs-of-2010-report-2011" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-Portofolio-Management-KPIs-of-2010-report-20114.jpg" alt="" width="260" height="345" /></a>June 21, 2011, Melbourne, Australia – <em>smartKPIs.com (<a href="../../">www.smartkpis.com</a>), the world’s largest source of thoroughly documented Key Performance Indicator (KPI) examples announces that Planning and Quality Performance KPIs dominate the “Top 25 Portfolio Management KPIs of 2010” report. The report presents in detail KPIs such as: “# Projects per project manager”,”# Milestones per project plan”, and “$ Average project budget size”, among other KPI examples reviewed by the smartKPIs.com research team. “Top KPIs of 2010″ is a collection of research reports discussing the most popular KPIs of 2010 across functional areas and industries. smartKPIs.com is an expert in the field of performance management and measurement, researching the use of KPI based performance management systems in practice around the world.</em>

The “<a href="http://www.smartkpis.com/premium/products/reports/department/top-25-portfolio-management-kpis-of-2010-16.html" target="_blank"><em>Top 25 Portfolio Management KPIs of 2010</em></a>” report provides insights in the state of Portfolio Management performance measurement today by listing and analyzing the most visited KPIs on smartKPIs.com in 2010. It is part of the<em> “</em><a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><em>Top KPIs of 2010</em></a><em>” </em>series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. smartKPIs.com hosts the largest catalogue of thoroughly documented KPI examples available today and representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2010 provided a rich data set, which combined with further analysis from the editorial team, formed the basis of these research reports.<!--more-->

Portfolio Management has a long tradition in using KPIs, driven by the interest in tracking intellectual capital and its use. A <a href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank">KPI</a> is a selected indicator considered key for monitoring the performance of a strategic objective, outcome, or key result area important to the success of an activity and growth of the organization overall. With more than 100 KPI examples, Portfolio Management is one of the best covered functional areas on smartKPIs.com.

Centered around the project portfolio KPIs that in 2010 received the highest number of visits on smartKPIs.com, the <a href="http://www.smartkpis.com/premium/products/reports/department/top-25-portfolio-management-kpis-of-2010-16.html" target="_blank">“Top 25 Portfolio Management KPIs of 2010”</a> report contains in addition to KPI names, a detailed description of each KPI, as documented in smartKPIsPremium and other relevant content. While dominated by KPIs reflecting Time, cost and quality performance and Staffing/resource allocation other popular KPIs look at aspects related to Planning, Time and Cost predictability and Quality assurance:
<ol>
	<li>% Projects per project manager</li>
	<li># Time spent on new projects development</li>
	<li>% Project managers to staff ratio</li>
	<li># FTEs assigned per project</li>
	<li># Milestones per project plan</li>
</ol>
<em>“The Top 25 Portfolio Management KPIs of 2010 report is a synthesis of what smartKPIs.com is all about: it forms an overview of how Portfolio Management KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team.<strong> </strong>By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization.”</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.

<strong>About smartKPIs.com</strong>
<a href="http://www.smartkpis.com" target="_blank">http://www.smartkpis.com</a> is the leading online platform for performance management Portfolio integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories. smartKPIs.com is operated by eab group, an innovative research driven provider of integrated performance management solutions, based in Melbourne, Australia.

<strong>Media contact </strong>

Jessie Zhang, eab group, Tel: +61 3 9670 2979, Email: <a href="mailto:jessie.zhang@smartKPIs.com">jessie.zhang@smartKPIs.com</a>]]></content:encoded>
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<wp:post_id>8539</wp:post_id>
<wp:post_date>2011-06-21 01:16:34</wp:post_date>
<wp:post_date_gmt>2011-06-20 14:16:34</wp:post_date_gmt>
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<title>Interview with Paul Niven - Balanced Scorecard Forum Dubai 2011</title>
<link>http://www.smartkpis.com/blog/interview-with-paul-niven-balanced-scorecard-forum-dubai-2011/</link>
<pubDate>Wed, 22 Jun 2011 00:50:06 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Interviews]]></category>

		<category domain="category" nicename="interviews"><![CDATA[Interviews]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard Forum Dubai]]></category>

		<category domain="tag" nicename="balanced-scorecard-forum-dubai"><![CDATA[Balanced Scorecard Forum Dubai]]></category>

		<category domain="tag"><![CDATA[BSC Forum Dubai 2011]]></category>

		<category domain="tag" nicename="bsc-forum-dubai-2011"><![CDATA[BSC Forum Dubai 2011]]></category>

		<category domain="tag"><![CDATA[Multimedia]]></category>

		<category domain="tag" nicename="multimedia"><![CDATA[Multimedia]]></category>

		<category domain="tag"><![CDATA[Paul Niven]]></category>

		<category domain="tag" nicename="paul-niven"><![CDATA[Paul Niven]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8471</guid>
<description></description>
<content:encoded><![CDATA[The series of interviews conducted by <a href="http://smartKPIs.com" target="_blank">smartKPIs.com</a>, media partner at the <em>Balanced Scorecard Forum Dubai 2011</em>, continues with <strong>Paul Niven</strong>, a highly respected and recognized author in Balanced Scorecard and Strategy formulation and execution, who also facilitated sessions and workshops within this event<em>. </em>

<em> </em>In a 4 minutes interview, <strong>he addresses</strong> <strong>the main principles </strong>an organization should consider when starting the implementation of the Balanced Scorecard. Paul Niven ends the interview by describing <strong>his vision about the future and evolution of the Balanced Scorecard</strong>, after almost 20 years of the concept's existence.

<iframe src="http://www.youtube.com/embed/Hiv1ENubToc" height="349" width="560" frameborder="0"></iframe>
<p style="text-align: center;"><span style="color: #888888;"> Source: smartKPIs.com YouTube channel (2011)</span></p>
<p style="text-align: left;"><span style="color: #888888;"><em>Note: The smartKPIs.com team thanks Mr. Paul Niven, Founder of SENALOSA and thought leader and author in Strategy Formulation and Execution, for having made possible the realization of this interview.</em></span></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>8471</wp:post_id>
<wp:post_date>2011-06-22 11:50:06</wp:post_date>
<wp:post_date_gmt>2011-06-22 00:50:06</wp:post_date_gmt>
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<title>New smartKPIs.com Report Ranks the Top Sales KPIs of 2010</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-sales-kpis-of-2010/</link>
<pubDate>Thu, 23 Jun 2011 10:41:34 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customized KPI library]]></category>

		<category domain="tag" nicename="customized-kpi-library"><![CDATA[Customized KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Top 25 Sales KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-sales-kpis-of-2010"><![CDATA[Top 25 Sales KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top KPIs]]></category>

		<category domain="tag" nicename="top-kpis"><![CDATA[Top KPIs]]></category>

		<category domain="tag"><![CDATA[Top Sales KPIs]]></category>

		<category domain="tag" nicename="top-sales-kpis"><![CDATA[Top Sales KPIs]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8579</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/premium/products/reports/department/top-25-sales-kpis-of-2010-5.html"><img class="alignright size-full wp-image-8582" title="smartKPIs.com-Top-25-Sales-KPIs-of-2010-report-2011" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-Sales-KPIs-of-2010-report-20111.jpg" alt="Top 25 Sales KPIs of 2010" width="260" height="345" /></a>June 21, 2011, Melbourne, Australia – <em>smartKPIs.com (<a href="http://www.smartkpis.com" target="_blank">www.smartkpis.com</a>), the world’s largest source of thoroughly documented Key Performance Indicator (KPI) examples announces that Sales force effectiveness and Sales pipeline management KPIs dominate the ‘Top 25 Sales KPIs of 2010’ report. The report presents in detail KPIs such as: ‘% Sales growth in stores open at least 12 months’, </em>’<em>% Closing ratio’, and ‘$ Revenue per successful call’, among other KPI examples reviewed by the smartKPIs.com research team. ‘Top KPIs of 2010’ is a collection of research reports discussing the most popular KPIs of 2010 across functional areas and industries. smartKPIs.com is an expert in the field of performance management and measurement, researching the use of KPI based performance management systems in practice around the world.</em>

The “<a href="http://www.smartkpis.com/premium/products/reports/department/top-25-sales-kpis-of-2010-5.html" target="_blank"><em>Top 25 Sales KPIs of 2010</em></a>” report provides insights in the state of Sales performance measurement today by listing and analyzing the most visited KPIs on smartKPIs.com in 2010. It is part of the<em> “</em><a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><em>Top KPIs of 2010</em></a><em>” </em>series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. smartKPIs.com hosts the largest catalogue of thoroughly documented KPI examples available today and representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2010 provided a rich data set, which combined with further analysis from the editorial team, formed the basis of these research reports. With more than 150 KPI examples, Sales is one of the best covered functional areas on smartKPIs.com.<!--more-->

Centered around the Sales KPIs that in 2010 received the highest number of visits on smartKPIs.com, the <a href="http://www.smartkpis.com/premium/products/reports/department/top-25-sales-kpis-of-2010-5.html" target="_blank">“<em>Top 25 Sales KPIs of 2010</em>” </a>report contains in addition to KPI names, a detailed description of each KPI, as documented in <em>smartKPIs Premium</em> and other relevant content. While dominated by KPIs reflecting sales force effectiveness  and sales pipeline management, popular KPIs come from categories such as product performance and retail sales performance:
<ol>
	<li>% Sales growth in stores open at least 12 months</li>
	<li>% All commodity volume (ACV) distribution</li>
	<li>$ Revenue by product</li>
	<li>% Sales quota attainment</li>
	<li>$ Revenue per successful call</li>
</ol>
<em>“The Top 25 Sales KPIs of 2010 report is a synthesis of what smartKPIs.com is all about: it forms an overview of how Sales KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team.<strong> </strong>By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization.”</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.

<strong>About smartKPIs.com</strong>
<a href="http://www.smartkpis.com" target="_blank">http://www.smartkpis.com</a> is the leading online platform for performance management Portfolio integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories. smartKPIs.com is operated by eab group, an innovative research driven provider of integrated performance management solutions, based in Melbourne, Australia.

<strong>Media contact </strong>

Jessie Zhang, eab group, Tel: +61 3 9670 2979, Email: <a href="mailto:jessie.zhang@smartKPIs.com">jessie.zhang@smartKPIs.com</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>8579</wp:post_id>
<wp:post_date>2011-06-23 21:41:34</wp:post_date>
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<title>smartKPIs.com performance management research reports and templates - EOAFY SALE</title>
<link>http://www.smartkpis.com/blog/smartkpis-com-performance-management-research-reports-templates-eoafy-sale/</link>
<pubDate>Fri, 24 Jun 2011 11:22:07 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Call Center Performance System Toolkit]]></category>

		<category domain="tag" nicename="call-center-performance-system-toolkit"><![CDATA[Call Center Performance System Toolkit]]></category>

		<category domain="tag"><![CDATA[Call Center Scorecard]]></category>

		<category domain="tag" nicename="call-center-scorecard"><![CDATA[Call Center Scorecard]]></category>

		<category domain="tag"><![CDATA[Customized KPI library]]></category>

		<category domain="tag" nicename="customized-kpi-library"><![CDATA[Customized KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[HR Dashboard]]></category>

		<category domain="tag" nicename="hr-dashboard"><![CDATA[HR Dashboard]]></category>

		<category domain="tag"><![CDATA[HR Scorecard]]></category>

		<category domain="tag" nicename="hr-scorecard"><![CDATA[HR Scorecard]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[KPIs for Call Center Scorecard]]></category>

		<category domain="tag" nicename="kpis-for-call-center-scorecard"><![CDATA[KPIs for Call Center Scorecard]]></category>

		<category domain="tag"><![CDATA[KPIs for HR Scorecard]]></category>

		<category domain="tag" nicename="kpis-for-hr-scorecard"><![CDATA[KPIs for HR Scorecard]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Top 25 Accounting KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-accounting-kpis-of-2010"><![CDATA[Top 25 Accounting KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top 25 Customer Service KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-customer-service-kpis-of-2010"><![CDATA[Top 25 Customer Service KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top 25 Finance KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-finance-kpis-of-2010"><![CDATA[Top 25 Finance KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top 25 HR KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-hr-kpis-of-2010"><![CDATA[Top 25 HR KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top 25 Information Technology KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-information-technology-kpis-of-2010"><![CDATA[Top 25 Information Technology KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top 25 Knowledge Management KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-knowledge-management-kpis-of-2010"><![CDATA[Top 25 Knowledge Management KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top 25 Sales KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-sales-kpis-of-2010"><![CDATA[Top 25 Sales KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top KPIs]]></category>

		<category domain="tag" nicename="top-kpis"><![CDATA[Top KPIs]]></category>

		<category domain="tag"><![CDATA[Top Sales KPIs]]></category>

		<category domain="tag" nicename="top-sales-kpis"><![CDATA[Top Sales KPIs]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8586</guid>
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<td>Over the last 12 months, smartKPIs.com experienced tremendous growth, in terms of content, services offered, community members and customers.
To celebrate the <em>End of Australian Financial Year (EOAFY)</em>, smartKPIs.com is pleased to announce a limited time sale for its suite of research reports and performance management templates.

<strong>20-50% off, 7 days only!</strong>

Highlights of the smartKPIs.com End of Financial Year Sale include:

<a href="http://www.smartkpis.com/premium/services/smartKPIs-Premium-membership-47.html"><strong>smartKPIs Premium</strong></a> (12 months complete access to over 6500 KPI examples, 1500 of them documented in 30 fields) – <strong>Normally $183 – <span style="color: red;">Now only $138!</span></strong>
<div style="font-weight: bold;">

<a href="http://www.smartkpis.com/premium/products/reports/top-20-kpis-of-2010-11.html">Top 20 KPIs of 2010</a> – Normally $20 – <span style="color: red;">Now only $10!</span>

<a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-local-government-kpis-of-2010-21.html">Top 25 Local Government KPIs of 2010</a> – Normally $25 – <span style="color: red;">Now only $19!</span>

<a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-call-center-kpis-of-2010-30.html">Top 25 Call Center KPIs of 2010</a> – Normally $25 – <span style="color: red;">Now only $19!</span>

<a href="http://www.smartkpis.com/premium/products/reports/department/top-25-information-technology-kpis-of-2010-13.html">Top 25 Information Technology KPIs of 2010</a> – Normally $25 – <span style="color: red;">Now only $19!</span>

<a href="http://www.smartkpis.com/premium/products/templates/department/hr-scorecard-32.html">HR Scorecard</a> (prepopulated Excel template) – Normally $99 – <span style="color: red;">Now only $79!</span>

<a href="http://www.smartkpis.com/premium/products/templates/industry/sales-call-center-dashboard-50.html">Sales Call Center Dashboard</a> (prepopulated Excel template) – Normally $99 – <span style="color: red;">Now only $79!</span>

<a href="http://www.smartkpis.com/premium/products/templates/industry/kpis-for-real-estate-agency-scorecard-39.html">KPIs for Real Estate Agency Scorecard</a> - Normally $25 – <span style="color: red;">Now only $20!</span>

<a href="http://www.smartkpis.com/premium/products/templates/industry/kpis-for-real-estate-property-management-dashboard-57.html">KPIs for Real Estate Property Management Dashboard</a> - Normally $25 – <span style="color: red;">Now only $20!</span>

HR Performance Management System Toolkit (bundle of HR templates) - Normally $249 – <span style="color: red;">Now only $199!</span>

</div>
Many new research reports and templates have been added over the last few weeks and are part of the sale.
For more details, visit <a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html">reports</a>
and <a href="http://www.smartkpis.com/premium/products/templates/browse-pre-populated-performance-management-templates.html">templates</a> pages.

Sale ends on 30 June 2011 and is restricted to the members of the smartKPIs.com community.</td>
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<div style="border: 1px solid lightgrey; padding: 5px;"><strong>Top KPIs of 2010</strong></div>
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<td style="font-size: 12px;"><img style="magin-right: 5px;" src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/cover-1-accounting-photo-8.jpg&amp;w=80" alt="cover-1-accounting-photo-8.jpg" />

<span style="font-size: 13px;">Price: </span>

<span style="text-decoration: line-through;">$25 USD</span>

<span style="color: #008100;">$19 USD</span></td>
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<div style="color: #323232; font-size: 12px; margin: 0;">
<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/reports/department/top-25-accounting-kpis-of-2010-8.html">Top 25 Accounting KPIs of 2010</a></h2>
Just released!   With more than 220 KPI examples, Accounting is one of the main functional areas on smartKPIs.com Accounting has a long tradition in using KPIs, this making Accounting KPIs some...

</div>
<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/reports/department/top-25-accounting-kpis-of-2010-8.html">Read more</a>

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<td style="font-size: 12px;"><img src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/cover-2-customer-service-photo-7.jpg&amp;w=80" alt="cover-2-customer-service-photo-7.jpg" />

<span style="font-size: 13px;">Price: </span>

<span style="text-decoration: line-through;">$25 USD</span>

<span style="color: #008100;">$19 USD</span></td>
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<div style="color: #323232; font-size: 12px; margin: 0;">
<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/reports/department/top-25-customer-service-kpis-of-2010-7.html">Top 25 Customer Service KPIs of 2010</a></h2>
Just released!   Customer Service is for most organizations a key internal capability that requires close monitoring due to its impact on the business overall. smartKPIs.com contains close...

</div>
<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/reports/department/top-25-customer-service-kpis-of-2010-7.html">Read more</a>

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<td style="font-size: 12px;"><img src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/cover-3-finance-photo-6.jpg&amp;w=80" alt="cover-3-finance-photo-6.jpg" />

<span style="font-size: 13px;">Price: </span>

<span style="text-decoration: line-through;">$25 USD</span>

<span style="color: #008100;">$19 USD</span></td>
<td style="padding-left: 10px;">
<div style="color: #323232; font-size: 12px; margin: 0;">
<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/reports/department/top-25-finance-kpis-of-2010-6.html">Top 25 Finance KPIs of 2010</a></h2>
Just released!    smartKPIs.com contains close to 200 Finance KPIs grouped by 5 subcategories: Asset / Portfolio Management, Financial Stability, Forecasts &amp; Valuation, Liquidity and...

</div>
<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/reports/department/top-25-finance-kpis-of-2010-6.html">Read more</a>

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<td style="font-size: 12px;"><img src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/cover-4-hr-photo-12.jpg&amp;w=80" alt="cover-4-hr-photo-12.jpg" />
<span style="font-size: 13px;">Price: </span>

<span style="text-decoration: line-through;">$25 USD</span>

<span style="color: #008100;">$19 USD</span></td>
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<div style="color: #323232; font-size: 12px; margin: 0;">
<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/reports/department/top-25-hr-kpis-of-2010-12.html">Top 25 HR KPIs of 2010</a></h2>
Just released!   With over 350 HR KPI examples, the HR functional area is the third largest based on the number of documented KPIs and one of the most visited. Navigating through such a...

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<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/reports/department/top-25-hr-kpis-of-2010-12.html">Read more</a>

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<td style="font-size: 12px;"><img src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/cover-5-information-technology-photo-13.jpg&amp;w=80" alt="cover-5-information-technology-photo-13.jpg" />
<span style="font-size: 13px;">Price: </span>

<span style="text-decoration: line-through;">$25 USD</span>

<span style="color: #008100;">$19 USD</span></td>
<td style="padding-left: 10px;">
<div style="color: #323232; font-size: 12px; margin: 0;">
<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/reports/department/top-25-information-technology-kpis-of-2010-13.html">Top 25 Information Technology KPIs of 2010</a></h2>
With more than 550 KPI examples, Information Technology (IT) represents a core functional area on smartKPIs.com. While measurement is usually easy, KPI selection is often a challange....

</div>
<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/reports/department/top-25-information-technology-kpis-of-2010-13.html">Read more</a>

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<td style="font-size: 12px;"><img src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/cover-6-knowledge-management-photo-14.jpg&amp;w=80" alt="cover-6-knowledge-management-photo-14.jpg" />
<span style="font-size: 13px;">Price: </span>

<span style="text-decoration: line-through;">$25 USD</span>

<span style="color: #008100;">$19 USD</span></td>
<td style="padding-left: 10px;">
<div style="color: #323232; font-size: 12px; margin: 0;">
<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/reports/department/top-25-knowledge-management-kpis-of-2010-14.html">Top 25 Knowledge Management KPIs of 2010</a></h2>
Just released!   Knowledge Management (KM) represents one of the core internal  capabilities that can enhance organizational learning, knowledge development and generate competitive...

</div>
<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/reports/department/top-25-knowledge-management-kpis-of-2010-14.html">Read more</a>

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<td style="font-size: 12px;"><img src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/cover-7-marketing-photo-15.jpg&amp;w=80" alt="cover-7-marketing-photo-15.jpg" />
<span style="font-size: 13px;">Price: </span>

<span style="text-decoration: line-through;">$25 USD</span>

<span style="color: #008100;">$19 USD</span></td>
<td style="padding-left: 10px;">
<div style="color: #323232; font-size: 12px; margin: 0;">
<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/reports/department/top-25-marketing-kpis-of-2010-15.html">Top 25 Marketing KPIs of 2010</a></h2>
Just released!   Marketing is one of the more challanging functional areas for performance measurement intiatives, due to the variety of factors influencing outcomes. smartKPIs.com provides...

</div>
<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/reports/department/top-25-marketing-kpis-of-2010-15.html">Read more</a>

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<td style="font-size: 12px;"><img src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/cover-8-portfolio-management-photo-16.jpg&amp;w=80" alt="cover-8-portfolio-management-photo-16.jpg" />
<span style="font-size: 13px;">Price: </span>

<span style="text-decoration: line-through;">$25 USD</span>

<span style="color: #008100;">$19 USD</span></td>
<td style="padding-left: 10px;">
<div style="color: #323232; font-size: 12px; margin: 0;">
<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/reports/department/top-25-portfolio-management-kpis-of-2010-16.html">Top 25 Portfolio Management KPIs of 2010</a></h2>
Just released!   Portfolio Management KPIs are essential for monitoring the health of organizational  initiatives. smartKPIs.com provides a wide diversity of rofolio and Project Management...

</div>
<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/reports/department/top-25-portfolio-management-kpis-of-2010-16.html">Read more</a>

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<td style="font-size: 12px;"><img src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/cover-10-project-management-photo-18.jpg&amp;w=80" alt="cover-10-project-management-photo-18.jpg" />
<span style="font-size: 13px;">Price: </span>

<span style="color: #008100;">$25 USD</span></td>
<td style="padding-left: 10px;">
<div style="color: #323232; font-size: 12px; margin: 0;">
<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/reports/department/top-25-project-management-kpis-of-2010-18.html">Top 25 Project Management KPIs of 2010</a></h2>
Launching soon!   The use of KPIs in Project Management is essential, due to the high proportion of projects implemented below expectations. Actively monitoring project health at the initiation...

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<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/reports/department/top-25-project-management-kpis-of-2010-18.html">Read more</a>

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<td style="font-size: 12px;"><img src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/cover-9-procurement-and-logistics-photo-17.jpg&amp;w=80" alt="cover-9-procurement-and-logistics-photo-17.jpg" />
<span style="font-size: 13px;">Price: </span>

<span style="color: #008100;">$25 USD</span></td>
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<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/reports/department/top-25-logistics-and-distribution-kpis-of-2010-17.html">Top 25 Logistics and Distribution KPIs of 2010</a></h2>
Launching soon!   Logistics and Distribution is a sub-category in the Supply Chain, Procurement, Distribution functional area on smartKPIs.com, the second most well represented in terms of...

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<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/reports/department/top-25-logistics-and-distribution-kpis-of-2010-17.html">Read more</a>

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<td style="font-size: 12px;"><img src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/cover-11-r-d-photo-19.jpg&amp;w=80" alt="cover-11-r-d-photo-19.jpg" />
<span style="font-size: 13px;">Price: </span>

<span style="text-decoration: line-through;">$25 USD</span>

<span style="color: #008100;">$19 USD</span></td>
<td style="padding-left: 10px;">
<div style="color: #323232; font-size: 12px; margin: 0;">
<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/reports/department/top-25-r-d-kpis-of-2010-19.html">Top 25 R&amp;D KPIs of 2010</a></h2>
Research &amp; Development (R&amp;D) KPIs are essential for tracking the performance of R&amp;D programs. smartKPIs.com contains over 75 R&amp;D KPI examples, with many other secondary...

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<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/reports/department/top-25-r-d-kpis-of-2010-19.html">Read more</a>

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<td style="font-size: 12px;"><img src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/cover-12-sales-photo-5.jpg&amp;w=80" alt="cover-12-sales-photo-5.jpg" />
<span style="font-size: 13px;">Price: </span>

<span style="text-decoration: line-through;">$25 USD</span>

<span style="color: #008100;">$19 USD</span></td>
<td style="padding-left: 10px;">
<div style="color: #323232; font-size: 12px; margin: 0;">
<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/reports/department/top-25-sales-kpis-of-2010-5.html">Top 25 Sales KPIs of 2010</a></h2>
Just released!   With more than 150 Sales KPI examples, the Sales Functional Area is one of the most representative categories on smartKPIs.com.  Selecting the right Sales KPI examples...

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<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/reports/department/top-25-sales-kpis-of-2010-5.html">Read more</a>

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<div style="border: 1px solid lightgrey; padding: 5px;"><strong>Pre-populated templates for HR</strong></div>
<table style="height: 248px;" cellspacing="1" cellpadding="4" width="580" bgcolor="#effbf5">
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<td style="font-size: 12px;"><img src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/cover-HR-scorecard-photo-32.jpg&amp;w=80" alt="cover-HR-scorecard-photo-32.jpg" />
<span style="font-size: 13px;">Price: </span>

<span style="text-decoration: line-through;">$99 USD</span>

<span style="color: #008100;">$79 USD</span></td>
<td style="padding-left: 10px;">
<div style="color: #323232; font-size: 12px; margin: 0;">
<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/templates/department/hr-scorecard-32.html">HR Scorecard</a></h2>
The HR Scorecard is a ready-to-use tool, pre-populated with KPIs grouped by objectives and Balanced Scorecard perspectives. It illustrates the application of the Balanced Scorecard concept at...

</div>
<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/templates/department/hr-scorecard-32.html">Read more</a>

</div></td>
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</tbody>
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</td>
<td width="50%">
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<td style="font-size: 12px;"><img src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/KPIs-for-HR-Scorecard-photo-33.jpg&amp;w=80" alt="KPIs-for-HR-Scorecard-photo-33.jpg" />
<span style="font-size: 13px;">Price: </span>

<span style="text-decoration: line-through;">$25 USD</span>

<span style="color: #008100;">$20 USD</span></td>
<td style="padding-left: 10px;">
<div style="color: #323232; font-size: 12px; margin: 0;">
<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/templates/department/kpis-for-hr-scorecard-33.html">KPIs for HR Scorecard</a></h2>
KPIs for HR Scorecard contains the complete collection of KPIs that pre-populate the HR Performance Scorecard, in complete smartKPIs.com documentation form, ensuring a proper and facile use of...

</div>
<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/templates/department/kpis-for-hr-scorecard-33.html">Read more</a>

</div></td>
</tr>
</tbody>
</table>
</td>
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<td width="50%">
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<tbody>
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<td style="font-size: 12px;"><img src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/cover-HR-dashboard-photo-4.jpg&amp;w=80" alt="cover-HR-dashboard-photo-4.jpg" />
<span style="font-size: 13px;">Price: </span>

<span style="text-decoration: line-through;">$99 USD</span>

<span style="color: #008100;">$79 USD</span></td>
<td style="padding-left: 10px;">
<div style="color: #323232; font-size: 12px; margin: 0;">
<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/templates/department/hr-dashboard-4.html">HR Dashboard</a></h2>
The  HR Dashboard  is a ready-to-use instrument for managing and measuring the contribution of the Human Resources function to the overall organizational performance. The tool contains a...

</div>
<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/templates/department/hr-dashboard-4.html">Read more</a>

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<td style="font-size: 12px;"><img src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/KPIs-for-HR-Dashboard-photo-60.jpg&amp;w=80" alt="KPIs-for-HR-Dashboard-photo-60.jpg" />
<span style="font-size: 13px;">Price: </span>

<span style="text-decoration: line-through;">$25 USD</span>

<span style="color: #008100;">$20 USD</span></td>
<td style="padding-left: 10px;">
<div style="color: #323232; font-size: 12px; margin: 0;">
<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/templates/department/kpis-for-hr-dashboard-60.html">KPIs for HR Dashboard</a></h2>
KPIs for HR Dashboard   contains the complete collection of KPIs that pre-populate the HR Performance Dashboard, in complete  smartKPIs.com documentation form, ensuring a proper and facile use...

</div>
<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/templates/department/kpis-for-hr-dashboard-60.html">Read more</a>

</div></td>
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</tbody>
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</td>
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<td width="50%">
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<td style="font-size: 12px;"><img src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/cover-HR-toolkit-photo-34.jpg&amp;w=80" alt="cover-HR-toolkit-photo-34.jpg" />
<span style="font-size: 13px;">Price: </span>

<span style="text-decoration: line-through;">$249 USD</span>

<span style="color: #008100;">$199 USD</span></td>
<td style="padding-left: 10px;">
<div style="color: #323232; font-size: 12px; margin: 0;">
<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/templates/department/hr-performance-management-system-toolkit-34.html">HR Performance Management System Toolkit</a></h2>
The  HR Performance Management System Toolkit  is a ready-to-use collection of pre-populated templates for managing performance of the HR department and monitoring its contribution to the overall...

</div>
<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/templates/department/hr-performance-management-system-toolkit-34.html">Read more</a>

</div></td>
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<div style="border: 1px solid lightgrey; padding: 5px;"><strong>Pre-populated templates for Call-Center</strong></div>
<table style="height: 248px;" cellspacing="1" cellpadding="4" width="580" bgcolor="#effbf5">
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<td style="font-size: 12px;"><img src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/coperti-produs-Call-Center-photo-49.jpg&amp;w=80" alt="coperti-produs-Call-Center-photo-49.jpg" />
<span style="font-size: 13px;">Price: </span>

<span style="text-decoration: line-through;">$99 USD</span>

<span style="color: #008100;">$79 USD</span></td>
<td style="padding-left: 10px;">
<div style="color: #323232; font-size: 12px; margin: 0;">
<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/templates/industry/call-center-scorecard-49.html">Call Center Scorecard</a></h2>
The  Call Center  Scorecard is a ready-to-use tool, pre-populated with  KPIs for the real  estate industry, grouped by objectives and Balanced Scorecard  perspectives. It  illustrates the...

</div>
<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/templates/industry/call-center-scorecard-49.html">Read more</a>

</div></td>
</tr>
</tbody>
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</td>
<td width="50%">
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<tbody>
<tr>
<td style="font-size: 12px;"><img src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/coperti-produs-Call-Center4-photo-53.jpg&amp;w=80" alt="coperti-produs-Call-Center4-photo-53.jpg" />
<span style="font-size: 13px;">Price: </span>

<span style="text-decoration: line-through;">$25 USD</span>

<span style="color: #008100;">$20 USD</span></td>
<td style="padding-left: 10px;">
<div style="color: #323232; font-size: 12px; margin: 0;">
<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/templates/industry/kpis-for-call-center-scorecard-53.html">KPIs for Call Center Scorecard</a></h2>
KPIs for Call Center Scorecard   contains the complete collection of KPIs that pre-populate the Call Center  Performance Scorecard, in complete  smartKPIs.com documentation form, ensuring a...

</div>
<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/templates/industry/kpis-for-call-center-scorecard-53.html">Read more</a>

</div></td>
</tr>
</tbody>
</table>
</td>
</tr>
<tr>
<td width="50%">
<table>
<tbody>
<tr>
<td style="font-size: 12px;"><img src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/coperti-produs-Call-Center2-photo-50.jpg&amp;w=80" alt="coperti-produs-Call-Center2-photo-50.jpg" />
<span style="font-size: 13px;">Price: </span>

<span style="text-decoration: line-through;">$99 USD</span>

<span style="color: #008100;">$79 USD</span></td>
<td style="padding-left: 10px;">
<div style="color: #323232; font-size: 12px; margin: 0;">
<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/templates/industry/sales-call-center-dashboard-50.html">Sales Call Center Dashboard</a></h2>
The  Sales Call Center Dashboard  is  a ready-to-use instrument for managing and measuring performance of Outbound Call Centers. The tool contains a repository of the most relevant and  widely...

</div>
<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/templates/industry/sales-call-center-dashboard-50.html">Read more</a>

</div></td>
</tr>
</tbody>
</table>
</td>
<td width="50%">
<table>
<tbody>
<tr>
<td style="font-size: 12px;"><img src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/coperti-produs-Call-Center6-photo-54.jpg&amp;w=80" alt="coperti-produs-Call-Center6-photo-54.jpg" />
<span style="font-size: 13px;">Price: </span>

<span style="text-decoration: line-through;">$25 USD</span>

<span style="color: #008100;">$20 USD</span></td>
<td style="padding-left: 10px;">
<div style="color: #323232; font-size: 12px; margin: 0;">
<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/templates/industry/kpis-for-sales-call-center-dashboard-54.html">KPIs for Sales Call Center Dashboard</a></h2>
KPIs for Sales Call Center Dashboard   contains the complete collection of KPIs that pre-populate the Sales Call  Center  Performance Dashboard, in complete  smartKPIs.com documentation  form,...

</div>
<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/templates/industry/kpis-for-sales-call-center-dashboard-54.html">Read more</a>

</div></td>
</tr>
</tbody>
</table>
</td>
</tr>
<tr>
<td width="50%">
<table>
<tbody>
<tr>
<td style="font-size: 12px;"><img src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/coperti-produs-Call-Center3-photo-51.jpg&amp;w=80" alt="coperti-produs-Call-Center3-photo-51.jpg" />
<span style="font-size: 13px;">Price: </span>

<span style="text-decoration: line-through;">$99 USD</span>

<span style="color: #008100;">$79 USD</span></td>
<td style="padding-left: 10px;">
<div style="color: #323232; font-size: 12px; margin: 0;">
<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/templates/industry/customer-service-call-center-dashboard-51.html">Customer Service Call Center Dashboard</a></h2>
The  Customer Service Call Center Dashboard  is   a ready-to-use instrument for managing and measuring performance of Inbound Call Centers. The tool contains a repository of the most  relevant and...

</div>
<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/templates/industry/customer-service-call-center-dashboard-51.html">Read more</a>

</div></td>
</tr>
</tbody>
</table>
</td>
<td width="50%">
<table>
<tbody>
<tr>
<td style="font-size: 12px;"><img src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/coperti-produs-Call-Center5-photo-55.jpg&amp;w=80" alt="coperti-produs-Call-Center5-photo-55.jpg" />
<span style="font-size: 13px;">Price: </span>

<span style="text-decoration: line-through;">$25 USD</span>

<span style="color: #008100;">$20 USD</span></td>
<td style="padding-left: 10px;">
<div style="color: #323232; font-size: 12px; margin: 0;">
<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/templates/industry/kpis-for-customer-service-call-center-dashboard-55.html">KPIs for Customer Service Call Center Dashboard</a></h2>
KPIs for Customer Service Call Center Dashboard   contains the complete collection of KPIs that pre-populate the Customer Service  Call  Center  Performance Dashboard, in complete  smartKPIs.com...

</div>
<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/templates/industry/kpis-for-customer-service-call-center-dashboard-55.html">Read more</a>

</div></td>
</tr>
</tbody>
</table>
</td>
</tr>
<tr>
<td width="50%">
<table>
<tbody>
<tr>
<td style="font-size: 12px;"><img src="http://www.smartkpis.com/libs/phpThumb/phpThumb.php?src=/photos/products/coperti-produs-Call-Center7-photo-52.jpg&amp;w=80" alt="coperti-produs-Call-Center7-photo-52.jpg" />
<span style="font-size: 13px;">Price: </span>

<span style="text-decoration: line-through;">$325 USD</span>

<span style="color: #008100;">$260 USD</span></td>
<td style="padding-left: 10px;">
<div style="color: #323232; font-size: 12px; margin: 0;">
<h2><a style="color: #323232; font-size: 12px; font-weight: bold; margin: 0;" href="http://www.smartkpis.com/premium/products/templates/industry/call-center-performance-system-toolkit-52.html">Call Center Performance System Toolkit</a></h2>
The  Call Center Performance Management System Toolkit  is a  ready-to-use collection of pre-populated templates for managing  performance of Call Centers. The toolkit provides the...

</div>
<div style="margin-left: 100px;"><a class="more" style="color: #008000; text-decoration: none; background: url(http://www.smartkpis.com/images/greenArrowRight_03.png) no-repeat scroll right 5px transparent; display: block; font-size: 12px; font-weight: bold; margin-right: 2px; width: 70px;" title="Read more" href="http://www.smartkpis.com/premium/products/templates/industry/call-center-performance-system-toolkit-52.html">Read more</a>

</div></td>
</tr>
</tbody>
</table>
</td>
<td width="50%"></td>
</tr>
</tbody>
</table>
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<wp:post_id>8586</wp:post_id>
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<item>
<title>smartKPIs.com - a year in review</title>
<link>http://www.smartkpis.com/blog/smartkpis-com-a-year-in-review/</link>
<pubDate>Sat, 25 Jun 2011 10:20:27 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

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		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8674</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 37/2011</span></h2>
<span style="color: #008000;"> </span><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg"><img class="alignright size-full wp-image-4503" title="Aurel Brudan - Performance Architect - smartkpis.com - 2010" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg" alt="" width="160" height="238" /></a>

The end of June marks in Australia the end of the financial year, a time to evaluate the past 12 months and reconfirm the plans for the next 12 months. In terms of growth, smartKPIs.com figures speak for themselves:
<ul>
	<li>6500 KPI examples documented;</li>
	<li>1034 <em>KPIs in Practice</em> reports analyzed and cataloged;</li>
	<li>410 Blog posts written;</li>
	<li>40 Example of organizational objectives listed;</li>
	<li>36 <em>iKPI</em> profiles developed;</li>
	<li>21 <em>Performance Panorama</em> interviews published.</li>
</ul>
Enabling these results are thousands of hours our research team spent on researching and analysing tens of thousands of performance management resources. The insights gained as part of this work were captured in a series of premium products launched over the last few months:
<ul>
	<li><a href="http://www.smartkpis.com/premium/services/smartKPIs-Premium-membership-47.html" target="_blank"><em>smartKPIs Premium</em></a>, containing 1500 KPI examples documented in over 30 fields;</li>
	<li>The <a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><em>Top KPIs of 2010</em></a> series of research reports, with 17 launched so far outlining over 400 KPI examples, proved to be the most popular with members of the smartKPIs.com community in 2010;</li>
	<li>smartKPIs.com <a href="http://www.smartkpis.com/premium/products/templates/browse-pre-populated-performance-management-templates.html" target="_blank"><em>pre-populated templates</em></a>, containing 24 products supporting the deployment of KPIs in organizations through scorecards, dashboard and entire performance management systems.</li>
</ul>
Over the year, members of the smartKPIs.com team travelled for research, conferences or workshop facilitation in Australia, England, Lebanon, Malaysia, Qatar, Romania, Scotland, UAE and Vietnam, reconfirming the commitment to learn from practice, integrate academic rigour/insights and deliver practical solutions.

<!--more-->Attending and presenting at conferences was an excellent opportunity to test new ideas and keep up to date with developments in both performance management academic research and the use of performance management systems in practice. The tens of workshops delivered in multicultural environments, enabled the team to transfer knowledge and learn at the same time about the challenges organizations are faced with in the area of performance management.

In terms of plans for the next 12 months, they are summarised by three words: quality, integration and learning. Continue to learn and facilitate learning in the area of performance management, develop quality content and design solutions for easy integration in organizations. For members of the smartKPIs.com community, this will translate in more free content as well as affordable tools, training and advice to support their performance management efforts and much more.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan
<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>

<strong> </strong>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 741px; width: 1px; height: 1px; overflow: hidden;">
<p class="MsoNormal"><span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;amp;">Walker, Rob 1992, “</span>Rank Xerox – Management Revolution”, <span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;amp;">Long Range Planning, Vol. 25, No. 1, pp. 9 to 21</span></p>

</div>]]></content:encoded>
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<wp:post_id>8674</wp:post_id>
<wp:post_date>2011-06-25 21:20:27</wp:post_date>
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<title>New smartKPIs.com Report Ranks the Top Project Management KPIs of 2010</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-project-management-kpis-of-2010/</link>
<pubDate>Mon, 27 Jun 2011 11:56:20 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customized KPI library]]></category>

		<category domain="tag" nicename="customized-kpi-library"><![CDATA[Customized KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[smartKPIs]]></category>

		<category domain="tag" nicename="smartkpis"><![CDATA[smartKPIs]]></category>

		<category domain="tag"><![CDATA[Top 25 Project Management KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-project-management-kpis-of-2010"><![CDATA[Top 25 Project Management KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top KPIs]]></category>

		<category domain="tag" nicename="top-kpis"><![CDATA[Top KPIs]]></category>

		<category domain="tag"><![CDATA[Top Project Management KPIs]]></category>

		<category domain="tag" nicename="top-project-management-kpis"><![CDATA[Top Project Management KPIs]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8600</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/premium/products/reports/department/top-25-project-management-kpis-of-2010-18.html"><img class="alignright size-full wp-image-8601" title="smartKPIs.com-Top-25-Project-Management-KPIs-of-2010-report-2011" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-Project-Management-KPIs-of-2010-report-2011.jpg" alt="Top Project Management KPIs of 2010" width="260" height="345" /></a>June 27, 2011, Melbourne, Australia – <em><a href="http://www.smartkpis.com">smartKPIs.com</a>, the world’s largest source of thoroughly documented Key Performance Indicator (KPI) examples announces that Project schedule performance and Project cost performance dominate the “Top 25 Project Management KPIs of 2010”. The report presents in detail KPIs such as: “# Earned man-hours”, “% Project resource utilization” and “% Project budget variance at project end”, among other KPI examples reviewed by the smartKPIs.com research team. “Top KPIs of 2010″ is a collection of research reports discussing the most popular KPIs of 2010 across functional areas and industries. smartKPIs.com is an expert in the field of performance management and measurement, researching the use of KPI based performance management systems in practice around the world.</em>

The “<a href="http://www.smartkpis.com/premium/products/reports/department/top-25-project-management-kpis-of-2010-18.html" target="_blank"><em>Top 25 Project Management KPIs of 2010</em></a>” report provides insights in the state of Project Management performance measurement today by listing and analyzing the most visited KPIs on smartKPIs.com in 2010. It is part of the<em> “</em><a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><em>Top KPIs of 2010</em></a><em>” </em>series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. smartKPIs.com hosts the largest catalogue of thoroughly documented KPI examples available today and representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2010 provided a rich data set, which combined with further analysis from the editorial team, formed the basis of these research reports.<!--more-->

Project Management has a long tradition in using KPIs, this making <span style="text-decoration: underline;"><a href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank">Project Management KPIs</a></span> some of the most used in business today. A KPI is a selected indicator considered key for monitoring the performance of a strategic objective, outcome, or key result area important to the success of an activity and growth of the organization overall.

Centered around the Project Management KPIs that in 2010 received the highest number of visits on smartKPIs.com, the “<em>Top 25 Project Management KPIs of 2010</em>” report contains in addition to KPI names, a detailed description of each KPI, as documented in <em>smartKPIs Premium</em> and other relevant content. While dominated by KPIs reflecting Project schedule and Cost performance, other popular KPIs come from categories such as Project delivery, Project reporting and Resource utilization:
<ol>
	<li># Earned man-hours</li>
	<li>% Project resource utilization</li>
	<li>% Project budget variance at project end</li>
	<li>% Overdue project tasks</li>
	<li>% Project schedule variance</li>
</ol>
<em>“The Top 25 Project Management KPIs of 2010 report is a synthesis of what smartKPIs.com is all about: it forms an overview of how Project Management KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team.<strong> </strong>By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization.”</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.

<strong>About smartKPIs.com</strong>
<a href="http://www.smartkpis.com" target="_blank">http://www.smartkpis.com</a> is the leading online platform for performance management knowledge integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories. smartKPIs.com is operated by eab group, an innovative research driven provider of integrated performance management solutions, based in Melbourne, Australia.

<strong>Media contact </strong>

Jessie Zhang, eab group, Tel: +61 3 9670 2979, Email: <a href="mailto:jessie.zhang@smartKPIs.com">jessie.zhang@smartKPIs.com</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>8600</wp:post_id>
<wp:post_date>2011-06-27 22:56:20</wp:post_date>
<wp:post_date_gmt>2011-06-27 11:56:20</wp:post_date_gmt>
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<title>The 3rd Edition Summer School in Managing Dynamic Complexity in the Public Sector - a System Dynamics-based Balanced Scorecard Approach</title>
<link>http://www.smartkpis.com/blog/the-3rd-edition-summer-school-in-managing-dynamic-complexity-in-the-public-sector-a-system-dynamics-based-balanced-scorecard-approach/</link>
<pubDate>Tue, 28 Jun 2011 00:06:01 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[BSC Conference]]></category>

		<category domain="tag" nicename="bsc-conference"><![CDATA[BSC Conference]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8606</guid>
<description></description>
<content:encoded><![CDATA[<img class="aligncenter" title="University of Palermo" alt="University of Palermo" src="http://www.ced4.it/userimage/892.gif" width="484" height="145" />

The 3rd Summer School on <a title="Managing Dynamic Complexity in the Public Sector: a System Dynamics-based Balanced Scorecard Approach" href="http://www.ced4.it/pages/struttura/main.php?id_categoria=9&amp;id_servizio=146&amp;id_dettaglio=282&amp;language=IT&amp;PHPSESSID=3e3b9f86b43c6eaf36e97d0735e136b4#dettaglio" target="_blank"><em>Managing Dynamic Complexity in the Public Sector: a System Dynamics-based Balanced Scorecard Approach</em></a><strong><em> </em></strong>is an elective course offered by the University of Palermo (Italy) with the support of University of North Carolina (USA). It also is part of the curriculum of the International Ph.D. program in "Model Based Public Planning, Policy Design and Management" which is jointly run with the Universities of Bergen (Norway) and Nijmegen (The Netherlands).

<!--more-->The event will be held in Mondello (Palermo), at Addaura Hotel, between 17th-22th of July, 2011.

The Summer School is explicitly oriented to Ph.D. students and researchers in the Public Administration, Public Policy and Management fields. Attending the Summer School also can be useful for practitioners in various public sector fields and consultants.

The Summer School follows the successful experience of the Summer Schools held in 2009 and 2010. In both years the events hosted 21 participants coming from different countries around the world.

In 2009 the Summer School was held in Ustica (a flourishing island located 60 kms North of Palermo), with students attending from different parts of the world (Brazil, Egypt, Holland, Mozambique, Norway, Poland, Venezuela, and Italy) on the topic of „Model Based Public Planning, Policy Design, and Management: a System Dynamics approach”.

In 2010 the Summer School was held in a 4-star hotel located in Mondello (Palermo). The School covered the topic of public sector performance, framing this subject around the viewpoints of different public sector industries. Examples and peculiarities of System Dynamics applications to specific industries of Health Care, Public Utilities, Energy, Housing, Public Works, and Social Services were provided. Participants were involved in working with teams to apply System Dynamics modelling to their own research fields.

To build on last year’s experience, this year the Summer School will focus on the topic of <strong>Dynamic Balanced Scorecards (DBSCs)</strong>.

For more information about the professors, agenda, fees and registration, please visit: <a href="http://www.ced4.it/pages/struttura/main.php?id_categoria=9&amp;id_servizio=146&amp;id_dettaglio=282&amp;language=IT&amp;PHPSESSID=3e3b9f86b43c6eaf36e97d0735e136b4#dettaglio">http://www.ced4.it/pages/struttura/main.php?id_categoria=9&amp;id_servizio=146&amp;id_dettaglio=282&amp;language=IT&amp;PHPSESSID=3e3b9f86b43c6eaf36e97d0735e136b4#dettaglio</a>.]]></content:encoded>
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<wp:post_id>8606</wp:post_id>
<wp:post_date>2011-06-28 11:06:01</wp:post_date>
<wp:post_date_gmt>2011-06-28 00:06:01</wp:post_date_gmt>
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<title>New smartKPIs.com Report Ranks the Top Logistics and Distribution KPIs of 2010</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-logistics-and-distribution-kpis-of-2010/</link>
<pubDate>Wed, 29 Jun 2011 09:21:23 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customized KPI library]]></category>

		<category domain="tag" nicename="customized-kpi-library"><![CDATA[Customized KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Top 25 Logistics and Distribution KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-logistics-and-distribution-kpis-of-2010"><![CDATA[Top 25 Logistics and Distribution KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top KPIs]]></category>

		<category domain="tag" nicename="top-kpis"><![CDATA[Top KPIs]]></category>

		<category domain="tag"><![CDATA[Top Logistics and Distribution KPIs]]></category>

		<category domain="tag" nicename="top-logistics-and-distribution-kpis"><![CDATA[Top Logistics and Distribution KPIs]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8615</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/premium/products/reports/department/top-25-logistics-and-distribution-kpis-of-2010-17.html"><img class="alignright size-full wp-image-8616" title="smartKPIs.com-Top-25-Logistics-and-Distribution -KPIs-of-2010-report-2011" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-Logistics-and-Distribution-KPIs-of-2010-report-2011.jpg" alt="Top 25 Logistics and Distribution KPIs of 2010" width="260" height="345" /></a>June 29, 2011, Melbourne, Australia – <em><a href="http://www.smartkpis.com">smartKPIs.com</a>, the world’s largest source of thoroughly documented Key Performance Indicator (KPI) examples announces that Cost performance and Material handling KPIs dominate the “Top 25 Logistics and Distribution KPIs of 2010” report. The report presents in detail KPIs such as: “% On-time delivery”, “# Warehouse storage space”, and “$ Fuel cost”, among other KPI examples reviewed by the smartKPIs.com research team. “Top KPIs of 2010″ is a collection of research reports discussing the most popular KPIs of 2010 across functional areas and industries. smartKPIs.com is an expert in the field of performance management and measurement, researching the use of KPI based performance management systems in practice around the world.</em>

The “<a href="http://www.smartkpis.com/premium/products/reports/department/top-25-logistics-and-distribution-kpis-of-2010-17.html" target="_blank"><em>Top 25 Logistics and Distribution KPIs of 2010</em></a>” report provides insights in the state of Logistics and Distribution performance measurement today by listing and analyzing the most visited KPIs on smartKPIs.com in 2010. It is part of the<em> “</em><a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><em>Top KPIs of 2010</em></a><em>” </em>series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. smartKPIs.com hosts the largest catalogue of thoroughly documented KPI examples available today and representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2010 provided a rich data set, which combined with further analysis from the editorial team, formed the basis of these research reports.<!--more-->

As more organizations realize that having competitive logistics operations is an important element of differentiation and creating sustainable competitive advantage, using KPIs for tracking and improving performance in <a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/logistics-distribution/">Logistics and Distribution</a> practices is continues to grow in popularity. A <a href="http://www.smartkpis.com/key-performance-indicator-KPI">KPI</a> is a selected indicator considered key for monitoring the performance of a strategic objective, outcome, or key result area important to the success of an activity and growth of the organization overall.

Centered around the Logistics and Distribution KPIs that in 2010 received the highest number of visits on smartKPIs.com, the “Top 25 Logistics and Distribution KPIs of 2010” report contains in addition to KPI names, a detailed description of each KPI, as documented in <em>smartKPIs Premium</em> and other relevant content. While dominated by KPIs reflecting Cost performance and Material handling, other popular KPIs come from categories such as Transportation, Time performance, Delivery quality and Warehousing:
<ol>
	<li>% On-time delivery</li>
	<li># Warehouse storage space</li>
	<li>$ Fuel cost</li>
	<li># Transit time</li>
	<li>% Perfect order delivery rate</li>
</ol>
<em>“The Top 25 Logistics and Distribution KPIs of 2010 report is a synthesis of what smartKPIs.com is all about: it forms an overview of how Logistics and Distribution KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team.<strong> </strong>By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization.”</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.

<strong>About smartKPIs.com</strong>
<a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">http://www.smartkpis.com</a> is the leading online platform for performance management Portfolio integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories. smartKPIs.com is operated by eab group, an innovative research driven provider of integrated performance management solutions, based in Melbourne, Australia.

<strong>Media contact </strong>

Jessie Zhang, eab group, Tel: +61 3 9670 2979, Email: <a href="mailto:jessie.zhang@smartKPIs.com">jessie.zhang@smartKPIs.com</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>8615</wp:post_id>
<wp:post_date>2011-06-29 20:21:23</wp:post_date>
<wp:post_date_gmt>2011-06-29 09:21:23</wp:post_date_gmt>
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<wp:post_name>new-smartkpis-com-report-ranks-the-top-logistics-and-distribution-kpis-of-2010</wp:post_name>
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<title>Performance against KPIs - University of Technology Sydney - Case Study</title>
<link>http://www.smartkpis.com/blog/performance-against-kpis-university-of-technology-sydney-case-study/</link>
<pubDate>Thu, 30 Jun 2011 14:05:11 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[University of Technology Sydney]]></category>

		<category domain="tag" nicename="university-of-technology-sydney"><![CDATA[University of Technology Sydney]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8635</guid>
<description></description>
<content:encoded><![CDATA[The University of Technology Sydney (UTS) implemented the Key Performance Indicator (KPI) Framework, in order to support management decision making process, by providing informative insights for the Council, the Executive and senior management.

The framework incorporates 22 university-wide KPIs over five interdependent performance domains:
<ul>
	<li>Reputation;</li>
	<li>Learning and teaching;</li>
	<li>Research performance and standing;</li>
	<li>University environment and engagement;</li>
	<li>Organisational sustainability and capability (University of Technology Sydney, 2009).</li>
</ul>
These five domains map the strategic plan:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Performance-domains.jpg"><img class="aligncenter size-full wp-image-8637" title="Performance domains" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Performance-domains.jpg" width="611" height="459" /></a><span style="color: #888888;">Source: The University of Technology Sydney (2009)<!--more-->
</span></p>
The performance is evaluated against these KPIs twice a year, being benchmarked internally against past trends and annual targets, or externally against the Australian Technology Network.

The University of Technology Sydney (UTS) is an example of an organization using KPIs and performance measures in practice for establishing a KPI framework. To view more performance reports, visit <a href="http://www.smartkpis.com/kpi_examples_in_practice/dashboard/" target="_blank">KPIs in practice</a> section from <a href="http://www.smartkpis.com/" target="_blank">smartKPIs.com</a>, containing a free online catalogue of reports that illustrate the use of performance measures in practice by organizations from around the world (smartKPIs.com, 2011).

<strong>References</strong>

The University of Technology Sydney (2009), Key Performance Indicators,  available at: <a href="http://www.pqu.uts.edu.au/tracking-performance/key-performance-indicators.html" target="_blank">http://www.pqu.uts.edu.au/tracking-performance/key-performance-indicators.html</a> (accessed 30 June 2011)

smartKPIs.com (2011), <em>KPIs in practice - University of Technology Sydney, </em>available at: <a style="font-style: italic;" href="http://www.smartkpis.com/kpi_examples_in_practice/university-of-technology-sydney-performance-report-any-industry-1267.html">http://www.smartkpis.com/kpi_examples_in_practice/university-of-technology-sydney-performance-report-any-industry-1267.html</a> (accessed 1 July 2011)]]></content:encoded>
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<wp:post_id>8635</wp:post_id>
<wp:post_date>2011-07-01 01:05:11</wp:post_date>
<wp:post_date_gmt>2011-06-30 14:05:11</wp:post_date_gmt>
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<title>6 Performance Management trends in 2011</title>
<link>http://www.smartkpis.com/blog/6-performance-management-trends-in-2011/</link>
<pubDate>Sat, 02 Jul 2011 10:21:38 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Edward Tufte]]></category>

		<category domain="tag" nicename="edward-tufte"><![CDATA[Edward Tufte]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag"><![CDATA[Risk Management]]></category>

		<category domain="tag" nicename="risk-management"><![CDATA[Risk Management]]></category>

		<category domain="tag"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag" nicename="robert-kaplan"><![CDATA[Robert Kaplan]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8681</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 38/2011</span></h2>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg"><img class="alignright size-full wp-image-4503" title="Aurel Brudan - Performance Architect - smartkpis.com - 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg" width="160" height="238" /></a>

As we are half way through 2011, it is an excellent time to take stock of the trends shaping up in the performance management space this year.

<strong>The link between organizational performance management and risk management.</strong> The topic of linking enterprise performance management systems such as the Balanced Scorecard to risk management has been discussed for some time now. The buzz around the topic accelerated this year with the topic being prominently on the agenda of the Balanced Scorecard Forum in Dubai, where a number of speakers including Dr. Robert Kaplan and Paul Niven addressed it. The question for many is who will be the first author to write a book dedicated to this link. Dr. Kaplan seems to be in pole position, with several of his recent presentations addressing the topic and a declared research focus on <a href="http://www.orie.cornell.edu/news/news/profile3.cfm?customel_dataPageID_3742=194684" target="_blank">measuring and managing organization risk</a>. The Australian flavoured <a href="http://www.iso.org/iso/iso_catalogue/management_and_leadership_standards/risk_management.htm" target="_blank">ISO 31000 risk management standard</a> has been around for almost 18 months now and can certainly use some help from the Harvard Business Publishing marketing machine in popularizing the topic and raising the profile.

<strong>
</strong>

<strong>Data visualization. </strong>Some of the benefits of visualization are that it helps in generating insights from unstructured data, while supporting communicating these insights to a wider audience. Proof of the ever increasing role of data visualization in communicating performance outcome is the co-optation of Edward Tufte, a leading visualization expert in the Recovery Independent Advisory Panel of the Obama Administration. His insights were essential in the design of <a href="http://www.recovery.gov" target="_blank">www.recovery.gov</a> and a recent <a href="http://www.washingtonmonthly.com/magazine/mayjune_2011/features/the_information_sage029137.php?page=all" target="_blank">article about Tufte </a>introduces him as “<em>the graphics guru to the power elite who is revolutionizing how we see data</em>”. Today data visualization is used across industries and popularised by an ever-increasing number of infographics on topics that range from digital media to economics and social aspects.

<!--more-->

<strong>Performance management in government and mandated by government. </strong>A number of countries have already enacted legislation that establishes the right and/or obligation for employers to establish criteria of evaluating the performance of employees, others are in the process of doing so (a recent example is <a href="http://www.bracc.ro/en/news/labour-law-news" target="_blank">Romanian labor law</a>). In addition, countries such as <a href="http://www.bernama.com/bernama/v5/newsindex.php?id=596742" target="_blank">Malaysia use KPIs</a> to evaluate the performance of public service organizations and even MPs, a model that continues to gain ground. In the USA, a new bill was signed by President Obama in January 2011, representing the first major <a href="http://www.nextgov.com/nextgov/ng_20110418_6502.php" target="_blank">revision of the 1993 Government Performance and Results Act</a>, outlining major changes to public sector performance management.

<strong><!--more--></strong>

<strong>
</strong>

<strong>Transparency of performance reporting.</strong> We have gone a long way from performance results being in the exclusive domain of decision makers. Technology and changes in human dynamics facilitated both the will and means for disseminating performance data to wider audiences. Intel now making the <a href="http://www.intel.com/itcenter/tool/itapr/demo.htm#home" target="_blank">performance report of its IT division</a> available online. Federal IT spending in the USA is publicly available at <a href="http://www.ITDashboard.gov" target="_self">www.ITDashboard.gov</a> and in Australia, the performance profiles of over profiles of almost 10,000 Australian schools are available to the wider public on<a href="http://www.myschool.edu.au" target="_blank"> www.myschool.edu.au</a>. The trend of performance transparency is likely to continue, in our information driven society.

<strong>Social media metrics and web analytics as ambassadors of performance management. </strong>The ubiquity of social media and the availability of data make it easy to ponder on figures and their meaning, introducing vast numbers of Internet users to concepts related to performance management. Questions such as ‘<a href="http://www.ragan.com/Main/Articles/Surveys_say_companies_struggle_to_measure_social_m_43137.aspx" target="_self"><em>How do you measure social media Return over Investment</em></a>?’ are asked more frequently and illustrate the increasing sophistication of measurement in this area. At the same time, <a href="http://analytics.blogspot.com/search?updated-max=2011-06-02T10%3A25%3A00-07%3A00&amp;max-results=7" target="_blank">Google Analytics</a> is perhaps the most used free performance management reporting tool available today and an excellent resource to illustrate what performance management is about. It provides the data, reporting functionality, KPI selection/configuration, training and communication tools in an integrated seamless experience.

<strong>Happiness and performance. </strong>The link between performance and happiness is an area of increasing interest for both researchers and the general public. The change of perspective from managing performance as driven by the corporate agenda to managing performance for living a more balanced and fulfilled life (both corporate and personal) has the potential to transform attitudes and approaches to performance management. Several speakers at a recent conference in Australia dedicated to the topic of <em><a href="http://www.happinessanditscauses.com.au/" target="_blank">Happiness and it causes</a></em> discussed the role of doing and achieving in the context of happiness. Measuring happiness is not easy, but research is underway <a href="https://www.trackyourhappiness.org" target="_blank">measuring how happiness </a>varies based on location, activities, people and time among other factors.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan
<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>

&nbsp;
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 741px; width: 1px; height: 1px; overflow: hidden;">
<p class="MsoNormal"><span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Walker, Rob 1992, “</span>Rank Xerox – Management Revolution”, <span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Long Range Planning, Vol. 25, No. 1, pp. 9 to 21</span></p>

</div>]]></content:encoded>
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<wp:post_id>8681</wp:post_id>
<wp:post_date>2011-07-02 21:21:38</wp:post_date>
<wp:post_date_gmt>2011-07-02 10:21:38</wp:post_date_gmt>
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<title>Performance measurement plan example - MetroGIS</title>
<link>http://www.smartkpis.com/blog/performance-measurement-plan-example-metrogis/</link>
<pubDate>Mon, 04 Jul 2011 16:23:50 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Information Technology]]></category>

		<category domain="tag" nicename="information-technology"><![CDATA[Information Technology]]></category>

		<category domain="tag"><![CDATA[MetroGIS]]></category>

		<category domain="tag" nicename="metrogis"><![CDATA[MetroGIS]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Stakeholders]]></category>

		<category domain="tag" nicename="stakeholders"><![CDATA[Stakeholders]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8695</guid>
<description></description>
<content:encoded><![CDATA[MetroGIS represents a regional geographic information system initiative serving Minnesota metropolitan area, with a strong orientation towards performance measurement and a transparent and accountable approach regarding its stakeholders.

The performance measurement plan updated in September 2009 starts with stating the MetroGIS Purpose / Mission: "<em>The mission of MetroGIS is expanded stakeholders’ capacity to address shared geographic information technology needs, through a collaboration of organizations that serve the Twin Cities Metropolitan Area" </em>(MetroGIS, 2009)<em>. </em>

Further on, the MetroGIS performance measurement plan presents a set of performance measures grouped by stakeholders:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/MetroGIS.jpg"><img class="aligncenter size-full wp-image-8707" title="MetroGIS" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/MetroGIS.jpg" width="727" height="489" /></a><span style="color: #888888;">Source: MetroGIS (2009)</span></p>
<p style="text-align: left;"><!--more-->MetroGIS represents an example of how KPIs and performance measures can be applied in practice, establishing a performance measurement framework. For more details, visit MetroGIS <a href="http://www.metrogis.org/about/annual_reports/previous.shtml" target="_blank">annual reports</a>, <a href="http://www.metrogis.org/about/deliver/PreviousYearsIndex.shtml" target="_blank">deliverables and outcomes</a>.</p>
<p style="text-align: left;"><strong>Reference</strong></p>
<p style="text-align: left;">MetroGIS (2009), <em>MetroGIS Performance Measurement Plan Update, </em>available at: <a href="http://" target="_blank">http://www.metrogis.org/benefits/perf_measure/2009_perfmeas_rept.pdf</a> (accessed 5 July 2011)</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>8695</wp:post_id>
<wp:post_date>2011-07-05 03:23:50</wp:post_date>
<wp:post_date_gmt>2011-07-04 16:23:50</wp:post_date_gmt>
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<title>% Threatened species</title>
<link>http://www.smartkpis.com/blog/threatened-species/</link>
<pubDate>Tue, 05 Jul 2011 16:50:09 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Environment]]></category>

		<category domain="tag" nicename="environement"><![CDATA[Environment]]></category>

		<category domain="tag"><![CDATA[International Union for Conservation of Nature]]></category>

		<category domain="tag" nicename="international-union-for-conservation-of-nature"><![CDATA[International Union for Conservation of Nature]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8746</guid>
<description></description>
<content:encoded><![CDATA[The International Union for Conservation of Nature (IUCN) has recently released the latest "<em><a href="http://www.iucnredlist.org" target="_blank">Red List of Threatened Species</a></em>". An overview of the report is captured in by the Economist in the graph below:

<a href="http://media.economist.com/sites/default/files/imagecache/original-size/20110625_WOC052.gif"><img class="alignnone" alt="" src="http://media.economist.com/sites/default/files/imagecache/original-size/20110625_WOC052.gif" width="595" height="332" /></a>

<span style="color: #888888;">Source: The Economist Daily Chart, 16th June 2011</span>

More details at: <a href="http://www.iucnredlist.org" target="_blank">http://www.iucnredlist.org</a>]]></content:encoded>
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<wp:post_id>8746</wp:post_id>
<wp:post_date>2011-07-06 03:50:09</wp:post_date>
<wp:post_date_gmt>2011-07-05 16:50:09</wp:post_date_gmt>
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<title>Implementing the Balanced Scorecard in Dubai Executive Council - Interview from the BSC Forum Dubai 2011</title>
<link>http://www.smartkpis.com/blog/implementing-the-balanced-scorecard-in-dubai-executive-council-interview-from-the-bsc-forum-dubai-2011/</link>
<pubDate>Wed, 06 Jul 2011 16:01:47 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Interviews]]></category>

		<category domain="category" nicename="interviews"><![CDATA[Interviews]]></category>

		<category domain="tag"><![CDATA[Aisha Abdulla Miran]]></category>

		<category domain="tag" nicename="aisha-abdulla-miran"><![CDATA[Aisha Abdulla Miran]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[BSC Forum Dubai 2011]]></category>

		<category domain="tag" nicename="bsc-forum-dubai-2011"><![CDATA[BSC Forum Dubai 2011]]></category>

		<category domain="tag"><![CDATA[Dubai Executive Council]]></category>

		<category domain="tag" nicename="dubai-executive-council"><![CDATA[Dubai Executive Council]]></category>

		<category domain="tag"><![CDATA[Multimedia]]></category>

		<category domain="tag" nicename="multimedia"><![CDATA[Multimedia]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8751</guid>
<description></description>
<content:encoded><![CDATA[Continuing the series of interviews conducted at the <em>Balanced Scorecard Forum Dubai 2011</em>, today's blog post features<strong> Mrs. Aisha Abdulla Miran</strong>, Director Performance Management Division, The Executive Council from Dubai, UAE.

Some of the aspects discussed by Mrs. Miran refer to:
<ul>
	<li> The performance management journey in the Dubai Executive Council;</li>
	<li>Some of the challenges and pitfalls in the Balanced Scorecard implementation;</li>
	<li> What will be the next steps.</li>
</ul>
We invite you to watch this video and find out the answers to these questions and more on performance management and the Balanced Scorecard:

<iframe width="560" height="349" src="http://www.youtube.com/embed/y4-PRRkDHtc" frameborder="0"></iframe>

<em><em>Note: smartKPIs.com thanks Mrs. Aisha Abdulla Miran, </em>Director Performance Management Division, Dubai Executive Council<em>, for having made possible the  realization of this interview. </em></em>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>8751</wp:post_id>
<wp:post_date>2011-07-07 03:01:47</wp:post_date>
<wp:post_date_gmt>2011-07-06 16:01:47</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<wp:post_name>implementing-the-balanced-scorecard-in-dubai-executive-council-interview-from-the-bsc-forum-dubai-2011</wp:post_name>
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<title>The 2011 Global Peace Index</title>
<link>http://www.smartkpis.com/blog/the-2011-global-peace-index/</link>
<pubDate>Thu, 07 Jul 2011 15:12:32 +0000</pubDate>
<dc:creator><![CDATA[anita]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Global Peace Index]]></category>

		<category domain="tag" nicename="global-peace-index-2011"><![CDATA[Global Peace Index]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Research]]></category>

		<category domain="tag" nicename="research"><![CDATA[Research]]></category>

		<category domain="tag"><![CDATA[The Institute for Economics and Peace]]></category>

		<category domain="tag" nicename="the-institute-for-economics-and-peace"><![CDATA[The Institute for Economics and Peace]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8764</guid>
<description></description>
<content:encoded><![CDATA[Recently, <a href="http://www.economicsandpeace.org/" target="_blank">the Institute for Economics and Peace</a> published the latest report on <strong>the Global Peace Index (GPI)</strong>. The GPI is a measure of global peacefulness which reflects the influence from domestic and international conflict, safety and security issues in society.

The 2011 GPI reports the peacefulness in 153 countries and is made up of 23 peace indicators. Each country is rated on a scale of 1 to 5 for each indicator, where 1 indicates most peaceful. Examples of peace indicators are:
<ul>
	<li>Level of organized conflict;</li>
	<li>Armed services personnel;</li>
	<li>Weapons imports;</li>
	<li>Jailed population.</li>
</ul>
According to the results of GPI 2011, the top five peaceful countries are Iceland, New Zealand, Japan, Denmark and Czech Republic. By contrast, Somalia is the most unpeaceful country followed by Iraq, Sudan, Afghanistan and Korea, Democratic People’s Republic of Korea. Full list of country rankings and score details are available to public through the interactive map.

[caption id="attachment_8766" align="aligncenter" width="567"]<a href="http://www.visionofhumanity.org/gpi-data/#/2011/scor"><img class="size-full wp-image-8766" title="GPI" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/GPI.png" width="567" height="430" /></a> Source: Global Peace Index, 2011[/caption]

The key finds of the GPI 2011 Report address that the world is less peaceful for the third straight year due to an increase threat of terrorist attacks and likelihood of violent demonstrations.

<strong>Reference</strong>

Institute For Economics &amp; Peace, 2011, Global Peace Index 2011, available at: <a href="http://www.visionofhumanity.org/gpi-data/#/2011/scor " target="_blank">http://www.visionofhumanity.org/gpi-data/#/2011/scor </a>(accessed 8 July 2011)]]></content:encoded>
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<wp:post_id>8764</wp:post_id>
<wp:post_date>2011-07-08 02:12:32</wp:post_date>
<wp:post_date_gmt>2011-07-07 15:12:32</wp:post_date_gmt>
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<title>Biodiversity, sustainability and performance</title>
<link>http://www.smartkpis.com/blog/biodiversity-sustainability-and-performance/</link>
<pubDate>Sat, 09 Jul 2011 07:15:08 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Biodiversity]]></category>

		<category domain="tag" nicename="biodiversity"><![CDATA[Biodiversity]]></category>

		<category domain="tag"><![CDATA[CSR]]></category>

		<category domain="tag" nicename="csr"><![CDATA[CSR]]></category>

		<category domain="tag"><![CDATA[Environement Care]]></category>

		<category domain="tag" nicename="environement-care"><![CDATA[Environement Care]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag"><![CDATA[Sustainability]]></category>

		<category domain="tag" nicename="sustainability"><![CDATA[Sustainability]]></category>

		<category domain="tag"><![CDATA[United Nations Environment Programme]]></category>

		<category domain="tag" nicename="united-nations-environment-programme"><![CDATA[United Nations Environment Programme]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8791</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 39/2011</span></h2>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg"><img class="alignright size-full wp-image-4503" title="Aurel Brudan - Performance Architect - smartkpis.com - 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg" width="160" height="238" /></a>

Although widely unacknowledged, as declared by the United Nations, 2010 was the international year of biodiversity. It was meant to raise awareness in the fragile state of many species of plants and animals around the world and mobilize in safeguarding biodiversity.  There is much talk about climate change, however the profile of biodiversity as a world crisis is somehow overshadowed. Perhaps many made terms with the idea that more and more species and threatened and disappear: ”<em>...well, there are plenty...there is not much we can do…someone will look after them</em>..”.

While on the short term the impact of the disappearance of species may be small, the medium and long terms implications may be considerable. A recent example is the <a href="http://www.theage.com.au/environment/jellyfish-force-shutdown-of-power-plants-20110711-1haa6.html" target="_blank">jellyfish invasion</a> in many parts of the Sea of Japan and other parts of the world, attributed by many to the overfishing of small fish and the growth in <a href="http://www.wired.com/wiredscience/2011/06/jellyfish-shunt/" target="_blank">dead ocean zones</a> (portions of the ocean with depleted oxygen levels in water due to chemical unbalance). Around the world, biodiversity is an issue of alarming proportions. One hundred species per million are currently estimated to be lost per year (<a href="http://www.ecologyandsociety.org/vol14/iss2/art32/" target="_blank">Rockstrom and others, 2009</a>).

The <a href="http://www.iucnredlist.org/documents/summarystatistics/2010_1RL_Stats_Table_1.pdf" target="_blank">2010 <em>IUCN Red List of Threatened Species</em></a> estimates that:
<ul>
	<li>21 % of the total 5,491 described mammal species;</li>
	<li>12% of the total 9,998 described bird species;</li>
	<li>29% of the total 6,433 amphibian species;</li>
	<li>5% of the total 31,300 described fish species;</li>
	<li>5% of the total 9,084 described reptile species;</li>
	<li>3% of the total described 281,821 flowering plant species;</li>
	<li>29% of the total gymnosperms (conifers, cycads, Ginkgo and Gnetales) species are deemed endangered or vulnerable to extinction. Due to the large number of plant species only 12,914 had an evaluation completed and of these 73% are considered threatened.</li>
</ul>
<!--more-->The United Nations Environment Programme (UNEP) has been publishing the <a href="http://www.unep.org/yearbook/2010/" target="_blank">UNEP Year Book</a> since 2003, which reports on new environmental science and recent developments in the environment. The latest report for 2010, outlines new research that illustrate the boundaries have been crossed for climate change, interference with the nitrogen cycle and mostly biodiversity loss, of the nine components of Earth systems that show signs of global environmental change driven by human activities.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Safe_Planetary_boundaries.jpg"><img class="aligncenter size-full wp-image-8798" title="Safe_Planetary_boundaries" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Safe_Planetary_boundaries.jpg" width="600" height="572" /></a><span style="color: #888888;">Source: UNEP Year Book, 2010</span></p>
The <a href="http://gbo3.cbd.int/" target="_blank">Global Biodiversity Outlook 3 report</a>, published by the United Nations Secretariat of the Convention on Biological Diversity in 2010, confirms something many already knew: the target set by world leaders in 2002, to achieve a significant reduction in the rate of biodiversity loss by 2010 was not met. In addition, the five principal pressures directly driving biodiversity loss (habitat change, overexploitation, pollution, invasive alien species and climate change) are either constant or increasing in intensity. The report also states that the ecological footprint of humanity exceeds the biological capacity of the Earth by a wider margin than at the time the 2010 target was agreed. Progress in addressing such challenges is slow and made mostly at policy and governance level, thus having a delayed impact on biodiversity. While at least 31 bird species (out of close to 10,000) would have become extinct in the past century, in the absence of conservation measures, by comparison the figure is small. Among the conclusions and recommendations of the report, several highlight the need to elevate the profile of biodiversity as a key concern not only for governments and institutions, but for organizations and individuals as well:
<ul>
	<li><em>Better decisions for biodiversity must be made at all levels and in all sectors, in particular the major economic sectors, and government has a key enabling role to play.</em></li>
	<li><em>We can no longer see the continued loss of and changes to biodiversity as an issue separate from the core concerns of society.</em></li>
	<li><em>The action taken over the next decade or two, and the direction charted under the Convention on Biological Diversity, will determine whether the relatively stable environmental conditions on which human civilization has depended for the past 10,000 years will continue beyond this century. If we fail to use this opportunity, many ecosystems on the planet will move into new, unprecedented states in which the capacity to provide for the needs of present and future generations is highly uncertain.</em></li>
</ul>
Such developments highlight stronger than ever the need for more emphasis on sustainability at organizational level. As existing efforts seem to be not sufficient, among the questions that organizations should ask themselves are:
<ul>
	<li>Is it our business?</li>
	<li>What can we do more?</li>
	<li>How can we contribute to addressing biodiversity loss?</li>
</ul>
Aurel Brudan
<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>

&nbsp;

&nbsp;

&nbsp;

&nbsp;
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 741px; width: 1px; height: 1px; overflow: hidden;">
<p class="MsoNormal"><span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Walker, Rob 1992, “</span>Rank Xerox – Management Revolution”, <span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Long Range Planning, Vol. 25, No. 1, pp. 9 to 21</span></p>

</div>]]></content:encoded>
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<wp:post_id>8791</wp:post_id>
<wp:post_date>2011-07-09 18:15:08</wp:post_date>
<wp:post_date_gmt>2011-07-09 07:15:08</wp:post_date_gmt>
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<title> IT performance - HP CIO Assessment</title>
<link>http://www.smartkpis.com/blog/it-performance-hp-cio-assessment/</link>
<pubDate>Tue, 12 Jul 2011 03:53:05 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Hewlett Packard]]></category>

		<category domain="tag" nicename="hewlett-packard"><![CDATA[Hewlett Packard]]></category>

		<category domain="tag"><![CDATA[Information Technology]]></category>

		<category domain="tag" nicename="information-technology"><![CDATA[Information Technology]]></category>

		<category domain="tag"><![CDATA[IT Performance]]></category>

		<category domain="tag" nicename="it-performance"><![CDATA[IT Performance]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8776</guid>
<description></description>
<content:encoded><![CDATA[[caption id="attachment_8778" align="alignright" width="300"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/CIO-Assessment1.jpg"><img class="size-medium wp-image-8778   " title="HP CIO Assessment - Report Preview - Overall Performance " alt="Report Preview - Overall Performance" src="http://www.smartkpis.com/blog/wp-content/uploads/CIO-Assessment1-300x164.jpg" width="300" height="164" /></a> Source: HP CIO Assessment - Report Preview - Overall Performance[/caption]

Good news for IT industry  budgets and spending are increasing this year. According to <a href="http://www.techrepublic.com/blog/tech-manager/survey-corporate-it-budgets-looking-good-for-2011/4575" target="_blank">Wedbush’s survey of 100 IT project managers</a> some of their  conclusions are:
<ul>
	<li>77 percent of respondents expected IT budgets to rise 8 percent in 2011.</li>
	<li>59 percent of respondents said they would purchase tablets in the next year, but only 29 percent of those surveyed thought they would replace notebooks. PC demand appears to be solid in business technology.</li>
</ul>
With these results for 2011 it`s very important for CIOs to measure their department’s performance. Complementing this trend, HP has recently launched the “<a href="https://h30406.www3.hp.com/campaigns/2011/wwcampaign/1-B0UUP/results.php#header," target="_blank">CIO Assessment tool</a>", a questionnaire that works like an investment portfolio that is measured against financial indices (peers).

You can choose the industry peers you'd like to be benchmarked against from: Health Care, Financial Services, Government, Manufacturing &amp; Distribution, Technology or Telecommunications divided in four areas:  IT Value, Customer Satisfaction, Operational Excellence and Future Orientation.

<!--more-->Sample questions from each area:
<ul>
	<li>IT value: <em>What percentage of your IT expenditure is tracked to business objectives?</em></li>
</ul>
<ul>
	<li>Customer satisfaction: <em>What is your percentage of deviation from planned hours of work?</em></li>
</ul>
<ul>
	<li>Operational excellence: <em>How quickly can IT deliver new business services in response to changes in business demand?</em></li>
</ul>
<ul>
	<li>Future orientation:  <em>What percentage of your IT employees are satisfied with their jobs according to your internal employee satisfaction metrics?</em></li>
</ul>
After completing the entire questionnaire you can register and receive your personalized report with detailed recommendations.

<strong>Additional resources</strong>

iStockAnalist,<a href="http://" target="_blank"> http://www.istockanalyst.com/article/viewarticle/articleid/4764470</a>, accessed on 13 July 2011

Enterprise CIO Forum, http://www.enterprisecioforum.com/en/blogs/jdodge/10-minute-questionnaire-assesses-it-performance, accessed on 13 July 2011]]></content:encoded>
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<wp:post_id>8776</wp:post_id>
<wp:post_date>2011-07-12 14:53:05</wp:post_date>
<wp:post_date_gmt>2011-07-12 03:53:05</wp:post_date_gmt>
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<title>Twitter makes the junction with analytics and KPIs</title>
<link>http://www.smartkpis.com/blog/twitter-makes-the-junction-with-analytics-and-kpis/</link>
<pubDate>Wed, 13 Jul 2011 03:52:04 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Analytics]]></category>

		<category domain="tag" nicename="analytics"><![CDATA[Analytics]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

		<category domain="tag"><![CDATA[Twitter]]></category>

		<category domain="tag" nicename="twitter"><![CDATA[Twitter]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8820</guid>
<description></description>
<content:encoded><![CDATA[[caption id="attachment_8819" align="alignright" width="300"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/backtype-twitter1.png"><img class="size-medium wp-image-8819" title="backtype-twitter" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/backtype-twitter1-300x85.png" width="300" height="85" /></a> Source: BackType Blog[/caption]

Twitter <a href="http://blog.backtype.com/" target="_blank">has acquired</a> BackType, a social analytics platform that helps companies understand their social impact.

For Twitter this acquisition gives the ability to analyze its network of tweets. Twitter will help brands and agencies to understand the business impact of social media.  Analyzing the mass of comments and tweets surrounding a URL from around the Internet, Twitter will be able to demonstrate the value of a single link. From a marketing perspective, marketers will be able to track what elements are influencing their successes, they can measure, the  value of engagement,  the reach of their tweets and content and other KPIs such as revenue, page views, sing ups, downloads, sales and more.

The financial terms of the acquisition were not disclosed, but it can be assumed that the value brought to the both companies is substantial. Twitter is now estimated at approximately $7 billion.

&nbsp;

&nbsp;

<strong>Additional resources
</strong>
<p style="text-align: left;"><a href="http://www.enterpriseappstoday.com/social-media/twitter-social-media-analytics.html" target="_blank">http://www.enterpriseappstoday.com/social-media/twitter-social-media-analytics.html</a></p>
<p style="text-align: left;"><a href="http://blogs.wsj.com/deals/2011/07/05/twitters-new-7-billion-valuation-by-the-numbers/?mod=google_news_blog" target="_blank">http://blogs.wsj.com/deals/2011/07/05/twitters-new-7-billion-valuation-by-the-numbers/?mod=google_news_blog</a></p>
<p style="text-align: left;"><a href="http://blog.backtype.com/2011/07/backtype-has-been-acquired-by-twitter/" target="_blank">http://blog.backtype.com/2011/07/backtype-has-been-acquired-by-twitter</a></p>]]></content:encoded>
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<wp:post_id>8820</wp:post_id>
<wp:post_date>2011-07-13 14:52:04</wp:post_date>
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<title>Industry Job: Director of Performance Management for the Los Angeles Unified School District</title>
<link>http://www.smartkpis.com/blog/the-los-angeles-unified-school-district-is-seeking-for-director-of-performance-management/</link>
<pubDate>Thu, 14 Jul 2011 12:39:19 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Jobs]]></category>

		<category domain="category" nicename="jobs"><![CDATA[Jobs]]></category>

		<category domain="tag"><![CDATA[Director of Performance Management]]></category>

		<category domain="tag" nicename="director-of-performance-management"><![CDATA[Director of Performance Management]]></category>

		<category domain="tag"><![CDATA[Los Angeles Unified School District]]></category>

		<category domain="tag" nicename="los-angeles-unified-school-district"><![CDATA[Los Angeles Unified School District]]></category>

		<category domain="tag"><![CDATA[Performance Management Jobs]]></category>

		<category domain="tag" nicename="performance-management-jobs"><![CDATA[Performance Management Jobs]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8836</guid>
<description></description>
<content:encoded><![CDATA[<!-- .tabel1 { 	font-size: 9px; } --><a href="http://notebook.lausd.net/portal/page?_pageid=33,47493&amp;_dad=ptl&amp;_schema=PTL_EP" target="_blank"><img class="aligncenter size-full wp-image-8837" title="Los Angeles Unified School District" src="http://www.smartkpis.com/blog/wp-content/uploads/Los-Angeles-Unified-School-District-580x105.jpg" alt="Los Angeles Unified School District" width="580" height="105" /></a>

The Los Angeles Unified School District (LAUSD) is seeking a visionary leader with considerable experience directing and leveraging performance management systems in a public education environment to join their team.<!--more-->
<table border="0" width="580">
<tbody>
<tr>
<td width="138"><span class="tabel1"><strong>Job ID:</strong></span></td>
<td width="211"><span class="tabel1">8269981</span></td>
<td width="67"><span class="tabel1"><strong>Posted:</strong></span></td>
<td width="146"><span class="tabel1">July 7, 2011</span></td>
</tr>
<tr>
<td><span class="tabel1"><strong>Position Title:</strong></span></td>
<td><span class="tabel1">Director of Performance Management</span></td>
<td><span class="tabel1"><strong>Entry Level:</strong></span></td>
<td><span class="tabel1">No</span></td>
</tr>
<tr>
<td><span class="tabel1"><strong>Organization Name:</strong></span></td>
<td><span class="tabel1">Los Angeles Unified School District</span></td>
<td><span class="tabel1"><strong>Job Type:</strong></span></td>
<td><span class="tabel1">Full-Time</span></td>
</tr>
<tr>
<td><span class="tabel1"><strong>Job Function:</strong></span></td>
<td><span class="tabel1">Management / Admin - Not R&amp;D</span></td>
<td><span class="tabel1"><strong>Salary:</strong></span></td>
<td><span class="tabel1">$109,900.00 - $137,400.00</span></td>
</tr>
<tr>
<td><span class="tabel1"><strong>Locations (s):</strong></span></td>
<td><span class="tabel1">Los Angeles, California, 90017, U.S.</span></td>
<td></td>
<td><span class="tabel1">(Yearly Salary)</span></td>
</tr>
</tbody>
</table>
<strong>Job Description</strong>

This person will assist LAUSD by directing, developing and supporting a District-wide system of new and existing performance metrics to enhance the effectiveness and efficiency of the District’s functions, support their instructional goals, business objectives and aid their strategic planning. The person they are seeking will possess significant experience leading organizational wide strategic initiatives related to performance management systems (e.g., balanced scorecards, performance dashboards etc.). She or he will also possess:
<ul>
	<li>Proven ability to strategically impact educational programs through constructive use of data driven cycles of improvements;</li>
	<li>Demonstrated skill in evaluating, revising and forecasting organizational resources to allow for long-range plans to be aligned with strategic goals;</li>
	<li>Strong project management skills including skills in developing, executing and monitoring projects and measuring project success;</li>
	<li>Exceptional organization, interpersonal and collaboration skills including skills in actively engaging others and in working well as a member of a team;</li>
	<li>Understanding the dynamics of organizational change by maintaining a high level of communication and encouraging others to embrace change;</li>
	<li>Outstanding oral and written communication skills.</li>
</ul>
<strong>Job Requirements</strong>

Graduation from a recognized college or university with a bachelor’s degree in Education, Public Policy or Business.  An advanced degree is highly preferable. Four years of management or administrative level experience in data management, education statistics, research, assessment, organizational development or performance management is also required.  Executive level experience in the areas listed above is highly preferable.

<strong>For more details about this job and how to apply for it, visit: </strong>

<strong><a href="http://www.jobtarget.com/c/job.cfm?vnet=0&amp;site_id=557&amp;jb=8269981" target="_blank">http://www.jobtarget.com/c/job.cfm?vnet=0&amp;site_id=557&amp;jb=8269981 </a></strong>

<strong>and <a href="http://www.smartkpis.com/blog/wp-content/uploads/Director_of_Performance_Management.pdf">Director_of_Performance_Management</a></strong>

APPLICATION DEADLINE Wednesday July 20, 2011.]]></content:encoded>
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<wp:post_id>8836</wp:post_id>
<wp:post_date>2011-07-14 23:39:19</wp:post_date>
<wp:post_date_gmt>2011-07-14 12:39:19</wp:post_date_gmt>
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<title>Milton Friedman, Interface and performance ecosystems</title>
<link>http://www.smartkpis.com/blog/milton-friedman-interface-and-performance-ecosystems/</link>
<pubDate>Sat, 16 Jul 2011 04:13:13 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Environment Care]]></category>

		<category domain="tag" nicename="environment-care"><![CDATA[Environment Care]]></category>

		<category domain="tag"><![CDATA[Milton Friedman]]></category>

		<category domain="tag" nicename="milton-friedman"><![CDATA[Milton Friedman]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag"><![CDATA[Sustainability]]></category>

		<category domain="tag" nicename="sustainability"><![CDATA[Sustainability]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8881</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 40/2011</span></h2>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg"><img class="alignright size-full wp-image-4503" title="Aurel Brudan - Performance Architect - smartkpis.com - 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg" width="160" height="238" /></a>

There is widespread awareness today about the climate change and other environmental issues we are facing today at a global scale. In a simplistic way, I would categorize companies in three categories: the ones that don’t care, the ones that do something about it and the ones in the middle.

Perhaps the largest group is formed of the companies that don’t care, adepts of the principle that there are out there suitable institutions (government, UN bodies) to do something about these issues.  This group is embodied by Milton Friedman’s quote in his notorious 1970 New York Times Magazine article, <em>The Social Responsibility of Business is to Increase its Profits</em>:

<em>"There is one and only one social responsibility of business–to use it resources and engage in activities designed to increase its profits so long as it stays within the rules of the game, which is to say, engages in open and free competition without deception or fraud."</em>

Unfortunately, human behaviour oftentimes has difficulties with finding a balance and all too often issues with traffic of influence, deception and fraud emerge as unwanted consequences of the profit driven behaviour.
Many organizations are doing something about it. At the forefront of sustainable business practices is Interface, the world’s leading producer of soft-surfaced modular floorcoverings. Its mission embodies an emergent approach to sustainability as a value driver for the business:

<em>"Interface will become the first name in commercial and institutional interiors worldwide through its commitment to people, process, product, place and profits. We will strive to create an organization wherein all people are accorded unconditional respect and dignity; one that allows each person to continuously learn and develop. We will focus on product (which includes service) through constant emphasis on process quality and engineering, which we will combine with careful attention to our customers’ needs so as always to deliver superior value to our customers, thereby maximizing all stakeholders’ satisfaction. We will honor the places where we do business by endeavoring to become the first name in industrial ecology, a corporation that cherishes nature and restores the environment. Interface will lead by example and validate by results, including profits, leaving the world a better place than when we began, and we will be restorative through the power of our influence in the world."</em>

<!--more-->The financial results of Interface prove that embracing sustainability translates into excellent financial results. The gross profit as a percentage of net sale was at over <a href="http://phx.corporate-ir.net/External.File?item=UGFyZW50SUQ9OTM1MTR8Q2hpbGRJRD0tMXxUeXBlPTM=&amp;t=1" target="_blank">33% for the last 5 years</a>. In terms of stock performance, for the five-year period ended January 2, 2011, its total returns to shareholders (stock price plus dividends, divided by beginning stock price) outperformed both the NASDAQ Composite Index and competitors (Self-determined peer group of 13 stocks). For $100 invested in January 2006, <a href="http://phx.corporate-ir.net/External.File?item=UGFyZW50SUQ9OTYwNzB8Q2hpbGRJRD0tMXxUeXBlPTM=&amp;t=1" target="_blank">Interface delivered a cumulative total of return</a> in January 2011 of $197, compared to $ 126 for NASDAQ and $80 for competitors.

For the organizations that are in the middle and are exploring options, an important point to realize is that today’s interconnected society is much different than the one in 1970. Running successful organizations in the 21st century, requires a different mentality and management thinking compared to the 20th century. The level of complexity, speed of doing business, transparency and consumer influence is unparalleled. Continuous change and integration are the new value drivers in today’s business environment. Even separating the business environment from the environment overall is not an option. Natural disasters, climate change and environmental footprint are key to the viability of business ecosystems. Especially as the efforts of government and non-profit organizations are not enough to deal with the complex issues surrounding our environment, it is time for corporations to take a more active role in addressing sustainability for both the survival of their business and the protection of the Earth ecosystems overall. Considering that everything we do is possible due the resources provided by Planet Earth, a moral “Earth tax” on the use of these resources is a duty at both personal and organizational level. Efforts in this direction already exist at institutional level, a recent example being the Carbon tax scheme intensely debated in Australia this year. However complementing these efforts with a grassroots global commitment to sustainability would be exponentially more effective. The foundation for such an approach is the belief that sustainability is today a key value driver of organizational performance. The sooner companies will adopt this the better it will be for all the actors in the ecosystem.

Aurel Brudan
<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>

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<div id="_mcePaste" style="position: absolute; left: -10000px; top: 741px; width: 1px; height: 1px; overflow: hidden;">
<p class="MsoNormal"><span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Walker, Rob 1992, “</span>Rank Xerox – Management Revolution”, <span style="font-size: 8pt; line-height: 115%; font-family: &amp;amp;">Long Range Planning, Vol. 25, No. 1, pp. 9 to 21</span></p>

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<title>Driving shareholder return through business execution</title>
<link>http://www.smartkpis.com/blog/driving-shareholder-return-through-business-execution/</link>
<pubDate>Mon, 18 Jul 2011 03:46:56 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Goal Alignment]]></category>

		<category domain="tag" nicename="goal-alignment"><![CDATA[Goal Alignment]]></category>

		<category domain="tag"><![CDATA[Goal Setting]]></category>

		<category domain="tag" nicename="goal-setting"><![CDATA[Goal Setting]]></category>

		<category domain="tag"><![CDATA[Shareholder Return]]></category>

		<category domain="tag" nicename="shareholder-return"><![CDATA[Shareholder Return]]></category>

		<category domain="tag"><![CDATA[Software]]></category>

		<category domain="tag" nicename="software"><![CDATA[Software]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8827</guid>
<description></description>
<content:encoded><![CDATA[SuccessFactors, Inc., a global company specialized in business execution software, recently published the results of the study <em>"How Companies Leverage Business Execution Software to Drive Excess Shareholder Return"</em>,  completed in collaboration with The Wharton School, University of Pennsylvania and Graduate School of Business at Stanford University. This study shows that companies tend to achieve higher industry-adjusted stock returns when they set and align goals, rate users on the achievement of these goals, used more variance in performance feedback, and leverage business execution software to increase their ability to execute (SuccessFactors, 2011).
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Business-execution-for-increasing-staholder-returns.jpg"><img class="aligncenter size-full wp-image-8828" title="Business execution for increasing staholder returns" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Business-execution-for-increasing-staholder-returns.jpg" width="691" height="188" /></a></p>
<p style="text-align: center;"><span style="color: #888888;">Source: SuccessFactors (2011)</span></p>
<!--more-->According to the statistical analyses, four distinct business execution characteristics were revealed as influencing the employee performance evaluation process. These are:
<ol type="1">
	<li><strong>Goal Number Dimension: </strong>The average number of goal plans per employee during the year,</li>
	<li><strong>Alignment</strong>: The degree to which goals are aligned throughout the organization.</li>
	<li><strong>System Usage Dimension:</strong> The company's system usage style, on a continuum from companies that use the system primarily as an information system to those using the system to a greater extent for performance evaluation (with a larger percentage of users having rated goals).</li>
	<li><strong>Ratings Scale: </strong>The extent to which the company uses the full spectrum of the ratings scale (SuccessFactors, 2011).</li>
</ol>
The key findings of the study highlight:
<ul type="disc">
	<li>a statistically significant positive relationship between each of the Business Execution dimensions studied and industry-adjusted stock returns;</li>
	<li>10% increase in the  number of goals used was associated with a 6% increase in industry-adjusted stock returns;</li>
	<li>10% increases in the Alignment Dimension, System Usage Dimension, and Rating Scale Usage Dimension scores were also associated with increased stock returns (SuccessFactors, 2011).</li>
</ul>
As the <strong>methodology</strong> is concerned, the data for this study was gathered on 18 goal setting, alignment, and system usage characteristics in 153 of SuccessFactors publicly traded customers. The Wharton and Stanford researchers then used statistical methods to determine the number of underlying business execution dimensions captured by these variables.

<strong>Reference</strong>

SuccessFactors (2011), <em>SuccessFactors Research Publishes New Study - Proves that Companies Investing in Business Execution Software Achieve Higher Shareholder Returns, </em>available at: <a href="http://www.successfactors.com/press-releases/1569395/" target="_blank">http://www.successfactors.com/press-releases/1569395/</a> (accessed 18 July 2011)]]></content:encoded>
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<title>KPIs in job ads: Purchasing Coordinator for Jotun Paints Europe Limited </title>
<link>http://www.smartkpis.com/blog/kpis-in-job-ads-purchasing-coordinator-for-jotun-paints-europe-limited/</link>
<pubDate>Tue, 19 Jul 2011 04:45:59 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[Jobs]]></category>

		<category domain="category" nicename="jobs"><![CDATA[Jobs]]></category>

		<category domain="tag"><![CDATA[Individual Performance]]></category>

		<category domain="tag" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Jotun Paints Europe Limited]]></category>

		<category domain="tag" nicename="jotun-paints-europe-limited"><![CDATA[Jotun Paints Europe Limited]]></category>

		<category domain="tag"><![CDATA[Performance Management Jobs]]></category>

		<category domain="tag" nicename="performance-management-jobs"><![CDATA[Performance Management Jobs]]></category>

		<category domain="tag"><![CDATA[Purchasing Coordinator]]></category>

		<category domain="tag" nicename="purchasing-coordinator"><![CDATA[Purchasing Coordinator]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8927</guid>
<description></description>
<content:encoded><![CDATA[Underpinning the ubiquity of KPIs across industries and functional area, an increasing number of job ads include mentions of KPIs as required capability or elements of job description. The example below is illustrative:

Jotun Paints Europe Limited is seeking a Purchasing Coordinator which will be based in Flixborough, Scunthorpe working within the Paints sector with a supply base including Offshore &amp; Industrial Sectors.
<table border="1" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td width="319" valign="top"><strong>Recruiter</strong></td>
<td width="319" valign="top"><strong>Jotun Paints Europe Limited</strong></td>
</tr>
<tr>
<td width="319" valign="top"><strong>Posted</strong></td>
<td width="319" valign="top">14 July 2011</td>
</tr>
<tr>
<td width="319" valign="top"><strong>Ref</strong></td>
<td width="319" valign="top">MPYC13178522Z</td>
</tr>
<tr>
<td width="319" valign="top"><strong>Location</strong></td>
<td width="319" valign="top">Yorkshire - Flixborough/Scunthorpe</td>
</tr>
<tr>
<td width="319" valign="top"><strong>Job Level</strong></td>
<td width="319" valign="top">Co-ordinator   / Controller</td>
</tr>
<tr>
<td width="319" valign="top"><strong>Specialist</strong></td>
<td width="319" valign="top">Area Purchasing, supply (main)</td>
</tr>
<tr>
<td width="319" valign="top"><strong>Sector</strong></td>
<td width="319" valign="top">Private   sector</td>
</tr>
<tr>
<td width="319" valign="top"><strong>Contract Type</strong></td>
<td width="319" valign="top">Permanent</td>
</tr>
<tr>
<td width="319" valign="top"><strong>Hours</strong></td>
<td style="text-align: left;" width="319" valign="top">Full   Time</td>
</tr>
<tr>
<td width="319" valign="top"><strong>Salary</strong></td>
<td style="text-align: left;" width="319" valign="top">Competitive Salary + Package</td>
</tr>
</tbody>
</table>
<strong>Job Description</strong>

As Purchasing Coordinator you will report directly into the Commercial &amp; Purchasing Manager, the position will carry out all aspects of the Purchasing Process&amp; will be part of the Finance Function based at the UK manufacturing facility and headquarters in Flixborough.<!--more-->
<ul>
	<li>Ensure purchase orders &amp; stock transactions are processed timely &amp; correctly.</li>
	<li>Ensure that all aspects of the Purchasing Process operate smoothly &amp; efficiently, with special focus on the expediting of Raw Materials at optimum costs.</li>
	<li><strong><span style="color: #008000;">Manage inbound &amp; on-site supply chain activities &amp; processes to  ensure business SLA's are achieved, continually review &amp; ensure  internal KPI's are met, if not exceeded.</span></strong></li>
</ul>
<strong>Job Requirements</strong>

The successful candidate will possess a degree or equivalent, possibly with a CIPS qualification and will be keen to develop their career further within this area. The Company offers opportunities for further professional development through the Jotun Purchasing Academy.
<ul>
	<li>Experience at a decision making level within a complex and fast moving Purchasing environment and have track record of "making a difference" is required.</li>
	<li> First-class commercial and purchasing skills with the ability to apply these at operational, tactical &amp; strategic level.</li>
	<li> Well-developed interpersonal and influencing skills along with the ability to build strong working relationships at all levels are essential.</li>
	<li> Able to work autonomously as well as being a strong team player and be able to drive a continuous improvement process with your suppliers.</li>
	<li> Candidates must also be highly computer literate and previous experience of MRP systems is essential. Exposure to eSourcing would be an advantage.</li>
</ul>
Where specific UK qualifications are required we will take into account overseas equivalents. All third party applications will be forwarded to Michael Page

<strong>For more details about this job and how to apply for it, visit:</strong> <a href="http://jobs.supplymanagement.com/job/13264/purchasing-coordinator/?utm_source=rss&amp;utm_medium=feed&amp;utm_campaign=general&amp;ProcessedTrackID=3" target="_blank">http://jobs.supplymanagement.com/job/13264/purchasing-coordinator/?utm_source=rss&amp;utm_medium=feed&amp;utm_campaign=general&amp;ProcessedTrackID=3</a>

<strong>or </strong><a href="http://www.michaelpageapplications.co.uk/mp/apply.asp" target="_blank">http://www.michaelpageapplications.co.uk/mp/apply.asp</a>]]></content:encoded>
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<title>On measuring the performance of the Marketing department</title>
<link>http://www.smartkpis.com/blog/on-measuring-the-performance-of-the-marketing-department/</link>
<pubDate>Wed, 20 Jul 2011 05:08:56 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8956</guid>
<description></description>
<content:encoded><![CDATA[[caption id="attachment_8957" align="alignright" width="300"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/KPIs_marketing.jpg"><img class="size-medium wp-image-8957" title="KPIs_marketing" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/KPIs_marketing-300x202.jpg" width="300" height="202" /></a> Source: Global Growth - jscreationzs[/caption]

A performance report becomes functional by using KPIs that illustrate the business context and by which action can be identified or labeled worth trying.

When choosing a KPI it should fulfill one of the following categories (Shevlin, 2007):
<ul>
	<li><strong>To have the ability to explain. </strong><em>Do your KPIs help explaining why something has happened?</em></li>
	<li><strong>To be predictable. </strong><em>Can a KPI predict what will happen in the future within the company?</em></li>
	<li><strong>Behaviour change.</strong><em> The measurement of a KPI makes people to act or to behave in a particular way?</em></li>
</ul>
<!--more-->Some of the widely used KPIs for measuring marketing department’s performance are (smartKPIs.com, 2011):
<ol>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/brand-awareness-37.html" target="_blank">% Brand awareness</a> - <strong> </strong> Measures the rate at which target customers recognize and recall the brand.</li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-retention-3.html" target="_blank">% Customer retention </a>-  Measures the organization's ability to create repeat business among its customer base. High retention indicates customer satisfaction is strong.</li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/average-customer-acquisition-cost-1367.html" target="_blank">$ Customer acquisition cost</a> -  Measures how much it costs, in average, to acquire a new customer.</li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-attrition-19.html" target="_blank">% Customer attrition</a> -  Measures the rate at which the customers stop purchasing the company's products.</li>
	<li><em> </em><a href="http://www.smartkpis.com/kpi-key-performance-indicator/repeat-customers-138.html" target="_blank">% Repeat customers</a> - Measures the percentage of customers with repeat purchase behavior, from all customers</li>
</ol>
&nbsp;

&nbsp;

However this is not a complex list. KPIs vary depending on your type of business:  Manufacturing, Media, Education, Construction, Agriculture, Healthcare, Tourism IT, B2B, and B2C. There is also the possibility that in theory you have the best marketing department, and your efforts turn into the perfect qualified leads but if the product is hopeless or the sales force is incompetent you’ll still get 0% conversion and this is the reason why you must evaluate some other functional departments of the company as well.

<strong>References:</strong>
<ul>
	<li>Shevlin, R. (2007), Marketing Whims blog, <em>Constructing Marketing’s Key Performance Indicators (KPIs) </em>available at: <a href="http://marketingroi.wordpress.com/2007/02/08/constructing-marketings-key-performance-indicators-kpis/" target="_blank">http://marketingroi.wordpress.com/2007/02/08/constructing-marketings-key-performance-indicators-kpis/</a> (accessed 27.07.2011.)</li>
	<li>smartKPIs.com (2011), <em>smartKPIs Premium Database of KPI examples </em>available at: <a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">http://www.smartkpis.com/kpi_examples/dashboard/</a> (accessed 27.07.2011)</li>
</ul>]]></content:encoded>
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<title>Business Analytics in Manufacturing</title>
<link>http://www.smartkpis.com/blog/business-analytics-in-manufacturing/</link>
<pubDate>Thu, 21 Jul 2011 05:11:15 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Manufacturing]]></category>

		<category domain="tag" nicename="manufacturing"><![CDATA[Manufacturing]]></category>

		<category domain="tag"><![CDATA[Research]]></category>

		<category domain="tag" nicename="research"><![CDATA[Research]]></category>

		<category domain="tag"><![CDATA[Ventana Research]]></category>

		<category domain="tag" nicename="ventana-research"><![CDATA[Ventana Research]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8912</guid>
<description></description>
<content:encoded><![CDATA[Businesses, from the production sector have more data than ever before, stored in more than one system and places, are used in different ways. Progress in information technology has fueled this explosive increase opportunity both in creating fresh ways for producers in order to reach new markets and clients and complexity in an effort to collect, manage and interpret data and information which can help guide them through success.

<!--more-->After analyzing <a href="http://businessfinancemag.com/article/business-analytics-still-infancy-stage-manufacturing-0718">Ventana’s  Research study</a> in examining business analytics in manufacturing, Nicole Stempak has <a href="http://businessfinancemag.com/article/10-ways-get-most-out-business-analytics-0720">10 recommendations for manufacturers</a> wishing to improve their performance through business analytics:
<ul>
	<li><em>Assess the maturity of your business analytics</em>, selecting KPIs is a learning experience, a journey in itself.</li>
	<li><em>Look for business analytics tools that are easy to use and flexible</em></li>
	<li><em>Look for tools that support a range of roles in a manufacturing environment</em>.</li>
	<li><em>Ensure business analytics are widely accessible</em>, while some KPIs are widely used across organisations, others are unique to each organisations as they reflect their strategy and specific conditions of operating.</li>
	<li><em>Don’t let inferior data undermine use of business analytics and metrics</em>.</li>
	<li><em>Replace spreadsheets as tools for business analytics</em>.</li>
	<li><em>It helps when IT and the lines of business work together on analytics.</em></li>
	<li><em>Understand the value of predictive and forward-looking analytics.</em></li>
	<li><em>Address barriers standing in the way of improving business analytics and performance.</em></li>
	<li><em>Resources must be adequate to enable investment in technology to make analytics easy to access and use.</em></li>
</ul>
In conclusion  clarify what you want to achieve. If you want to improve things and learn from KPIs, you should not avoid selecting challenging KPIs, difficult to measure or difficult to improve. The easy choice is selecting KPIs that make you look good. While this may serve some purpose on the short term, on the medium to long term it will impact the relevance and credibility of KPIs in the organisation.

<strong>References:</strong>
<ul>
	<li>BusinessFinance (2011), <em>10 Ways to Get the Most Out of Business Analytics </em>available at<em>: </em><a href="http://businessfinancemag.com/article/10-ways-get-most-out-business-analytics-0720" target="_blank">http://businessfinancemag.com/article/10-ways-get-most-out-business-analytics-0720</a> (accessed 21 July 2011)</li>
	<li>BusinessFinance (2011), <em>Business Analytics Still in Infancy Stage in Manufacturing </em>available at<em>: </em><a href="http://businessfinancemag.com/article/business-analytics-still-infancy-stage-manufacturing-0718" target="_blank">http://businessfinancemag.com/article/business-analytics-still-infancy-stage-manufacturing-0718</a> (accessed 21 July 2011)</li>
</ul>]]></content:encoded>
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<wp:post_id>8912</wp:post_id>
<wp:post_date>2011-07-21 16:11:15</wp:post_date>
<wp:post_date_gmt>2011-07-21 05:11:15</wp:post_date_gmt>
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<title>Sustainability as a strategic theme or Balanced Scorecard perspective</title>
<link>http://www.smartkpis.com/blog/sustainability-as-a-strategic-theme-or-balanced-scorecard-perspective/</link>
<pubDate>Sat, 23 Jul 2011 10:12:27 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Interface]]></category>

		<category domain="tag" nicename="interface"><![CDATA[Interface]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

		<category domain="tag"><![CDATA[Sustainability]]></category>

		<category domain="tag" nicename="sustainability"><![CDATA[Sustainability]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9134</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 41/2011</span></h2>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg"><img class="alignright size-full wp-image-4503" title="Aurel Brudan - Performance Architect - smartkpis.com - 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg" width="160" height="238" /></a>

In two of my previous blog posts I addressed the link between biodiversity, sustainability and performance, raising questions around the role each organization has in addressing these issues. Companies such as <a href="http://www.interfaceglobal.com/default.aspx" target="_blank">Interface</a> have demonstrated that efforts to reduce carbon footprint and environmental stewardship practices are rewarded by customers and the stockmarket. Such examples are for now exceptions and more can be done to embed sustainability practices in organizations. Besides theory and rhetoric, there are a number of practical ideas that are worth exploring:
<ul>
	<li>At a business philosophy level, environmental concerns need to be at the core of the business model and not be seen simply as a marketing / public relations stunt. Sustainability is today a key value driver of organizational performance.</li>
	<li>Environmental / sustainability statements elements should be used across organizational performance management systems and not in isolation. While specific organizational wide environmental plans and reports are useful, elements of environmental rhetoric should appear in mission and vision statements, values and other elements of the corporate identity. Being at the core of who and what the organization is, sends a strong message both internally and externally.</li>
	<li>Environmental / sustainability components should also have a prominent role in the organizational strategy. While many organizations have objectives and KPIs dedicated to these aspects, there is merit in considering sustainability a dedicated strategic perspective. The traditional approach of grouping organizational Balanced Scorecards in strategic perspectives is structured around: Financial, Customer, Internal Processes and Learning &amp; Growth. One of the most powerful catalysts of increasing this profile is the inclusion of a sustainability perspective in addition to the traditional four perspectives of the Balanced Scorecard. Ultimately organizations don’t operate in a vacuum, as the environment influences their activity. A possible name for it is Corporate Environmental Responsibility or Sustainability, with objectives related to aspects such as: nurturing biodiversity, footprint reduction and community support.</li>
	<li>A less drastic alternative to establishing a sustainability perspective is the use of a strategic theme that cuts across organizational strategy (and Strategy Map), linking sustainability related objectives and KPIs. A benefit of this would be a clear articulation of the financial support dedicated to sustainability aspects, as a subset of the financial perspective.</li>
</ul>
Some might say “<em>we are in the business of making money for our shareholders</em>”, however as the current system of ensuring biodiversity and sustainability is failing, perhaps the role of companies in this context needs to be revisited. While many programs are underway in organizations around the world, more can be done in terms of inclusion of staff across the organization, as well as inclusion of organizations of all sizes in aligning their performance management system with sustainability.

&nbsp;

Aurel Brudan
<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>]]></content:encoded>
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<wp:post_id>9134</wp:post_id>
<wp:post_date>2011-07-23 21:12:27</wp:post_date>
<wp:post_date_gmt>2011-07-23 10:12:27</wp:post_date_gmt>
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<title>Employee engagement measures score low - What’s Working™ study</title>
<link>http://www.smartkpis.com/blog/employee-engagement-measures-score-low-what%e2%80%99s-working%e2%84%a2-study/</link>
<pubDate>Mon, 25 Jul 2011 04:52:08 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Mercer]]></category>

		<category domain="tag" nicename="mercer"><![CDATA[Mercer]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

		<category domain="tag"><![CDATA[What’s Working™]]></category>

		<category domain="tag" nicename="what%e2%80%99s-working%e2%84%a2"><![CDATA[What’s Working™]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8937</guid>
<description></description>
<content:encoded><![CDATA[<em>What’s Working™, a</em> recently conducted US survey <em> </em>(Mercer, 2011), indicates that nearly one in three (32%) workers is seriously considering leaving the organization now, the rate increasing sharply from 23% in 2005. Mindy Fox, Senior Partner at Mercer &amp; US Region Leader mentioned that “<em>the business consequences of this erosion in employee sentiment are significant, and clearly the issue goes far beyond retention. Diminished loyalty and widespread apathy can undermine business performance, particularly as companies increasingly look to their workforces to drive productivity gains and spur innovation</em>”(Mercer, 2011).

The study results reflect that:
<ul>
	<li>Only 43% of US employees believe they are doing enough to financially prepare for retirement;</li>
</ul>
<ul>
	<li>Only 68% of employees rate their overall benefits program as good or very good, down from 76% in 2005, while 59% say they are satisfied with their health care benefits, down from 66%;</li>
</ul>
<ul>
	<li>Base pay, the most important element of the employment deal, is less satisfying for employees (53% satisfied with base pay, compared with 58% in 2005);</li>
</ul>
<ul>
	<li>Scores for career development and performance management improved compared to the study results from 2005, remaining however low: only 42% of employees today agree that promotions go to the most qualified employees in their organization, up from 29% in 2005, while 46% agree that their organization does an adequate job of matching pay to performance, up from 33% (Mercer, 2011).</li>
</ul>
<strong>Key measures regarding employee engagement</strong> <strong>registered low scores </strong>also, while intention to leave the organization is up across all employee segments, with the youngest workers most likely to be looking for a departure – 40% of employees age 25–34 and 44% of employees 24 and younger:
<p style="text-align: center;"><strong>Key engagement measures show consistent decline among US workers</strong></p>
<p style="text-align: center;"><img class="aligncenter" title="Key engagement measures show consistent decline among US workers" alt="" src="http://www.mercer.com/images/Fig2.JPG" width="582" height="287" /></p>
<p style="text-align: center;"><strong><!--more-->Youngest workers most likely to be ‘seriously considering leaving’ today</strong></p>
<p style="text-align: center;"><img class="aligncenter" title="Youngest workers most likely to be ‘seriously considering leaving’ today" alt="" src="http://www.mercer.com/images/3.jpg" width="665" height="355" /></p>
The<em> What’s Working™</em> survey was realized over the past two quarters among nearly 30,000 workers in 17 countries, including 2,400 workers in the US. The survey, last conducted in the US in 2005, includes more than 100 questions on a range of work-related topics and reflects the overall demographics of the US workforce in terms of age, gender and job level. This research also is being conducted in 16 other countries worldwide (Mercer, 2011).

<strong>Reference</strong>

Mercer (2011),<em> One in two US employees looking to leave or checked out on the job, says What's Working research, </em>available at: <a href="http://www.mercer.com/press-releases/1418665" target="_blank">http://www.mercer.com/press-releases/1418665</a> (accessed 25 July 2011)]]></content:encoded>
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<wp:post_id>8937</wp:post_id>
<wp:post_date>2011-07-25 15:52:08</wp:post_date>
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<title>Information Optimization - IT Performance Management</title>
<link>http://www.smartkpis.com/blog/information-optimization-it-performance-management/</link>
<pubDate>Tue, 26 Jul 2011 04:57:07 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Hewlett Packard]]></category>

		<category domain="tag" nicename="hewlett-packard"><![CDATA[Hewlett Packard]]></category>

		<category domain="tag"><![CDATA[Information Optimization]]></category>

		<category domain="tag" nicename="information-optimization"><![CDATA[Information Optimization]]></category>

		<category domain="tag"><![CDATA[Information Technology]]></category>

		<category domain="tag" nicename="information-technology"><![CDATA[Information Technology]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8890</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/Executive-Scorecard.jpg" target="_blank"><img class="alignright size-medium wp-image-8889" title="Executive Scorecard" alt="" src="Source: www.hp.com (2011)" /></a>

[caption id="attachment_8892" align="alignright" width="300"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/Executive-Scorecard1.jpg"><img class="size-medium wp-image-8892" title="Executive Scorecard" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Executive-Scorecard1-300x194.jpg" width="300" height="194" /></a> Executive Scorecard: Vice President of IT Operations,     Source: www.hp.com, 2011[/caption]

According to a recent <a href="http://www.hp.com/hpinfo/newsroom/press/2011/110601xa.html" target="_blank">press release</a>, HP announced that it has launched a new software suite to operationalize measure and improve IT performance. Tech Directors require standardized instruments that measure efficiently and improve performance. Having a comprehensive overview of IT performance enables Chief Information Officers (CIOs) to deliver an <a href="http://h10124.www1.hp.com/campaigns/enterprise/instant-on/us/en/overview.html">Instant-On Enterprise </a> which incorporates everything he does in order to serve customers, employees, partners and citizens with all they need, instantly.

Today, most key performance indicators (KPIs) for IT systems are widely dispersed and collected by using different methods. This is creating management deficiencies which may slow responses to changing priorities and market circumstances.

<a href="https://h30406.www3.hp.com/campaigns/2011/wwcampaign/1-B0UUP/cio.php" target="_blank">CIO Assessment</a> and <a href="https://h30406.www3.hp.com/campaigns/2011/wwcampaign/1-AW91J/cloud.php?jumpid=ex_r11374_us/en/large/eb/go_CloudAssess" target="_blank">Cloud Assessment </a>tools help clients quickly evaluate their current level of IT Performance Management maturity.

HP’s <a href="http://www8.hp.com/us/en/software/enterprise-software.html" target="_blank"><strong>IT Performance Suite</strong></a> is swiftly proving critical to the success of CIOs and the VP of IM in particular because it provides control and visibility into information across the enterprise.

<strong>Reference:</strong>

HP Press Release (2011), <em>HP Unveils Performance Suite for the Instant-On Enterprise, </em>available at:<a href="http://www.hp.com/hpinfo/newsroom/press/2011/110601xa.html" target="_blank"> http://www.hp.com/hpinfo/newsroom/press/2011/110601xa.html</a>]]></content:encoded>
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<wp:post_id>8890</wp:post_id>
<wp:post_date>2011-07-26 15:57:07</wp:post_date>
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<title>Customer Relationship Scorecards - insights from Infosys Technologies</title>
<link>http://www.smartkpis.com/blog/customer-relationship-scorecards-insights-from-infosys-technologies/</link>
<pubDate>Wed, 27 Jul 2011 04:55:14 +0000</pubDate>
<dc:creator><![CDATA[Sorina]]></dc:creator>

		<category><![CDATA[Interviews]]></category>

		<category domain="category" nicename="interviews"><![CDATA[Interviews]]></category>

		<category domain="tag"><![CDATA[BSC Forum Dubai 2011]]></category>

		<category domain="tag" nicename="bsc-forum-dubai-2011"><![CDATA[BSC Forum Dubai 2011]]></category>

		<category domain="tag"><![CDATA[Infosys]]></category>

		<category domain="tag" nicename="infosys"><![CDATA[Infosys]]></category>

		<category domain="tag"><![CDATA[Marketing Performance]]></category>

		<category domain="tag" nicename="marketing-performance"><![CDATA[Marketing Performance]]></category>

		<category domain="tag"><![CDATA[Multimedia]]></category>

		<category domain="tag" nicename="multimedia"><![CDATA[Multimedia]]></category>

		<category domain="tag"><![CDATA[Sanjay Purohit]]></category>

		<category domain="tag" nicename="sanjay-purohit"><![CDATA[Sanjay Purohit]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8916</guid>
<description></description>
<content:encoded><![CDATA[By attending the <em>Balanced Scorecard Forum Dubai 2011,</em> the smartKPIs.com team gained insights regarding performance management practices in leading organizations around the world. Such an organization is Infosys Technologies from India, a pioneer in what concerns the development and use on Customer Relationship Scorecards.<em>
</em>

The discussion with Mr. Sanjay Purohit, VP Corporate Planning and Business Assurance at Infosys, reveals insightful findings regarding:
<ul>
	<li>How the idea with the Relationship Scorecard emerged and how it is used within the organization;</li>
	<li>How the Scorecard has helped Infosys;</li>
	<li>What are the main challenges in using it.</li>
</ul>
We invite you to watch this video and find out the answers to these questions and more on relationship performance management:

<iframe src="http://www.youtube.com/embed/ew8H_ZH0B4Q" height="349" width="560" frameborder="0"></iframe>

<em><em>Note: smartKPIs.com thanks Mr. Sanjay Purohit, VP Corporate Planning and Business Assurance</em>, Infosys Technologies<em>, for having made possible the realization of this interview. </em></em>]]></content:encoded>
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<wp:post_id>8916</wp:post_id>
<wp:post_date>2011-07-27 15:55:14</wp:post_date>
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<title>Initiatives for sustainable organizational performance</title>
<link>http://www.smartkpis.com/blog/initiatives-for-sustainable-organizational-performance/</link>
<pubDate>Sat, 30 Jul 2011 10:16:35 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Environement Care]]></category>

		<category domain="tag" nicename="environement-care"><![CDATA[Environement Care]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag"><![CDATA[Sustainability]]></category>

		<category domain="tag" nicename="sustainability"><![CDATA[Sustainability]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9138</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 42/2011</span></h2>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg"><img class="alignright size-full wp-image-4503" title="Aurel Brudan - Performance Architect - smartkpis.com - 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg" width="160" height="238" /></a>

Continuing the exploration of ways for organizations to do more for biodiversity and environmental sustainability, here are three novel initiatives that may be established by any organization:
<ol>
	<li>Adopt a threatened animal species, plant species and habitat. In addition to the donations allocated to programs dedicated to their protection, such an approach would also raise awareness with both internal and external stakeholders. It would have a motivational factor for staff, knowing that through their work they do something for giving back to the environment. Thus, the company sponsored animal species and company sponsored plant would be symbols of organizational concerns towards the environment and complement their business driven role.</li>
	<li>Launch of a product or service with all profits generated through its sales donated to non-profits running programs focused on sustainability issues. A number of such examples already exist, with proceeds dedicated to humanitarian or research causes. Dedicating such an initiative to environmental causes, would complement the emphasis put on Corporate Social Responsibility.</li>
	<li>Donate 1% of revenues to environmental causes. Established in 2002, <em>1% for the Planet </em>is a not-profit organization that has established a network of over 1,400 companies across 44 countries willing to allocate at least 1% of revenues (top line sales) directly to non-profit organizations focused on issues of sustainability. The donations can be allocated to non-profits selected from a list of over 2,600 pre-approved non-profit organizations from around the world. Not surprisingly, most of the companies that have committed to this cause are privately held.</li>
</ol>
Through such initiatives and similar other ones, organizations can gradually bridge the separation between business and environmental/sustainability issues. Protecting the environment should be seen as part of the business, built in the business model. Success stories such as <a href="http://www.interfaceglobal.com/" target="_blank">Interface</a> demonstrate the benefits of such approaches. However corporate environmental initiatives should not be seen as something that is in scope for large companies and market leaders only. Each organization, small or large has a footprint that should be acknowledged and compensated for. A change of mentalities and business models may be necessary for such a transition, enabling smaller, more agile companies to be at the forefront of such a change.

In addition to the organizational level impact, a secondary benefit of such initiatives is at individual level, as awareness in sustainability issues would cascade down from organizational level to employee level, thus being amplified through social networks. Ultimately both individuals and organizations have a footprint on the environment and a shared sense of responsibility should exist at both levels.

&nbsp;

Aurel Brudan
<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>]]></content:encoded>
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<title>New smartKPIs.com Report Ranks the Top Retail KPIs of 2010</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-retail-kpis-of-2010/</link>
<pubDate>Wed, 03 Aug 2011 03:37:23 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

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		<category domain="tag"><![CDATA[Top 25 Retail KPIs of 2010]]></category>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8989</guid>
<description></description>
<content:encoded><![CDATA[<img class="alignright" title="www.smartKPIs.com - Top 25 Retail KPIs of 2010" src="data:image/jpeg;base64, " alt="" width="260" height="345" />August 4, 2011, Melbourne, Australia – <em><a href="http://www.smartkpis.com" target="_blank">smartKPIs.com</a>, the world’s largest source of thoroughly documented Key Performance Indicator (KPI) examples announces that Sales Performance and Sales Management dominate the “<a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-retail-kpis-of-2010-29.html" target="_blank">Top 25 Retail KPIs of 2010</a>”. The report presents in detail KPIs such as: “# Inventory to sales ratio (ISR)”, “% Same store sales growth” and “$ Sales per unit area”, among other KPI examples reviewed by the smartKPIs.com research team. “Top KPIs of 2010″ is a collection of research reports discussing the most popular KPIs of 2010 across functional areas and industries. smartKPIs.com is an expert in the field of performance management and measurement, researching the use of KPI based performance management systems in practice around the world.</em>

The “<a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-retail-kpis-of-2010-29.html" target="_blank"><em>Top 25 Retail KPIs of 2010</em></a>” report provides insights in the state of Retail performance measurement today by listing and analyzing the most visited KPIs on smartKPIs.com in 2010. It is part of the<em> “</em><a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><em>Top KPIs of 2010</em></a><em>” </em>series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. smartKPIs.com hosts the largest catalogue of thoroughly documented KPI examples available today and representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2010 provided a rich data set, which combined with further analysis from the editorial team, formed the basis of these research reports.<!--more-->

Retail has a long tradition in using KPIs, this making <span style="text-decoration: underline;"><a href="../../kpi/industries/retail/" target="_blank">Retail KPIs</a></span> some of the most used in business today. A <a href="../../key-performance-indicator-KPI" target="_blank">KPI</a> is a selected indicator considered key for monitoring the performance of a strategic objective, outcome, or key result area important to the success of an activity and growth of the organization overall.

Centered around the Retail KPIs that in 2010 received the highest number of visits on smartKPIs.com, the “<em><a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-retail-kpis-of-2010-29.html" target="_blank">Top 25 Retail KPIs of 2010</a></em>” report contains in addition to KPI names, a detailed description of each KPI, as documented in <em>smartKPIs Premium</em> and other relevant content. While dominated by Sales Performance and Store Management KPIs, the report also contains Customer Satisfaction, Inventory Management and Sales Variety KPI examples:
<ol>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/inventory-to-sales-ratio-isr-4808.html" target="_blank"># Inventory to sales ratio (ISR)</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/same-store-sales-growth-782.html" target="_blank">% Same store sales growth</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/sales-per-unit-area-4543.html" target="_blank">$ Sales per unit area</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/sales-growth-in-stores-open-at-least-12-months-1699.html" target="_blank">% Sales growth in stores open at least 12 months</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/perishable-items-with-past-due-date-4809.html" target="_blank">% Perishable items with past due date</a></li>
</ol>
<em>“The <a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-retail-kpis-of-2010-29.html" target="_blank">Top 25 Retail KPIs of 2010</a> report is a synthesis of what smartKPIs.com is all about: it forms an overview of how Retail KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team.<strong> </strong>By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization.”</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.

<strong>About smartKPIs.com</strong>
<a href="http://www.smartkpis.com" target="_blank">http://www.smartkpis.com</a> is the leading online platform for performance management knowledge integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories. smartKPIs.com is operated by eab group, an innovative research driven provider of integrated performance management solutions, based in Melbourne, Australia.

<strong>Media contact </strong>

Anita Liang, eab group, Tel: +61 3 9670 2979, Email: <a href="mailto: info@smartKPIs.com">info@smartKPIs.com</a>]]></content:encoded>
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<wp:post_id>8989</wp:post_id>
<wp:post_date>2011-08-03 14:37:23</wp:post_date>
<wp:post_date_gmt>2011-08-03 03:37:23</wp:post_date_gmt>
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<title>Over 6600 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-6600-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Thu, 04 Aug 2011 15:12:55 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

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		<category domain="tag"><![CDATA[Performance Indicator]]></category>

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		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8999</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com" target="_blank"><img class="aligncenter" title="smartKPIs.com" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<p style="text-align: justify;">Registered members of the <strong><a title="smartKPIs.com" href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 6600 performance measures documented and published</strong> in the online repository. The smartKPIs.com research team focused over the last few days on publishing examples from the Supply Chain, Procurement, Sales &amp; Customer Service, Information Technology and  Human Resources functional areas. Examples  from the Education &amp; Training, Professional Services and Healthcare industries were also added.</p>
<p style="text-align: justify;"><!--more-->The functional areas with the highest number of KPI examples are:</p>

<ul style="text-align: justify;">
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (559)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (384)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resources (384)</a></li>
	<li><a title="Sales &amp; Customer Service" href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (270)</a></li>
	<li><a title="Knowledge and Innovation" href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (193)</a></li>
	<li><a title="Marketing &amp; Communications" href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (180)</a></li>
</ul>
<p style="text-align: justify;">The industries with the highest number of documented performance measures are:</p>

<ul style="text-align: justify;">
	<li><a title="Government - Local" href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (632)</a></li>
	<li><a title="Government - State / Federal" href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (551)</a></li>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (280)</a></li>
	<li><a title="Utilities" href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (272)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">Healthcare (239)</a></li>
	<li><a title="Agriculture" href="http://www.smartkpis.com/kpi/industries/agriculture/" target="_blank">Agriculture (206)</a></li>
</ul>
<p style="text-align: justify;">Example of a documented performance indicator: <a title="% Unscheduled absence breakdown" href="http://www.smartkpis.com/kpi-key-performance-indicator/unscheduled-absence-breakdown-1953.html" target="_blank">% Unscheduled absence breakdown</a>.</p>

<h3 style="text-align: justify;">smartKPIs Premium</h3>
<p style="text-align: justify;">The <em><strong>'</strong></em><a title="smartKPIs Premium" href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>gold standard</strong></em></a>' in KPI documentation is now available on smartkpis.com. At the core of <a title="smartKPIs Premium" href="http://www.smartkpis.com/premium.html" target="_blank"><strong><em>smartKPIs Premium</em></strong></a> is a  set of  <strong>over 1,200 KPI examples preselected </strong>by the eab group’s research team as  the most relevant for  practice across functional areas and industries.  These were thoroughly  documented in over 30 fields, 3 times more than  the standard used for most  other KPIs.</p>
<p style="text-align: justify;">Example of a performance measure that was documented for <a title="smartKPIs Premium" href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>smartKPIs Premium</strong></em></a> section: <a title="# National examination score" href="http://www.smartkpis.com/kpi-key-performance-indicator/national-examination-score-4494.html" target="_blank"># National examination score</a>.</p>

<h3 style="text-align: justify;">Registered member experience on <a title="www.smartKPIs.com" href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul style="text-align: justify;">
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a title="Resources section" href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a title="Browse KPIs section" href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a title="My KPIs section" href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a title="Submit KPIs section" href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li style="text-align: justify;"><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a title="KPI description page" href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a title="smartKPIs Answers" href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a title="smartKPIs Forum" href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden; text-align: justify;">registered members</div>]]></content:encoded>
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<wp:post_id>8999</wp:post_id>
<wp:post_date>2011-08-05 02:12:55</wp:post_date>
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<title>Advice on KPI selection</title>
<link>http://www.smartkpis.com/blog/advice-on-kpi-selection/</link>
<pubDate>Sat, 06 Aug 2011 02:55:38 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

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		<category domain="tag"><![CDATA[KPI Selection]]></category>

		<category domain="tag" nicename="kpi-selection"><![CDATA[KPI Selection]]></category>

		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9181</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 43/2011</span></h2>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg"><img class="alignright size-full wp-image-4503" title="Aurel Brudan - Performance Architect - smartkpis.com - 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg" width="160" height="238" /></a>Selecting KPIs is a process which seems simple, yet is inherently complex, due to the interdependencies involved. Here are 15 things to consider before embarking on this journey.
<ol>
	<li><strong>Review existing internal reports and support documents at the beginning of the KPI selection exercise. </strong>These may include previous business / strategy plans, annual reports, performance reports and other documentation that relates to performance management, measurement and benchmarking.<strong>
</strong></li>
	<li><strong>Use external lists of examples and other secondary documentation to inform and support KPI selection. </strong>It is always a good idea to begin a journey having the end in mind. Reviewing KPI examples used in the industry or functional area, by competitors or other organizations provides context around what is in used in practice by others and improves understanding around the desired output.</li>
	<li><strong>Engage internal stakeholders in the process of KPI selection through interactive workshops. </strong>KPI selection is not a desk exercise. It is an opportunity to communicate and learn, hence an open discussion in a workshop format is a better approach for enabling not only KPI selection, but also understanding and ownership. <strong> </strong></li>
	<li><strong>Calibrate KPI selection around business objectives and value drivers. </strong>KPIs are not used in isolation. They are just one component of the value creation chain and of the performance management system. A simple way to position them is al links between business objectives and related organizational initiatives.</li>
	<li><strong>Select KPIs based on the realities of organizational activity and environment. </strong>Each organization is different, operating in different environments, with different guiding principles. Hence the KPIs used need to reflect the specifics of each organization first and industry/functional area characteristics second.</li>
	<li><strong><!--more-->Maintain a centralized catalogue of KPIs for the entire organization. </strong>Structuring KPI documentation in a central repository facilitates their understanding and usage in a similar way across the organization, growing the know-how and facilitating KPI selection and usage on an ongoing basis.</li>
	<li><strong>Understand the difference between input, process, output and outcome KPIs. </strong>This value creation sequence is essential in facilitating the understanding of KPIs in the context of the value added by the process/activity they are related to. It is an essential mapping technique that facilitates KPI selection.</li>
	<li><strong>Don't hesitate in changing KPIs in scorecards and dashboards. KPIs should reflect activity and activity should adapt to a changing environment. </strong>The use of KPIs should be fluid and flexible, reflecting the change in business priorities as a result of the change in the operating environment.</li>
	<li><strong>Review KPI relevance regularly. If new KPIs are required, they can be established at any time. </strong>An essential aspect of double loop learning. Using KPIs is not only about achieving set targets and objectives, but also about ensuring the objectives and targets were the right ones to be set in the first place and the KPIs used to track their achievement were the appropriate ones.</li>
	<li><strong>KPI selection and target setting should be done in accordance with organizational maturity and direction. </strong>There is no one size fits all approach when it comes to using KPIs. As strategies vary from one organization to another, the use of KPIs also varies.</li>
	<li><strong>Project milestones are not KPIs. </strong>Understanding the difference between what is and what is not a KPI is a prerequisite of successful KPI selection.</li>
	<li><strong>Targets are not KPIs. </strong>Understanding the anatomy of a KPI is essential in KPI selection and usage.</li>
	<li><strong>Some things are not worth measuring. For example measuring love might not be such a good idea. </strong>Not everything that can be measured should be measured with KPIs.</li>
	<li><strong>Some things are too difficult to measure. For example cuteness. </strong>The "measuring everything that moves' mentality should be avoided.</li>
	<li><strong>Eliminate or replace inactive KPIs with simpler, yet measurable ones. </strong>Using some KPIs may have seemed a good idea at the time of their selection, however if measuring them proves to be too costly or time consuming, they should be replaced. An active KPI is better than an inactive KPI.</li>
</ol>
&nbsp;

Aurel Brudan
<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>]]></content:encoded>
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<wp:post_id>9181</wp:post_id>
<wp:post_date>2011-08-06 13:55:38</wp:post_date>
<wp:post_date_gmt>2011-08-06 02:55:38</wp:post_date_gmt>
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<title>UK labour market trends</title>
<link>http://www.smartkpis.com/blog/uk-labour-market-trends/</link>
<pubDate>Sun, 07 Aug 2011 15:14:29 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Jobs]]></category>

		<category domain="category" nicename="jobs"><![CDATA[Jobs]]></category>

		<category domain="tag"><![CDATA[employment]]></category>

		<category domain="tag" nicename="employment"><![CDATA[employment]]></category>

		<category domain="tag"><![CDATA[KPMG]]></category>

		<category domain="tag" nicename="kpmg"><![CDATA[KPMG]]></category>

		<category domain="tag"><![CDATA[permanent placements]]></category>

		<category domain="tag" nicename="permanent-placements"><![CDATA[permanent placements]]></category>

		<category domain="tag"><![CDATA[rate]]></category>

		<category domain="tag" nicename="rate"><![CDATA[rate]]></category>

		<category domain="tag"><![CDATA[Recruitment and Employment Confederation]]></category>

		<category domain="tag" nicename="recruitment-and-employment-confederation"><![CDATA[Recruitment and Employment Confederation]]></category>

		<category domain="tag"><![CDATA[recruitment KPIs]]></category>

		<category domain="tag" nicename="recruitment-kpis"><![CDATA[recruitment KPIs]]></category>

		<category domain="tag"><![CDATA[temporary appointments]]></category>

		<category domain="tag" nicename="temporary-appointments"><![CDATA[temporary appointments]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

		<category domain="tag"><![CDATA[UK labour market]]></category>

		<category domain="tag" nicename="uk-labour-market"><![CDATA[UK labour market]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=8977</guid>
<description></description>
<content:encoded><![CDATA[The <em>Report on Jobs,</em> published by the Recruitment and Employment Confederation (REC) and KPMG in June 2011, indicates that the permanent placements on the UK labour market rose at the weakest rate for almost two years.

<strong>The key points </strong>of the <em>Report on Jobs </em>(REC &amp; KPMG, 2011) highlights:
<ul>
	<li><strong>Slower growth of both permanent and temporary appointments</strong> - Permanent staff vacancies rose at the slowest pace in six months, while short-term staff vacancies increased at the weakest rate since November 2010;</li>
</ul>
<p style="text-align: center;"><img class="aligncenter" title="Staff Appointment via Recruitment Consultancies" src="http://www.kpmg.com/UK/en/images1/RoJ-June-Appts.jpg" alt="" width="402" height="406" /><span style="color: #888888;">Source: REC &amp; KPMG (2011)</span></p>

<ul>
	<li><strong>Pay growth eased further</strong> - The rates of inflation of both permanent staff salaries and temporary/contract staff wages were only marginal. Recruitment consultants signaled a further weakening of pay pressures in June.<!--more--></li>
</ul>
<span style="color: #888888;"> </span>
<p style="text-align: center;"><img class="aligncenter" title="Pay Pressures" src="http://www.kpmg.com/UK/en/images1/RoJ-June-Pay.jpg" alt="" width="402" height="400" /><span style="color: #888888;">Source: REC &amp; KPMG (2011)</span></p>

<ul>
	<li><strong>Candidate availability  rate is rising - </strong>Faster rates of growth were recorded for both permanent and temporary/contract candidate availability.</li>
</ul>
For more recruitment KPIs visit:
<ul>
	<li><a href="http://www.smartkpis.com/premium/products/templates/industry/recruitment-agency-scorecard-72.html">Recruitment Agency Scorecard</a></li>
	<li><a href="http://www.smartkpis.com/premium/products/templates/industry/recruitment-agency-dashboard-73.html" target="_blank">Recruitment Agency Dashboard</a></li>
	<li><a href="http://www.smartkpis.com/premium/products/templates/industry/kpis-for-recruitment-agency-scorecard-75.html" target="_blank">KPIs for Recruitment Agency Scorecard</a></li>
	<li><a href="http://www.smartkpis.com/premium/products/templates/industry/kpis-for-recruitment-agency-dashboard-76.html" target="_blank">KPIs for Recruitment Agency Dashboard</a></li>
	<li><a href="http://www.smartkpis.com/premium/products/templates/industry/recruitment-agency-performance-management-system-toolkit-74.html" target="_blank">Recruitment Agency Performance Management System Toolkit</a></li>
</ul>
<strong>About <em>Report on Jobs</em></strong>

The<em> Report on Jobs</em> is a monthly publication produced by Markit on behalf of the Recruitment &amp; Employment Confederation and KPMG. The report features original survey data which provide the most up-to-date and comprehensive monthly picture of recruitment, employment and employee earnings trends available. The Report features original research data from Markit, collected via questionnaire from a panel of 400 UK recruitment and employment consultancies. All Index numbers are calculated from the percentages of respondents reporting an improvement, no change or decline. The indices used vary between 0 and 100 with reading of exactly 50.0 signalling no change on the previous month (REC &amp; KPMG, 2011).

<strong>Reference</strong>

Recruitment and Employment Confederation (REC) &amp; KPMG (2011), <em>Report on Jobs - Permanent placements rose at weakest rate for twenty-two months in June, </em>available at: <a href="http://www.kpmg.com/uk/en/issuesandinsights/articlespublications/newsreleases/pages/report-on-jobs-june.aspx" target="_blank">http://www.kpmg.com/uk/en/issuesandinsights/articlespublications/newsreleases/pages/report-on-jobs-june.aspx</a> (accessed 25 July 2011)]]></content:encoded>
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<wp:post_id>8977</wp:post_id>
<wp:post_date>2011-08-08 02:14:29</wp:post_date>
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<title>10 KPIs to Measure Your Social Media ROI</title>
<link>http://www.smartkpis.com/blog/10-kpis-to-measure-your-social-media-roi/</link>
<pubDate>Mon, 08 Aug 2011 15:23:40 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[ROI]]></category>

		<category domain="tag" nicename="roi"><![CDATA[ROI]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9011</guid>
<description></description>
<content:encoded><![CDATA[&nbsp;

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[caption id="attachment_9015" align="alignright" width="300"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-KPIs_social_media.jpg"><img class="size-medium wp-image-9015 " title="smartKPIs.com-KPIs_social_media" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-KPIs_social_media-300x187.jpg" width="300" height="187" /></a> Photo source: http://somnulescu.com[/caption]

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<strong> </strong><strong>Fact:</strong> businesses are concerned to measure their success in social media. The question is how they can do it.  So, how important is to have hundreds or thousands of “likes” if these “likes” fail to engage beyond their initial subscription? So, social media ROI should be based on “interaction and engagement” as primary goal, could be increase sales, share of voice, brand sentiment and many other things but, it’s also important to measure, monitor and compare with other investments in order to be sure that your money is spent wisely.

<!--more-->

<strong>How to calculate your Return on Investment:</strong>

ROI= [(Gain from Investment - Cost of Investment)/ Cost of Investment]*100

Another <a href="http://www.marketingmo.com/how-to-articles/marketing-metrics/how-to-calculate-roi/" target="_blank">two formulas</a> to calculate your profit are:
<ul>
	<li><a href="http://www.marketingmo.com/how-to-articles/marketing-metrics/how-to-calculate-roi/" target="_blank">Gross Profit</a> = Gross Revenue – Cost of Goods Sold [here's an article that shows you how to calculate COGS]</li>
	<li><a href="http://www.marketingmo.com/how-to-articles/marketing-metrics/how-to-calculate-roi/" target="_blank">Gross Profit</a> = Gross Revenue * Profit Margin (the % of your revenue that is actually profit)</li>
</ul>
<strong>There are a lot of things you can measure about you social media efforts. The social media ROI is calculated based on the return and the investment using several KPIs. We have compiled a list of 10 KPIs to help you:</strong>
<ul>
	<li><a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">% Conversion rate</a> - Measures the rate of visitors that take a certain desired action when visiting the website such as purchasing a product.</li>
	<li><a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank"># Visitors per conversion</a> - Measures the number of visitors who take a desired action on the website, such as downloading a file, making a purchase, donating money or signing for a cause.</li>
	<li><a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank"># New customer on first visit</a> ratio - Measures the likelihood of a new visitor becoming a new customer on their first visi (from social media vs. other channels).</li>
	<li><a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank"># Visitor recency</a> - Measures the amount of time that passes between sequential visits from the same visitor of the website.</li>
	<li><a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank"># Visitor loyalty and recency</a> - Measures the total number of site visitors who make constant and frequent visits on the site.</li>
	<li><a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank"># Stickiness</a> - Measures the attractiveness and quality of the site content by compiling a set of metrics such as frequency of visits, duration of visits and site reach.</li>
	<li><a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank"># Page depth</a> - Measures the number of pages that are viewed in average by site visitors during a session on the sit<em>e.</em></li>
	<li><a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">% Subscription rate</a> - Measures the percentage of visitors to the site who become registered users by subscribing in order to get access to additional content.</li>
	<li><a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">% Revenue from first time online customers</a> - Measures the revenue generated from first time customers out of the total revenue generated by the website customers.</li>
	<li><a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">% Revenue from repeat online customers</a> - Measures the revenue level generated from existing customers out of the total revenue generated by the website customers.</li>
</ul>
The social media return and ROI are key performance indicators (KPI) that together with other KPIs assist in making better business decisions

<strong>References:</strong>

Marketingmo (2011), How to calculate ROI, available at:   <a href="http://www.marketingmo.com/how-to-articles/marketing-metrics/how-to-calculate-roi/" target="_blank">http://www.marketingmo.com/how-to-articles/marketing-metrics/how-to-calculate-roi/</a> (accessed 09 August 2011)

DashThis (2011), Top 5 most used KPIs for lead generation, available at: <em><a href="http://www.facebook.com/note.php?note_id=149377595142853&amp;comments" target="_blank">http://www.facebook.com/note.php?note_id=149377595142853&amp;comments</a> </em>(accessed 09 August 2011)]]></content:encoded>
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<title>New smartKPIs.com Report Ranks the Top  Healthcare KPIs of 2010</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-healthcare-kpis-of-2010/</link>
<pubDate>Thu, 11 Aug 2011 15:28:57 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customized KPI library]]></category>

		<category domain="tag" nicename="customized-kpi-library"><![CDATA[Customized KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI example]]></category>

		<category domain="tag" nicename="kpi-example"><![CDATA[KPI example]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Top 25 Healthcare KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-healthcare-kpis-of-2010"><![CDATA[Top 25 Healthcare KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top Healthcare KPIs]]></category>

		<category domain="tag" nicename="top-healthcare-kpis"><![CDATA[Top Healthcare KPIs]]></category>

		<category domain="tag"><![CDATA[Top KPIs]]></category>

		<category domain="tag" nicename="top-kpis"><![CDATA[Top KPIs]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9047</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-Healthcare-KPIs-of-2010-reports-12-August-20111.jpg"><img class="alignright size-medium wp-image-9050" title="smartKPIs.com-Top-25-Healthcare-KPIs-of-2010-reports-12 August 2011" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-Healthcare-KPIs-of-2010-reports-12-August-20111-226x300.jpg" alt="" width="226" height="300" /></a>August 12, 2011, Melbourne, Australia – <em>smartKPIs.com, the world’s largest source of thoroughly documented Key Performance Indicator (KPI) examples announces that “Diagnosis and Treatment” and “Workload and Productivity” KPIs dominate the <a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-healthcare-kpis-of-2010-23.html" target="_blank">“Top 25 Healthcare KPIs of 2010”</a>. The report presents in detail KPIs such as: “% Hospital bed occupancy rate”, “# Average daily census” and “# Hospital-acquired infections”, among other KPI examples reviewed by the smartKPIs.com research team. “Top KPIs of 2010″ is a collection of research reports discussing the most popular KPIs of 2010 across functional areas and industries. smartKPIs.com is an expert in the field of performance management and measurement, researching the use of KPI based performance management systems in practice around the world.</em>

The “<a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-healthcare-kpis-of-2010-23.html" target="_blank"><em>Top 25 Healthcare KPIs of 2010</em></a>” report provides insights in the state of Healthcare performance measurement today by listing and analyzing the most visited KPIs on smartKPIs.com in 2010. It is part of the<em> “</em><a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><em>Top KPIs of 2010</em></a><em>” </em>series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. smartKPIs.com hosts the largest catalogue of thoroughly documented KPI examples available today and representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2010 provided a rich data set, which combined with further analysis from the editorial team, formed the basis of these research reports.

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Centered around the <a href="http://www.smartkpis.com/kpi/industries/government-state-federal/healthcare/" target="_blank">Healthcare KPIs</a> that in 2010 received the highest number of visits on smartKPIs.com, the <a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-healthcare-kpis-of-2010-23.html" target="_blank">“Top 25 Healthcare KPIs of 2010”</a> report contains in addition to KPI names, a detailed description of each KPI, as documented in smartKPIs Premium, the premium content section of smartKPIs.com. While dominated by Diagnosis and Treatment KPIs, the report the report also contains KPIs from categories such as Workload and Productivity, Length of Stay, Bed Management, as well as Financial Management and Customer Relations:
<ol>
	<li>% Hospital bed occupancy rate</li>
	<li># Average daily census</li>
	<li># Hospital-acquired infections</li>
	<li>% Surgical site infection rate</li>
	<li>% Inpatient mortality</li>
</ol>
The use of <a href="http://www.smartkpis.com/kpi_examples_in_practice/industries/healthcare/" target="_blank">KPIs in the Healthcare industry</a> continues in grow in popularity, driven by increasing pressure on medical facilities, the limited availability of trained professionals, budgetary restrictions and increase in professionalization of hospital management. The building blocks of healthcare institutions: tools, people and processes are an ideal environment for performance measurement initiatives due to the readiness of data and interes in continuous improvement.

<em>“The <a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-healthcare-kpis-of-2010-23.html" target="_blank">Top 25 Healthcare KPIs</a> of 2010 report is a synthesis of what smartKPIs.com is all about: it forms an overview of how Healthcare KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team.<strong> </strong>By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization.”</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.

<strong>About smartKPIs.com</strong>
<a href="../../" target="_blank">http://www.smartkpis.com</a> is the leading online platform for performance management knowledge integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories. smartKPIs.com is operated by eab group, an innovative research driven provider of integrated performance management solutions, based in Melbourne, Australia.

<strong>Media contact </strong>

Anita Liang, eab group, Tel: +61 3 9670 2979, Email: <a href="mailto:jessie.zhang@smartKPIs.com">anita.liang@smartKPIs.com</a>]]></content:encoded>
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<wp:post_id>9047</wp:post_id>
<wp:post_date>2011-08-12 02:28:57</wp:post_date>
<wp:post_date_gmt>2011-08-11 15:28:57</wp:post_date_gmt>
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<title>Advice on KPI documentation and configuration</title>
<link>http://www.smartkpis.com/blog/advice-on-kpi-documentation-and-configuration/</link>
<pubDate>Sat, 13 Aug 2011 03:09:28 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

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		<category domain="tag"><![CDATA[Performance Architect Update]]></category>

		<category domain="tag" nicename="performance-architect-update"><![CDATA[Performance Architect Update]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9177</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 44/2011</span></h2>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg"><img class="alignright size-full wp-image-4503" title="Aurel Brudan - Performance Architect - smartkpis.com - 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg" width="160" height="238" /></a>Configuring KPIs following their selection is represented by the documentation of the complete set of relevant details for each KPI and the activation of KPIs so that data can be reported and analyzed.
<ol>
	<li><strong>Link KPIs upstream with business objectives and downstream with organizational initiatives.</strong> KPIs should be connected to organizational objective as they make objectives SMART. Initiatives should be establish to support the achievement of objectives by improving KPI results.<strong>
</strong></li>
	<li><strong>Assign a data custodian responsible for gathering measurement data for the KPI. </strong>Data gathering for each KPI requires clarity and ownership. Having a responsible for collecting KPI data is a management approach to ensure accountability with data being available for analysis on time.</li>
	<li><strong>Assign a KPI owner responsible for the achievement of the desired results. </strong>Each KPI should have a manager allocated as its owner, to ensure responsibility regarding its analysis, results and improvement options.</li>
	<li><strong>Avoid tunnel KPI definitions – repeating the KPI name in the definition doesn’t add value. </strong>Good practice in working with KPIs requires thorough documentation of what they reprezent. Proper KPI definitions should go beyond repeating the KPI name, by providing a plain English explanation of what the KPI is about.</li>
	<li><strong>Categorize KPIs by their reporting status - active = data is tracked, inactive = data not available. </strong>Activating KPIs is the process of moving a KPI status from inactive, when the data is not available to active, when data is reported and a clear process is in place for doing so on a regular basis.</li>
	<li><strong><!--more-->Clearly identify the unit type, most of the time % (percentage), # (number) and $ (dollar value). </strong>KPIs being measurable entities, they have an associated unit type. To simplify communication, the symbol should be used instead of the word expressing it.</li>
	<li><strong>Data accuracy for each KPI should be evaluated as low, medium and high and treated as such. </strong><strong> </strong>Not all KPIs have the same data reliability. Survey based KPIs are always going to be less reliable compared to revenue KPIs, due to objectivity issues. Other aspects to be considered are data automation and auditing.</li>
	<li><strong>Determine the frequency of data generation and the frequency of reporting for each KPI. </strong>Data for some KPIs, such as '<em># Website visits</em>' can be easily gathered on a daily basis. For other KPIs, such as '<em>% Employee engagement</em>', data gathering requires considerable costs and efforts, impacting a large number of staff. The frequency of reporting is influence by factors such as cost, efforts and technical complexity.</li>
	<li><strong>Develop a customized KPI documentation form that contains the relevant details describing the KPI. </strong><strong> </strong>Documenting KPIs can be easily done in a template that structures the main description fields considered relevant for the organization. smartKPIs.com contains such a model that can be customized at organizational level.</li>
	<li><strong>Document if the trend is good when increasing, decreasing or when data is within a range. </strong>For some KPIs the results are good when they are decreasing from a period to another - for example <em>'# Customer complaints'.</em> For others, such as '<em>$ Revenues</em>', the results are good when increasing, while in the case of '<em>% Budget variance</em>', the results are good when within a specific range.</li>
	<li><strong>Document where the reporting data for each KPI is sourced from and who produces it. </strong>Understanding a KPI relies on having a clear understanding of the data behind it and its source.</li>
	<li><strong>Don't worry too much about a KPI being leading or lagging. Differentiating between the two is debatable and confusing. </strong>What is considered a leading KPI for some is a lagging KPI for others. As agreement around this differentiation is oftentimes difficult to achieve, it is secondary in importance and impact.</li>
	<li><strong>Ensure each KPI is clearly explained in a definition and has a purpose for usage. </strong>The separation between definition and purpose is essential. The purpose expresses the reason for using the KPI and is one of the key components of the documentation form.</li>
	<li><strong>KISS - keep it short and simple: Use the # and % symbol to replace "<em>number</em>" and "<em>percentage</em>" in KPI names. </strong>Standardizing KPI names and shortening them supports communication and enables clear data visualization of KPIs in dashboard and scorecards.</li>
	<li><strong>Simplify KPI names by eliminating the word "of". As a "common denominator" it can be cut from the name.</strong> KPIs are analytical in nature and where possible, their names should be as concise as possible. Definitions, calculation and purpose fields provide context and can be more wordy.</li>
</ol>
Aurel Brudan
<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>]]></content:encoded>
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<title>National scorecards for the health system - U.S. Case study</title>
<link>http://www.smartkpis.com/blog/national-scorecards-for-the-health-system-u-s-case-study/</link>
<pubDate>Mon, 15 Aug 2011 08:19:48 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9008</guid>
<description></description>
<content:encoded><![CDATA[One of the most comprehensive means of measuring and monitoring healthcare outcomes, quality, access, efficiency, and equity in the United States was designed in 2006 and updated in 2008, known as the <em>National Scorecard on U.S. Health System Performance</em>.

The scorecard contains 37 core Key Performance Indicators grouped in five dimensions of health system performance: healthy lives, quality, access, efficiency, and equity. U.S. average performance is compared with benchmarks drawn from the top 10 percent of U.S. states, regions, health plans, hospitals, or other providers or top-performing countries (The Commonwealth Fund Commission on a High Performance Health System, 2008).<!--more-->
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/National_Scorecard_US_Health_System_Performance_2008.jpg"><img class="aligncenter  wp-image-9040" title="National_Scorecard_US_Health_System_Performance_2008" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/National_Scorecard_US_Health_System_Performance_2008.jpg" width="634" height="855" /></a></p>
<p style="text-align: center;"><span style="color: #888888;">Source: The Commonwealth Fund Commission on a High Performance Health System (2008)</span></p>
In 2011, The Commonwealth Fund published a new national scorecard dedicated to Child Health System: The <em>State Scorecard on Child Health System Performance, 2011,</em> that examines states’ performance on 20 key indicators of children’s health care access, affordability of care, prevention and treatment, the potential to lead healthy lives, and health system equity.<!--more-->
<p style="text-align: center;"><img class="aligncenter" title="Indicators of State Child Health System Performance" alt="" src="http://www.commonwealthfund.org/Publications/Fund-Reports/2011/Feb/~/media/Images/Publications/Fund%20Report/2011/Child%20Health/Child%20health%20ex%201.gif" width="560" height="722" /><span style="color: #888888;">Source: How<em> et al. </em>(2011)</span></p>
Both scorecards used for monitoring and managing performance within the health system provide a framework to take stock of where the healthcare stands and what could be gained by reaching and raising benchmark performance levels.

<strong>References</strong>

The Commonwealth Fund Commission on a High Performance Health System (2008), <em>Why Not the Best? Results from the National Scorecard on U.S. Health System Performance, 2008, </em>available at:<a href="http://www.commonwealthfund.org/Publications/Fund-Reports/2008/Jul/Why-Not-the-Best--Results-from-the-National-Scorecard-on-U-S--Health-System-Performance--2008.aspx" target="_blank"> http://www.commonwealthfund.org/Publications/Fund-Reports/2008/Jul/Why-Not-the-Best--Results-from-the-National-Scorecard-on-U-S--Health-System-Performance--2008.aspx</a> (accessed 8 August 2011)

How <em>et al.</em> (2011), <em>Securing a Healthy Future: The Commonwealth Fund State Scorecard on Child Health System Performance</em>, available at: <a href="http://www.commonwealthfund.org/Publications/Fund-Reports/2011/Feb/State-Scorecard-Child-Health.aspx?page=1" target="_blank">http://www.commonwealthfund.org/Publications/Fund-Reports/2011/Feb/State-Scorecard-Child-Health.aspx?page=1</a> (accessed 8 August 2011)]]></content:encoded>
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<title>It is time to reinvent management - You can help</title>
<link>http://www.smartkpis.com/blog/it-is-time-to-reinvent-management-you-can-help/</link>
<pubDate>Thu, 18 Aug 2011 03:07:24 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9189</guid>
<description></description>
<content:encoded><![CDATA[<h2><span style="color: #008000;">smartKPIs.com Performance Architect update 45/2011</span></h2>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg"><img class="alignright size-full wp-image-4503" title="Aurel Brudan - Performance Architect - smartkpis.com - 2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Performance-Architect-smartkpis.com-2010.jpg" width="160" height="238" /></a>

An interesting question I came across this week got me thinking. The question, rather rhetorical was along the lines of: "Why follow some model developed by a consultant when hundreds of smart people from hundreds of companies have spend tens of years developing and refining models line Baldrige and EFQM?"

The long answer to such a question, from my perspective is the following:
<ul>
	<li>For the same reason the several of the dozen companies involved in the Nolan Norton Institute study experimented in 1990 with Balanced Scorecard prototypes expanded from Art Schneiderman's original "<a href="../2011/06/10/balanced-scorecard-origins-and-evolution/" target="_blank">Corporate Scorecard</a>" piloted at Analog Devices. It is a classic tale of practitioner insight, mixed with academic rigour and consulting acumen and embraced by organizations willing to innovate while contributing to the enrichment of management as a discipline. (Details in the preface of <a href="http://books.google.com/books?id=mRHC5kHXczEC&amp;dq=kaplan%20and%20norton%20balanced%20scorecard%201996&amp;source=gbs_similarbooks" target="_blank">Kaplan and Norton's 1996 book</a>.)</li>
</ul>
<ul>
	<li>For the same reason Motorola's CEO Bob Galvin embraced in 1985 the quality improvement ideas expressed in a research report by two of its employees: Mikel Harry, PhD. (academic rigour) and <a href="http://www.sixsigmainstitute.com/sixsigma/index_6sigma.shtml" target="_blank">Bill Smith</a> (practitioner insight, with 35 years of experience in engineering and quality assurance). Their proposed MAIC problem-solving approach became a stepping stone in <a href="http://www.pqa.net/ProdServices/sixsigma/W06002009.html" target="_blank">the evolution of  Six Sigma</a>. The D was added by IBM and other early adopters after <a href="https://secure.asq.org/perl/msg.pl/pub/sixsigma/past/vol2_issue4/ssfmv2i4folaron.pdf" target="_blank">Motorola winning the Baldrige Award in 1988</a>.</li>
</ul>
<ul>
	<li>For the same reason why after being presented in an efficiency report to the Executive Committee, <a href="http://www2.dupont.com/Heritage/en_US/related_topics/donaldson_brown.html" target="_blank">Donaldson Brown's return on investment formula was adopted by Du Pont</a> in 1912. Brown was a 27 years old engineering graduate at the time. The subsequent work done by Brown at Du Pont and General Motors is legendary, with many cost accounting techniques and principles such as Return on Investment, Return on Equity, Forecasting and Flexible being established and used in a corporate context. They were gradually adopted by corporate America and grew to became part of the financial fabric of today's corporate environment.</li>
</ul>
<!--more-->The short answer to the question is innovation and progress. Management is constructivist in nature. It is based on innovative ideas being proposed, tested and followed as they prove their value.

My 15 years of work as a management practitioner and consultant and 6 years of academic research offered me the opportunity to analyze plenty of models, frameworks, methodologies and abstract concepts. Some of them are puerile, some of them make sense to me, some of them don't make sense to me, but make sense to others, many of them are trademarked in an effort to protect and monetize and lots of good work is inaccessible to many due to it being published in academic journals. My advice to anyone, be it consultant, researcher or practitioner is to never stop learning and exploring with an open mind. Great management concepts do not emerge overnight. Over time, some ideas lead to others, some impractical tools had some good points that inspired new hybrids, many organizations had the courage to support innovative staff members and consultant promoted prototypes and great things happened.

Then again, we have the option to put blinkers on and follow industry standards, widely recognized methodologies and popular management tools. That is perfectly fine, too. I myself hold a TOGAF certification (Enterprise Architecture) and I am an PRINCE2 certified practitioner (Project Management). That didn't stop me to learn about and use components of the Zachman Framework, DODAF, FEAF (Enterprise Architecture), as well as PMBOK and other hybrid project management concepts. I enjoy exploring and generating my own taxonomies, typologies and conceptual systems.

Earlier this year, Gary Hamel launched a call for Management 2.0 in his blog posts: <a href="http://www.aurelbrudan.com/2011/08/18/smartkpiscom-performance-architect-update-452011/" target="_blank">Inventing Management 2.0</a> and <a href="http://www.aurelbrudan.com/" target="_blank">Improving our capacity to manage</a>. The movement is already gaining traction at: <a href="http://www.managementexchange.com/" target="_blank">The Management Innovation eXchange (MIX)</a> and is supported by academic institutions (i.e London Business School), Industry Organizations (i.e. Dell, National Australia Bank) and research drive consulting companies (i.e. McKinsey&amp;Company and Gartner). In my opinion, such a triumvirate is essential for progressing administrative science theory and practice.

Gary Hamel's answer to the above question would probably be: It's time to reinvent management. You can help.

&nbsp;

Aurel Brudan
<strong>Performance Architect,</strong>
<strong><a href="../../" target="_blank">www.smartKPIs.com</a></strong>]]></content:encoded>
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<title>New smartKPIs.com Report Ranks the Top Restaurant KPIs of 2010</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-restaurant-kpis-of-2010/</link>
<pubDate>Tue, 23 Aug 2011 10:52:11 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

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		<category domain="tag"><![CDATA[Top 25 Restaurant KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-restaurant-kpis-of-2010"><![CDATA[Top 25 Restaurant KPIs of 2010]]></category>

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		<category domain="tag"><![CDATA[Top Restaurant KPIs]]></category>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9065</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-Restaurant-KPIs-of-2010-report-2011.png"><img class="alignright size-medium wp-image-9069" title="smartKPIs.com-Top-25-Restaurant-KPIs-of-2010-report-2011" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-Restaurant-KPIs-of-2010-report-2011-226x300.png" alt="" width="226" height="300" /></a>August 24, 2011, Melbourne, Australia – <em><a href="../../">smartKPIs.com</a>, the world’s largest source of thoroughly documented Key Performance Indicator (KPI) examples announces that Occupancy and Service KPIs dominate the “<a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-restaurant-kpis-of-2010-24.html" target="_blank">Top 25 Restaurant KPIs of 2010</a>”. The report presents in detail KPIs such as: “$ Revenue per available seat hour (RevPASH)”, “% Canceled reservations” and “# Complaints per restaurant order”, among other KPI examples reviewed by the smartKPIs.com research team. “Top KPIs of 2010″ is a collection of research reports discussing the most popular KPIs of 2010 across functional areas and industries. smartKPIs.com is an expert in the field of performance management and measurement, researching the use of KPI based performance management systems in practice around the world.</em>

The “<a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-restaurant-kpis-of-2010-24.html" target="_blank"><em>Top 25 Restaurant KPIs of 2010</em></a>” report provides insights in the state of restaurant performance measurement today by listing and analyzing the most visited KPIs on smartKPIs.com in 2010. It is part of the<em> “</em><a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><em>Top KPIs of 2010</em></a><em>” </em>series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. smartKPIs.com hosts the largest catalogue of thoroughly documented KPI examples available today and representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2010 provided a rich data set, which combined with further analysis from the editorial team, formed the basis of these research reports.<!--more-->

A <a href="../../key-performance-indicator-KPI">KPI</a> is a selected indicator considered key for monitoring the performance of a strategic objective, outcome, or key result area important to the success of an activity and growth of the organization overall.

Centered around the Restaurant KPIs that in 2010 received the highest number of visits on smartKPIs.com, the “<a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-restaurant-kpis-of-2010-24.html" target="_blank">Top 25 Restaurant KPIs of 2010</a>” report contains in addition to KPI names, a detailed description of each KPI. While dominated by Occupancy and Service KPIs, other popular examples come from areas such as Revenue, Customer feedback, Quality compliance and Cost management:
<ol>
	<li>$ Revenue per available seat hour (RevPASH)</li>
	<li>% Canceled reservations</li>
	<li># Complaints per restaurant order</li>
	<li>% Positive feedback from guests</li>
	<li>% Reserved tables</li>
</ol>
<em>“The <a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-restaurant-kpis-of-2010-24.html" target="_blank">Top 25 Restaurant KPIs of 2010 report</a> is a synthesis of what smartKPIs.com is all about: it forms an overview of how Restaurant KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team.<strong> </strong>By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization.”</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.

<strong>About smartKPIs.com</strong>
<a href="http://www.smartkpis.com" target="_blank">http://www.smartkpis.com</a> is the leading online platform for performance management knowledge integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories. smartKPIs.com is operated by eab group, an innovative research driven provider of integrated performance management solutions, based in Melbourne, Australia.

<strong>Media contact </strong>

Anita Liang, eab group, Tel: +61 3 9670 2979, Email: <a href="mailto:jessie.zhang@smartKPIs.com">anita.liang@smartKPIs.com</a>]]></content:encoded>
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<title>New smartKPIs.com Report Ranks the Top Business Consulting KPIs of 2010</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-business-consulting-kpis-of-2010/</link>
<pubDate>Wed, 24 Aug 2011 02:21:25 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

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		<category domain="tag"><![CDATA[Top 25 Business Consulting KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-business-consulting-kpis-of-2010"><![CDATA[Top 25 Business Consulting KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top Business Consulting KPIs]]></category>

		<category domain="tag" nicename="top-business-consulting-kpis"><![CDATA[Top Business Consulting KPIs]]></category>

		<category domain="tag"><![CDATA[Top KPIs]]></category>

		<category domain="tag" nicename="top-kpis"><![CDATA[Top KPIs]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9071</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-Business-Consulting-KPIs-of-2010-report-20111.png"><img class="alignright size-medium wp-image-9074" title="smartKPIs.com-Top-25-Business-Consulting-KPIs-of-2010-report-2011" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-Business-Consulting-KPIs-of-2010-report-20111-226x300.png" alt="" width="226" height="300" /></a>August 25, 2011, Melbourne, Australia – <a href="http://www.smartkpis.com" target="_blank"><em>smartKPIs.com</em></a><em>, the world’s largest source of thoroughly documented Key Performance Indicator (KPI) examples announces that Revenue and Positioning KPIs dominate the “</em><a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-business-consulting-kpis-of-2010-26.html" target="_blank"><em>Top 25 Business Consulting KPIs of 2010</em></a><em>”. The report presents in detail KPIs such as: “% Realization rate”, “# Labor multiplier” and “% Chargeable ratio”, among other KPI examples reviewed by the smartKPIs.com research team. “Top KPIs of 2010″ is a collection of research reports discussing the most popular KPIs of 2010 across functional areas and industries. smartKPIs.com is an expert in the field of performance management and measurement, researching the use of KPI based performance management systems in practice around the world.</em>

The “<a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-business-consulting-kpis-of-2010-26.html" target="_blank"><em>Top 25 Business Consulting KPIs of 2010</em></a>” report provides insights in the state of Business Consulting performance measurement today by listing and analyzing the most visited KPIs on smartKPIs.com in 2010. It is part of the<em> “</em><a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><em>Top KPIs of 2010</em></a><em>” </em>series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. smartKPIs.com hosts the largest catalogue of thoroughly documented KPI examples available today and representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2010 provided a rich data set, which combined with further analysis from the editorial team, formed the basis of these research reports.<!--more-->

In recent times, the Business Consulting industry has witnessed periods of market volatility, as a result of the changing economic conditions that marked businesses in many other industries. In this context, measuring and managing performance becomes integral to being viable and the use of KPIs in the professional services sector a key ingredient to sustainable growth. A <a href="http://www.smartkpis.com/key-performance-indicator-KPI" target="_blank">KPI</a> is a selected indicator considered key for monitoring the performance of a strategic objective, outcome, or key result area important to the success of an activity and growth of the organization overall.

Centered around the Business Consulting KPIs that in 2010 received the highest number of visits on smartKPIs.com, the “<a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-business-consulting-kpis-of-2010-26.html" target="_blank">Top 25 Business Consulting KPIs of 2010</a>” report contains in addition to KPI names, a detailed description of each KPI. While dominated by Occupancy and Service KPIs, other popular examples come from areas such as Revenue, Customer feedback, Quality compliance and Cost management:
<ol>
	<li>% Realization rate</li>
	<li># Labor multiplier</li>
	<li>% Chargeable ratio</li>
	<li>% Employee utilization rate</li>
	<li>$ Cost of services delivered</li>
</ol>
<em>“The </em><a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-business-consulting-kpis-of-2010-26.html" target="_blank"><em>Top 25 Business Consulting KPIs of 2010 report</em></a><em> is a synthesis of what smartKPIs.com is all about: it forms an overview of how Business Consulting KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team.<strong> </strong>By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization.”</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.

<strong>About smartKPIs.com</strong>

<a href="http://www.smartkpis.com" target="_blank">http://www.smartkpis.com</a> is the leading online platform for performance management knowledge integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories. smartKPIs.com is operated by eab group, an innovative research driven provider of integrated performance management solutions, based in Melbourne, Australia.

<strong>Media contact </strong>

Anita Liang, eab group, Tel: +61 3 9670 2979, Email: <a href="mailto:anita.liang@smartKPIs.com">anita.liang@smartKPIs.com</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9071</wp:post_id>
<wp:post_date>2011-08-24 13:21:25</wp:post_date>
<wp:post_date_gmt>2011-08-24 02:21:25</wp:post_date_gmt>
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<title>New smartKPIs.com Report Ranks the Top Academic Education KPIs of 2010</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-academic-education-kpis-of-2010/</link>
<pubDate>Wed, 24 Aug 2011 14:23:55 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customized KPI library]]></category>

		<category domain="tag" nicename="customized-kpi-library"><![CDATA[Customized KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

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		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

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		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

		<category domain="tag"><![CDATA[Top 25 Academic Education KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-academic-education-kpis-of-2010"><![CDATA[Top 25 Academic Education KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top KPIs]]></category>

		<category domain="tag" nicename="top-kpis"><![CDATA[Top KPIs]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9091</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-academic-education-kpis-of-2010-20.html"><img class="alignright size-medium wp-image-9092" title="smartKPIs.com-Top-25-Academic-Education-KPIs-of-2010-report-2011" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-Academic-Education-KPIs-of-2010-report-2011-226x300.png" alt="" width="226" height="300" /></a>August 25, 2011, Melbourne, Australia – <em><a href="http://www.smartkpis.com" target="_blank">smartKPIs.com</a>, the world’s largest source of thoroughly documented Key Performance Indicator (KPI) examples announces that Academic performance and Student experience KPIs dominate the “<a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-academic-education-kpis-of-2010-20.html" target="_blank">Top 25 Academic Education KPIs of 2010</a>”. The report presents in detail KPIs such as: “% Attendance rate per course”, “% Drop-out rate” and “# National examination score”, among other KPI examples reviewed by the smartKPIs.com research team. “Top KPIs of 2010″ is a collection of research reports discussing the most popular KPIs of 2010 across functional areas and industries. smartKPIs.com is an expert in the field of performance management and measurement, researching the use of KPI based performance management systems in practice around the world.</em>

The “<a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-academic-education-kpis-of-2010-20.html" target="_blank"><em>Top 25 Academic Education KPIs of 2010</em></a>” report provides insights in the state of Academic Education performance measurement today by listing and analyzing the most visited KPIs on smartKPIs.com in 2010. It is part of the<em> “</em><a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><em>Top KPIs of 2010</em></a><em>” </em>series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. smartKPIs.com hosts the largest catalogue of thoroughly documented KPI examples available today and representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2010 provided a rich data set, which combined with further analysis from the editorial team, formed the basis of these research reports.<!--more-->

Key Performance Indicators (KPIs) represent today an integral part of management systems across organizational levels, as they are used at organizational, departmental and individual level. Academic education institutions represent an ideal environment for performance measurement initiatives due to the readiness of data and interest in optimization at both human and systemic levels.

Centered around the Academic Education KPIs that in 2010 received the highest number of visits on smartKPIs.com, the <em>Top 25 Academic Education KPIs of 2010</em> report contains in addition to KPI names, a detailed description of each KPI, as documented in <em>smartKPIs Premium</em> and other relevant content. While dominated by academic performance and student experience KPIs, other popular KPI examples come from categories such as administration, entrance and study help:
<ol>
	<li>% Attendance rate per course</li>
	<li>% Drop-out rate</li>
	<li># National examination score</li>
	<li>% Student acceptance rate</li>
	<li>% Graduation rate</li>
</ol>
<em>“The <a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-academic-education-kpis-of-2010-20.html" target="_blank">Top 25 Academic Education KPIs of 2010 report</a> is a synthesis of what smartKPIs.com is all about: it forms an overview of how Academic Education KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team.<strong> </strong>By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization.”</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.

<strong>About smartKPIs.com</strong>
<a href="http://www.smartkpis.com" target="_blank">http://www.smartkpis.com</a> is the leading online platform for performance management knowledge integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories. smartKPIs.com is operated by eab group, an innovative research driven provider of integrated performance management solutions, based in Melbourne, Australia.

<strong>Media contact </strong>

Anita Liang, eab group, Tel: +61 3 9670 2979, Email: <a href="mailto:jessie.zhang@smartKPIs.com">anita.liang@smartKPIs.com</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9091</wp:post_id>
<wp:post_date>2011-08-25 01:23:55</wp:post_date>
<wp:post_date_gmt>2011-08-24 14:23:55</wp:post_date_gmt>
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<title>Measuring the performance of world economies</title>
<link>http://www.smartkpis.com/blog/measuring-the-performance-of-world-economies/</link>
<pubDate>Thu, 25 Aug 2011 14:30:41 +0000</pubDate>
<dc:creator><![CDATA[Alexandra]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Economy]]></category>

		<category domain="tag" nicename="economy"><![CDATA[Economy]]></category>

		<category domain="tag"><![CDATA[GDP]]></category>

		<category domain="tag" nicename="gdp"><![CDATA[GDP]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[The Economist]]></category>

		<category domain="tag" nicename="the-economist"><![CDATA[The Economist]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9083</guid>
<description></description>
<content:encoded><![CDATA[The Economist analyzed in a recent article which economies have fared best and worst during the global financial crisis. The article highlights that the <em>real GDP</em> is no longer the best measure for comparing output, because of demographic changes. Canada, like the United States, has a fast-growing population, whereas the number of Germans and Japanese has started to shrink (The Economist, 2011).

The Economist considers the <em>Real GDP per head</em> to be a better measure in order to offer an accurate comparison among worldwide economies' performance.

<a href="http://media.economist.com/sites/default/files/imagecache/original-size/20110820_WOC435.gif"><img class="aligncenter" title="Real GDP per person" alt="" src="http://media.economist.com/sites/default/files/imagecache/original-size/20110820_WOC435.gif" width="595" height="744" /></a>

<strong>Reference</strong>

The Economist (2011),<em> Deep freeze</em>, available at: <a href="http://www.economist.com/blogs/dailychart/2011/08/gdp-recovery-recession" target="_blank">http://www.economist.com/blogs/dailychart/2011/08/gdp-recovery-recession</a> (accessed 23 August 2011)]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9083</wp:post_id>
<wp:post_date>2011-08-26 01:30:41</wp:post_date>
<wp:post_date_gmt>2011-08-25 14:30:41</wp:post_date_gmt>
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<title>New smartKPIs.com Report Ranks the Top State Government KPIs of 2010</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-state-government-kpis-of-2010/</link>
<pubDate>Fri, 26 Aug 2011 12:53:10 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

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		<category domain="tag" nicename="customized-kpi-library"><![CDATA[Customized KPI library]]></category>

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		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

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		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

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		<category domain="tag"><![CDATA[Top 25 State Government KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-state-government-kpis-of-2010"><![CDATA[Top 25 State Government KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top KPIs]]></category>

		<category domain="tag" nicename="top-kpis"><![CDATA[Top KPIs]]></category>

		<category domain="tag"><![CDATA[Top State Government KPIs]]></category>

		<category domain="tag" nicename="top-state-government-kpis"><![CDATA[Top State Government KPIs]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9099</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-State-Gouvenment-KPIs-of-2010-reports-26-August-2011.png"><img class="alignright size-medium wp-image-9100" title="smartKPIs.com-Top-25-State-Gouvenment-KPIs-of-2010-reports-26 August 2011" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-State-Gouvenment-KPIs-of-2010-reports-26-August-2011-226x300.png" alt="" width="226" height="300" /></a>

August 29, 2011, Melbourne, Australia – <a href="http://www.smartkpis.com/" target="_blank"><em>smartKPIs.com</em></a><em>, the world’s largest source of thoroughly documented Key Performance Indicator (KPI) examples announces that Financial results and Transaction parameters KPIs dominate the “</em><a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-real-estate-transactions-kpis-of-2010-28.html" target="_blank"><em>Top 25 Real Estate Transactions KPIs of 2010</em></a><em>”. The report presents in detail KPIs such as: “# Apartment size”, “# Price-to-rent ratio” and “% Capitalization rate”, among other KPI examples reviewed by the smartKPIs.com research team. “Top KPIs of 2010″ is a collection of research reports discussing the most popular KPIs of 2010 across functional areas and industries. smartKPIs.com is an expert in the field of performance management and measurement, researching the use of KPI based performance management systems in practice around the world.</em>

The “<a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-real-estate-transactions-kpis-of-2010-28.html" target="_blank"><em>Top 25 Real Estate Transactions KPIs of 2010</em></a>” report provides insights in the state of public service performance measurement today by listing and analyzing the most visited KPIs on smartKPIs.com in 2010. It is part of the<em> “</em><a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><em>Top KPIs of 2010</em></a><em>” </em>series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. smartKPIs.com hosts the largest catalogue of thoroughly documented KPI examples available today and representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2010 provided a rich dataset, which combined with further analysis from the editorial team, formed the basis of these research reports.<!--more-->

A <a href="../../key-performance-indicator-KPI">KPI</a> is a selected indicator considered key for monitoring the performance of a strategic objective, outcome, or key result area important to the success of an activity and growth of the organization overall. KPIs are an integral part of real estate agencies operations, as they are driven by data, be it market profile, demographics or sales results. The building blocks of real estate activities: tools, people and processes are an ideal environment for performance measurement initiatives due to the readiness of data and need for optimization at both human and systemic level.

Centered around the real estate transactions KPIs that in 2010 received the highest number of visits on smartKPIs.com, the <a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-real-estate-transactions-kpis-of-2010-28.html" target="_blank">Top 25 Real Estate Transactions KPIs of 2010 report</a> contains in addition to KPI names, a detailed description of each KPI, as documented in <em>smartKPIs Premium</em>, the premium content section of smartKPIs.com. While dominated by financial results and transaction parameters KPIs, other popular KPI examples popular KPI examples come from categories such as transaction volume, sales process, property parameters and sales pipeline:
<ol>
	<li># Apartment size</li>
	<li># Price-to-rent ratio</li>
	<li>% Capitalization rate</li>
	<li># Real estate transactions completed</li>
	<li># Days on market</li>
</ol>
<em>“The </em><a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-real-estate-transactions-kpis-of-2010-28.html" target="_blank"><em>Top 25 Real Estate Transactions KPIs of 2010 report</em></a><em> is a synthesis of what smartKPIs.com is all about: it forms an overview of how Real Estate Transactions KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team.<strong> </strong>By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization.”</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.

<strong>About smartKPIs.com</strong>

<a href="http://www.smartkpis.com/" target="_blank">http://www.smartkpis.com</a> is the leading online platform for performance management knowledge integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories. smartKPIs.com is operated by eab group, an innovative research driven provider of integrated performance management solutions, based in Melbourne, Australia.

<strong>Media contact </strong>

Anita Liang, eab group, Tel: +61 3 9670 2979, Email: <a href="mailto:jessie.zhang@smartKPIs.com">anita.liang@smartKPIs.com</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9099</wp:post_id>
<wp:post_date>2011-08-26 23:53:10</wp:post_date>
<wp:post_date_gmt>2011-08-26 12:53:10</wp:post_date_gmt>
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<title>New smartKPIs.com Report Ranks the Top Real Estate Transactions KPIs of 2010</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-real-estate-transactions-kpis-of-2010/</link>
<pubDate>Mon, 29 Aug 2011 13:26:46 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

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		<category domain="tag"><![CDATA[Top 25 Real Estate Transactions KPIs of 2010]]></category>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9105</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-Real-Estate-Transactions-KPIs-of-2010-report-2011.png"><img class="alignright size-medium wp-image-9106" title="smartKPIs.com-Top-25- Real-Estate-Transactions-KPIs-of-2010-report-2011" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-Real-Estate-Transactions-KPIs-of-2010-report-2011-226x300.png" alt="" width="226" height="300" /></a>

August 29, 2011, Melbourne, Australia – <a href="../../"><em>smartKPIs.com</em></a><em>, the world’s largest source of thoroughly documented Key Performance Indicator (KPI) examples announces that Financial results and Transaction parameters KPIs dominate the “</em><a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-real-estate-transactions-kpis-of-2010-28.html" target="_blank"><em>Top 25 Real Estate Transactions KPIs of 2010</em></a><em>”. The report presents in detail KPIs such as: “# Apartment size”, “# Price-to-rent ratio” and “% Capitalization rate”, among other KPI examples reviewed by the smartKPIs.com research team. “Top KPIs of 2010″ is a collection of research reports discussing the most popular KPIs of 2010 across functional areas and industries. smartKPIs.com is an expert in the field of performance management and measurement, researching the use of KPI based performance management systems in practice around the world.</em>

The “<a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-real-estate-transactions-kpis-of-2010-28.html" target="_blank"><em>Top 25 Real Estate Transactions KPIs of 2010</em></a>” report provides insights in the state of public service performance measurement today by listing and analyzing the most visited KPIs on smartKPIs.com in 2010. It is part of the<em> “</em><a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><em>Top KPIs of 2010</em></a><em>” </em>series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. smartKPIs.com hosts the largest catalogue of thoroughly documented KPI examples available today and representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2010 provided a rich dataset, which combined with further analysis from the editorial team, formed the basis of these research reports.<!--more-->

A <a href="../../key-performance-indicator-KPI">KPI</a> is a selected indicator considered key for monitoring the performance of a strategic objective, outcome, or key result area important to the success of an activity and growth of the organization overall. KPIs are an integral part of real estate agencies operations, as they are driven by data, be it market profile, demographics or sales results. The building blocks of real estate activities: tools, people and processes are an ideal environment for performance measurement initiatives due to the readiness of data and need for optimization at both human and systemic level.

Centered around the real estate transactions KPIs that in 2010 received the highest number of visits on smartKPIs.com, the <a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-real-estate-transactions-kpis-of-2010-28.html" target="_blank">Top 25 Real Estate Transactions KPIs of 2010 report</a> contains in addition to KPI names, a detailed description of each KPI, as documented in <em>smartKPIs Premium</em>. While dominated by financial results and transaction parameters KPIs, other popular KPI examples popular KPI examples come from categories such as Transaction volume, sales process, property parameters and sales pipeline:
<ol>
	<li># Apartment size</li>
	<li># Price-to-rent ratio</li>
	<li>% Capitalization rate</li>
	<li># Real estate transactions completed</li>
	<li># Days on market</li>
</ol>
<em>“The </em><a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-real-estate-transactions-kpis-of-2010-28.html" target="_blank"><em>Top 25 Real Estate Transactions KPIs of 2010 report</em></a><em> is a synthesis of what smartKPIs.com is all about: it forms an overview of how Real Estate Transactions KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team.<strong> </strong>By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization.”</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.

<strong>About smartKPIs.com</strong>

<a href="../../" target="_blank">http://www.smartkpis.com</a> is the leading online platform for performance management knowledge integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories. smartKPIs.com is operated by eab group, an innovative research driven provider of integrated performance management solutions, based in Melbourne, Australia.

<strong>Media contact </strong>

Anita Liang, eab group, Tel: +61 3 9670 2979, Email: <a href="mailto:jessie.zhang@smartKPIs.com">anita.liang@smartKPIs.com</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9105</wp:post_id>
<wp:post_date>2011-08-30 00:26:46</wp:post_date>
<wp:post_date_gmt>2011-08-29 13:26:46</wp:post_date_gmt>
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<title>New smartKPIs.com Report Ranks the Top Insurance KPIs of 2010</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-insurance-kpis-of-2010/</link>
<pubDate>Fri, 02 Sep 2011 06:44:33 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

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		<category domain="tag"><![CDATA[Top 25 Insurance KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-insurance-kpis-of-2010"><![CDATA[Top 25 Insurance KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top Insurance KPIs]]></category>

		<category domain="tag" nicename="top-insurance-kpis"><![CDATA[Top Insurance KPIs]]></category>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9114</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-Insurance-report-2-September-2011.png"><img class="alignright size-medium wp-image-9115" title="smartKPIs.com-Top-25-Insurance-report- 2 September 2011" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-Insurance-report-2-September-2011-226x300.png" alt="" width="226" height="300" /></a>September 2, 2011, Melbourne, Australia – <a href="../../"><em>smartKPIs.com</em></a><em>, the world’s largest source of thoroughly documented Key Performance Indicator (KPI) examples announces that Claim processing and Policy sales KPIs dominate the “</em><a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-insurance-kpis-of-2010-31.html" target="_blank"><em>Top 25 Insurance KPIs of 2010</em></a><em>”. The report presents in detail KPIs such as: “# Insurance claim processing time”, “% Policy renewal rate” and “# Insurance underwriting time”, among other KPI examples reviewed by the smartKPIs.com research team. “Top KPIs of 2010″ is a collection of research reports discussing the most popular KPIs of 2010 across functional areas and industries. smartKPIs.com is an expert in the field of performance management and measurement, researching the use of KPI based performance management systems in practice around the world.</em>

The “<a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-insurance-kpis-of-2010-31.html" target="_blank"><em>Top 25 Insurance KPIs of 2010</em></a>” report provides insights in the state of public service performance measurement today by listing and analyzing the most visited KPIs on smartKPIs.com in 2010. It is part of the<em> “</em><a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><em>Top KPIs of 2010</em></a><em>” </em>series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. smartKPIs.com hosts the largest catalogue of thoroughly documented KPI examples available today and representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2010 provided a rich dataset, which combined with further analysis from the editorial team, formed the basis of these research reports.<!--more-->

A <a href="../../key-performance-indicator-KPI">KPI</a> is a selected indicator considered key for monitoring the performance of a strategic objective, outcome, or key result area important to the success of an activity and growth of the organization overall. As the insurance industry is data reach and has an inbuilt culture of measurement and analysis, it represents an ideal environment for performance measurement initiatives and optimization at both human and systemic level.

Centered around the insurance KPIs that in 2010 received the highest number of visits on smartKPIs.com, the <a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-insurance-kpis-of-2010-31.html" target="_blank">Top 25 Insurance KPIs of 2010 report</a> contains in addition to KPI names, a detailed description of each KPI, as documented in <em>smartKPIs Premium</em>, the premium content section smartKPIs.com. While dominated by claim processing and policy sales KPIs, other popular KPI examples come from categories such as financial administration and policy portfolio:
<ol>
	<li># Insurance claim processing time</li>
	<li> % Policy renewal rate</li>
	<li># Insurance underwriting time</li>
	<li>% Insurance loss ratio</li>
	<li># Insurance claims processed</li>
</ol>
<em>“The </em><a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-insurance-kpis-of-2010-31.html" target="_blank"><em>Top 25 Insurance KPIs of 2010 report</em></a><em> is a synthesis of what smartKPIs.com is all about: it forms an overview of how Insurance KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team.<strong> </strong>By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization.”</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.

<strong>About smartKPIs.com</strong>

<a href="../../" target="_blank">http://www.smartkpis.com</a> is the leading online platform for performance management knowledge integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories. smartKPIs.com is operated by eab group, an innovative research driven provider of integrated performance management solutions, based in Melbourne, Australia.

<strong>Media contact </strong>

Anita Liang, eab group, Tel: +61 3 9670 2979, Email: <a href="mailto:anita.liang@smartKPIs.com">anita.liang@smartKPIs.com</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9114</wp:post_id>
<wp:post_date>2011-09-02 17:44:33</wp:post_date>
<wp:post_date_gmt>2011-09-02 06:44:33</wp:post_date_gmt>
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<title>New smartKPIs.com Report Ranks the Top Hotel KPIs of 2010</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-hotel-kpis-of-2010/</link>
<pubDate>Mon, 05 Sep 2011 10:56:34 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customized KPI library]]></category>

		<category domain="tag" nicename="customized-kpi-library"><![CDATA[Customized KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

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		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

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		<category domain="tag"><![CDATA[Top 25 Hotel KPIs of 2010]]></category>

		<category domain="tag" nicename="top-25-hotel-kpis-of-2010"><![CDATA[Top 25 Hotel KPIs of 2010]]></category>

		<category domain="tag"><![CDATA[Top Hotel KPIs]]></category>

		<category domain="tag" nicename="top-hotel-kpis"><![CDATA[Top Hotel KPIs]]></category>

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		<category domain="tag" nicename="top-kpis"><![CDATA[Top KPIs]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9125</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-Hotel-report-5-September-2011.png"><img class="alignright size-medium wp-image-9126" title="smartKPIs.com-Top-25-Hotel-report- 5 September 2011" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-Top-25-Hotel-report-5-September-2011-226x300.png" alt="" width="226" height="300" /></a>September 5, 2011, Melbourne, Australia – <a href="../../"><em>smartKPIs.com</em></a><em>, the world’s largest source of thoroughly documented Key Performance Indicator (KPI) examples announces that Financial outcomes and Reservations KPIs dominate the “</em><a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-hotel-accommodation-kpis-of-2010-25.html" target="_blank"><em>Top 25 Hotel KPIs of 2010</em></a><em>”. The report presents in detail KPIs such as: “$ Cleaning cost per room”, “$ Gross operating profit per available room (GOPPAR)” and “% Internet bookings”, among other KPI examples reviewed by the smartKPIs.com research team. “Top KPIs of 2010″ is a collection of research reports discussing the most popular KPIs of 2010 across functional areas and industries. smartKPIs.com is an expert in the field of performance management and measurement, researching the use of KPI based performance management systems in practice around the world.</em>

The “<a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-hotel-accommodation-kpis-of-2010-25.html" target="_blank"><em>Top 25 Hotel KPIs of 2010</em></a>” report provides insights in the state of public service performance measurement today by listing and analyzing the most visited KPIs on smartKPIs.com in 2010. It is part of the<em> “</em><a href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank"><em>Top KPIs of 2010</em></a><em>” </em>series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. smartKPIs.com hosts the largest catalogue of thoroughly documented KPI examples available today and representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, <!--more-->bookmarked and rated by members of this online community in 2010 provided a rich dataset, which combined with further analysis from the editorial team, formed the basis of these research reports.

A <a href="../../key-performance-indicator-KPI">KPI</a> is a selected indicator considered key for monitoring the performance of a strategic objective, outcome, or key result area important to the success of an activity and growth of the organization overall. The use of KPIs by hotels and other accommodation facilities is facilitated by the availability of data and the actionable intelligence it provides. KPIs such as $ RevPAR (Revenue per available room), $ Average Daily Rate and % Occupancy are well-known and hotels from around the world monitor them with ease, as facilitate by reservation and hotel management systems.

Centered around the Hotel KPIs that in 2010 received the highest number of visits on smartKPIs.com, the <a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-hotel-accommodation-kpis-of-2010-25.html" target="_blank">Top 25 Hotel KPIs of 2010 report</a> contains in addition to KPI names, a detailed description of each KPI, as documented in <em>smartKPIs Premium</em>, the premium content section smartKPIs.com. While dominated by financial outcomes and reservations KPIs, other popular KPI examples come from categories such as occupancy, service and customer feedback:
<ol>
	<li>$ Cleaning cost per room</li>
	<li>$ Gross operating profit per available room (GOPPAR)</li>
	<li> % Internet bookings</li>
	<li>$ Revenue per available room (RevPAR)</li>
	<li># Guests per employee</li>
</ol>
<em>“The </em><a href="http://www.smartkpis.com/premium/products/reports/industry/top-25-hotel-accommodation-kpis-of-2010-25.html" target="_blank"><em>Top 25 Hotel KPIs of 2010 report</em></a><em> is a synthesis of what smartKPIs.com is all about: it forms an overview of how Hotel KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team.<strong> </strong>By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2010, the Top KPIs of 2010 series of reports are valuable resources in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization.”</em> said Aurel Brudan, the Performance Architect of smartKPIs.com.

<strong>About smartKPIs.com</strong>

<a href="http://www.smartkpis.com" target="_blank">http://www.smartkpis.com</a> is the leading online platform for performance management knowledge integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories. smartKPIs.com is operated by eab group, an innovative research driven provider of integrated performance management solutions, based in Melbourne, Australia.

<strong>Media contact </strong>

Anita Liang, eab group, Tel: +61 3 9670 2979, Email: <a href="mailto:anita.liang@smartKPIs.com">anita.liang@smartKPIs.com</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9125</wp:post_id>
<wp:post_date>2011-09-05 21:56:34</wp:post_date>
<wp:post_date_gmt>2011-09-05 10:56:34</wp:post_date_gmt>
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<title>Over 6700 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-6700-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Wed, 07 Sep 2011 02:02:15 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPIs Premium]]></category>

		<category domain="tag" nicename="kpis-premium"><![CDATA[KPIs Premium]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Indicator]]></category>

		<category domain="tag" nicename="performance-indicator"><![CDATA[Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9173</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com" target="_blank"><img class="aligncenter" title="smartKPIs.com" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<p style="text-align: justify;">Registered members of the <strong><a title="smartKPIs.com" href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 6700 performance measures documented and published</strong> in the online repository. The smartKPIs.com research team focused over the last few days on publishing examples from the healthcare industry and the government sector.</p>
<p style="text-align: justify;"><!--more-->The functional areas with the highest number of KPI examples are:</p>

<ul style="text-align: justify;">
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (559)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank">Human Resources (394)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (386)</a></li>
	<li><a title="Sales &amp; Customer Service" href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (272)</a></li>
	<li><a title="Knowledge and Innovation" href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (193)</a></li>
	<li><a title="Marketing &amp; Communications" href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (181)</a></li>
</ul>
<p style="text-align: justify;">The industries with the highest number of documented performance measures are:</p>

<ul style="text-align: justify;">
	<li><a title="Government - Local" href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (644)</a></li>
	<li><a title="Government - State / Federal" href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (590)</a></li>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (280)</a></li>
	<li><a title="Utilities" href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (272)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">Healthcare (255)</a></li>
	<li><a title="Agriculture" href="http://www.smartkpis.com/kpi/industries/agriculture/" target="_blank">Agriculture (206)</a></li>
</ul>
<p style="text-align: justify;">Example of a documented performance indicator: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/adverse-events-prevalence-4221.html" target="_blank"># Adverse events prevalence</a>.</p>

<h3 style="text-align: justify;">smartKPIs Premium</h3>
<p style="text-align: justify;">The <em><strong>'</strong></em><a title="smartKPIs Premium" href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>gold standard</strong></em></a>' in KPI documentation is now available on smartkpis.com. At the core of <a title="smartKPIs Premium" href="http://www.smartkpis.com/premium.html" target="_blank"><strong><em>smartKPIs Premium</em></strong></a> is a  set of  <strong>over 1,750 KPI examples preselected </strong>by the eab group’s research team as  the most relevant for  practice across functional areas and industries.  These were thoroughly  documented in over 30 fields, 3 times more than  the standard used for most  other KPIs.</p>
<p style="text-align: justify;">Example of a performance measure that was documented for <a title="smartKPIs Premium" href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>smartKPIs Premium</strong></em></a> section: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/days-in-accounts-payable-279.html" target="_blank"># Days in accounts payable</a>.</p>

<h3 style="text-align: justify;">Registered member experience on <a title="www.smartKPIs.com" href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul style="text-align: justify;">
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a title="Resources section" href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a title="Browse KPIs section" href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a title="My KPIs section" href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a title="Submit KPIs section" href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li style="text-align: justify;"><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a title="KPI description page" href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a title="smartKPIs Answers" href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a title="smartKPIs Forum" href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden; text-align: justify;">registered members</div>]]></content:encoded>
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<wp:post_id>9173</wp:post_id>
<wp:post_date>2011-09-07 13:02:15</wp:post_date>
<wp:post_date_gmt>2011-09-07 02:02:15</wp:post_date_gmt>
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<title>Top 5 Social Media Networks in 2011</title>
<link>http://www.smartkpis.com/blog/top-5-social-media-networks-in-2011/</link>
<pubDate>Wed, 14 Sep 2011 14:50:27 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Blogger. Twitter]]></category>

		<category domain="tag" nicename="blogger-twitter"><![CDATA[Blogger. Twitter]]></category>

		<category domain="tag"><![CDATA[Faceboo]]></category>

		<category domain="tag" nicename="faceboo"><![CDATA[Faceboo]]></category>

		<category domain="tag"><![CDATA[Internet]]></category>

		<category domain="tag" nicename="internet"><![CDATA[Internet]]></category>

		<category domain="tag"><![CDATA[MySpace]]></category>

		<category domain="tag" nicename="myspace"><![CDATA[MySpace]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

		<category domain="tag"><![CDATA[Wordpress]]></category>

		<category domain="tag" nicename="wordpress-2"><![CDATA[Wordpress]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9152</guid>
<description></description>
<content:encoded><![CDATA[[caption id="attachment_9153" align="alignright" width="300"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/social-media-marketing.jpg"><img class="size-medium wp-image-9153  " title="social-media-marketing" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/social-media-marketing-300x199.jpg" width="300" height="199" /></a> Photo source: pavelarcana.com (2011)[/caption]

A new <a href="http://blog.nielsen.com/nielsenwire/social/">report on social media</a> from Nielsen reveals that Facebook dominates the Top 5 Social Media Networks among U.S. users.

The most popular 5 Social Media Networks in 2011 are:
<ol>
	<li><a href="http://www.facebook.com/">Facebook</a> - with 140,33 million unique visitors from the United States. in May 2011 and with more than <a href="http://en.wikipedia.org/wiki/Facebook">750 million</a> active users worldwide, Facebook is the number one by the number of users, this is also one of the reasons for being number one seller of display advertising in the US according to  <a href="http://www.businessinsider.com/facebook-display-advertising-2011-6">eMarketer’s research.</a></li>
	<li><a href="http://www.blogger.com" target="_blank">Blogger</a> - with 50,055 million unique visitors from the United States in May 2011 is the second social media platform in the United States. Blogger is a blog-publishing service that allows private or multi-user blogs with time-stamped entries. The blogs are <a href="http://www.expertreviewnow.com/2011/02/top-10-most-visited-websites-in-the-world/">hosted by Google</a> at subdomain of blogspot.com.<!--more--></li>
	<li><a href="http://twitter.com/">Twitter</a> - with 23,61 million unique visitors from the United States in May 2011. If in 2007 the tweets average was 5.000 per day, in 2011 users on Twitter are now averaging <a href="http://www.marketinggum.com/twitter-statistics-2011-updated-stats/">200 million</a> Tweets per day with a total of 106 million users. Of Twitter’s active users, 37% use their phone to tweet, and in March 2011, 460,000 new accounts were created on average each day.</li>
	<li><a href="http://wordpress.com/">Wordpress</a>- with 22,41 million unique visitors from the United States in May 2011. WordPress started in 2003 and since then it has grown to be the largest self-hosted blogging tool in the world, used on millions of sites and seen by tens of millions of people every day.</li>
	<li><a href="http://www.myspace.com/">MySpace</a> - with 19,25 million unique visitors from the United States in May 2011. Once the most popular social network, seven-year-old MySpace has fallen behind younger and nimbler rival Facebook and now is situated on the 5th place in the top.</li>
</ol>
With a rapid grow the next on the list in LinkedIn with 17,78 million unique visitors from the United States in May 2011, mostly by users with post graduate degree. It was launched in 2003 and it reached one milion users on September 2004, operates in over 200 countries and over 52% LinkedIn users are located outside the U.S.

<strong>References:</strong>

Nielsen (2011), <em>Social Media Report: Q3 2011</em> available at: <a href="http://blog.nielsen.com/nielsenwire/social/">http://blog.nielsen.com/nielsenwire/social/</a> (accesed 15 September 2011)

The Businessinider (2011), <em>Facebook number one</em> available at : <a href="http://www.businessinsider.com/" target="_blank">http://www.businessinsider.com/</a> (accesed 15 September 2011)

Expertviwwnow (2011), <em>Top 10 most visited websites in the world</em> available at: <a href="http://www.expertreviewnow.com/2011/02/top-10-most-visited-websites-in-the-world/">http://www.expertreviewnow.com/2011/02/top-10-most-visited-websites-in-the-world</a>/ (accesed 15 September 2011)

MarketingGum (2011), <em>Twitter statistics 2011</em> available at: <a href="http://www.marketinggum.com/twitter-statistics-2011-updated-stats/">http://www.marketinggum.com/twitter-statistics-2011-updated-stats/</a> (accesed 15 September 2011)

Slideshare (2011), <em>LinkedIn demographics and statistics 2011</em> available at: <a href="http://www.slideshare.net/amover/linked-in-demographics-and-statistics-2011">http://www.slideshare.net/amover/linked-in-demographics-and-statistics-2011</a> (accesed 15 September 2011)]]></content:encoded>
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<wp:post_id>9152</wp:post_id>
<wp:post_date>2011-09-15 01:50:27</wp:post_date>
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<title>Social Media in 2011</title>
<link>http://www.smartkpis.com/blog/social-media-in-2011/</link>
<pubDate>Thu, 15 Sep 2011 15:01:29 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Consumer Behavior]]></category>

		<category domain="tag" nicename="consumer-behavior"><![CDATA[Consumer Behavior]]></category>

		<category domain="tag"><![CDATA[Nielsen report]]></category>

		<category domain="tag" nicename="nielsen-report"><![CDATA[Nielsen report]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9157</guid>
<description></description>
<content:encoded><![CDATA[[caption id="attachment_9158" align="alignright" width="225"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/Mobile-Social-Media.jpg"><img class="size-medium wp-image-9158" title="Mobile Social Media" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Mobile-Social-Media-225x300.jpg" width="225" height="300" /></a> Photo source: http://blog.nielsen.com/nielsenwire/social/ (2011)[/caption]

The latest Nielsen <a href="http://blog.nielsen.com/nielsenwire/social/" target="_blank">report</a> provides some interesting data on how powerful is social media's influence on consumer behavior both online and offline:
<ul>
	<li>In the U.S. social networks and blogs reached nearly 80% of the active U.S. Internet users and continue to grow;</li>
	<li>48% of these consumers responded to a retailer’s offer posted on Twitter or Facebook;</li>
	<li>53% of active adult social network follow a brand;</li>
	<li>32% of  active adult social network follow a celebrity;</li>
	<li>70% of active adult social networkers shop online;</li>
	<li>Most of the time spent online is on social networks and blogs;</li>
	<li>Men are more likely to visit LinkedIn and Wiki;</li>
	<li>Facebook is number one in the US;</li>
	<li>Almost 40%of social media users access the content from their<a href="http://blog.nielsen.com/nielsenwire/social/" target="_blank"> mobile phone</a>;</li>
</ul>
<strong>References:</strong>

Nielsen (2011), <em>Social Media Report: Q3 2011</em> available at: <a href="http://blog.nielsen.com/nielsenwire/social/">http://blog.nielsen.com/nielsenwire/social/</a> (accesed 16 September 2011)

&nbsp;]]></content:encoded>
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<wp:post_id>9157</wp:post_id>
<wp:post_date>2011-09-16 02:01:29</wp:post_date>
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<title>Over 6800 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-6800-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Mon, 31 Oct 2011 11:41:35 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

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		<category domain="tag"><![CDATA[Performance Indicator]]></category>

		<category domain="tag" nicename="performance-indicator"><![CDATA[Performance Indicator]]></category>

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		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9203</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com" target="_blank"><img class="aligncenter" title="smartKPIs.com" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="600" height="180" /></a></p>
<p style="text-align: justify;">Registered members of the <strong><a title="smartKPIs.com" href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 6800 performance measures documented and published</strong> in the online repository. The smartKPIs.com research team focused over the last few days on publishing examples from the construction industry and the non-profit sector.</p>
<p style="text-align: justify;">The functional areas with the highest number of KPI examples are:</p>

<ul style="text-align: justify;">
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (560)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank">Human Resources (394)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (386)</a></li>
	<li><a title="Sales &amp; Customer Service" href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (273)</a></li>
	<li><a title="Knowledge and Innovation" href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (193)</a></li>
	<li><a title="Marketing &amp; Communications" href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (182)</a></li>
</ul>
<p style="text-align: justify;"><!--more-->The industries with the highest number of documented performance measures are:</p>

<ul style="text-align: justify;">
	<li><a title="Government - Local" href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (651)</a></li>
	<li><a title="Government - State / Federal" href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (591)</a></li>
	<li><a href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank">Infrastructure Operations (282)</a></li>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (280)</a></li>
	<li><a title="Utilities" href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (272)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">Healthcare (255)</a></li>
</ul>
<p style="text-align: justify;">Example of a documented performance indicator: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/gym-members-participating-in-regular-fitness-classes-6987.html" target="_blank">% Gym members participating in regular fitness classes</a>.</p>

<h3 style="text-align: justify;">smartKPIs Premium</h3>
<p style="text-align: justify;">The <em><strong>'</strong></em><a title="smartKPIs Premium" href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>gold standard</strong></em></a>' in KPI documentation is now available on smartkpis.com. At the core of <a title="smartKPIs Premium" href="http://www.smartkpis.com/premium.html" target="_blank"><strong><em>smartKPIs Premium</em></strong></a> is a  set of  <strong>over 1,850 KPI examples preselected </strong>by the eab group’s research team as  the most relevant for  practice across functional areas and industries.  These were thoroughly  documented in over 30 fields, 3 times more than  the standard used for most  other KPIs.</p>
<p style="text-align: justify;">Example of a performance measure that was documented for <a title="smartKPIs Premium" href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>smartKPIs Premium</strong></em></a> section: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/cost-of-goods-sold-cogs-414.html" target="_blank">$ Cost of goods sold (COGS)</a>.</p>

<h3 style="text-align: justify;">Registered member experience on <a title="www.smartKPIs.com" href="http://www.smartKPIs.com" target="_blank">http://www.smartKPIs.com</a></h3>
<ul style="text-align: justify;">
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a title="Resources section" href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a title="Browse KPIs section" href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a title="My KPIs section" href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a title="Submit KPIs section" href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li style="text-align: justify;"><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a title="KPI description page" href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a title="smartKPIs Answers" href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a title="smartKPIs Forum" href="http://www.smartkpis.com/forum/" target="_blank">smartKPIs Forum</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden; text-align: justify;">registered members</div>]]></content:encoded>
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<wp:post_id>9203</wp:post_id>
<wp:post_date>2011-10-31 22:41:35</wp:post_date>
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<title>KPI examples from the Lancaster University</title>
<link>http://www.smartkpis.com/blog/kpi-examples-from-the-lancaster-university/</link>
<pubDate>Tue, 01 Nov 2011 11:54:01 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[lancaster university]]></category>

		<category domain="tag" nicename="lancaster-university"><![CDATA[lancaster university]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9200</guid>
<description></description>
<content:encoded><![CDATA[An interesting approach to using <a href="http://www.smartkpis.com/kpi_examples_in_practice/lancaster-university-performance-report-academic-education-industry-1269.html" target="_blank">KPIs in the academic sector</a> is provided by the Lancaster University, featured in smartKPIs.com's KPI in practice section. Click on the image below for a larger view:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/universityoflancaster-KPIs.jpg"><img class="aligncenter size-large wp-image-9207" title="university-of-lancaster-KPI-examples" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/universityoflancaster-KPIs-1024x540.jpg" width="634" height="340" /></a><span style="color: #888888;">Source: <a href="http://www.lancs.ac.uk/vc/kpi.htm" target="_blank">http://www.lancs.ac.uk/vc/kpi.htm</a></span></p>
<p style="text-align: left;">For more details see the <a href="http://www.smartkpis.com/kpi_examples_in_practice/lancaster-university-performance-report-academic-education-industry-1269.html" target="_blank">Lancaster University KPIs in practice record</a>.</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9200</wp:post_id>
<wp:post_date>2011-11-01 22:54:01</wp:post_date>
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<title>3rd Global Drucker Forum 2011 - live</title>
<link>http://www.smartkpis.com/blog/3rd-global-drucker-forum-2011-live/</link>
<pubDate>Wed, 02 Nov 2011 06:59:37 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Austria]]></category>

		<category domain="tag" nicename="austria"><![CDATA[Austria]]></category>

		<category domain="tag"><![CDATA[Drucker Forum 2011]]></category>

		<category domain="tag" nicename="drucker-forum-2011"><![CDATA[Drucker Forum 2011]]></category>

		<category domain="tag"><![CDATA[Peter Drucker]]></category>

		<category domain="tag" nicename="peter-drucker"><![CDATA[Peter Drucker]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9212</guid>
<description></description>
<content:encoded><![CDATA[The 3rd Global Drucker Forum takes place in Vienna, Austria on 3-4 November 2011. In the tradition of previous years, three live video feeds of keynote addresses will be provided , via the internet (re-transmissions with an 8 hour delay will also be available).

For more information see:
<ul>
	<li><a href="http://www.druckersociety.at/index.php/peterdruckerhome" target="_blank">Drucker Forum</a></li>
	<li><a href="http://www.druckersociety.at/index.php/pdf-2011/program" target="_blank">Drucker Forum 2011 Program</a></li>
	<li><a href="http://www.druckersociety.at/index.php/webcast-announcement" target="_blank">Live keynote from Drucker Forum 2011</a></li>
</ul>
<p style="text-align: center;"><a href="http://www.druckersociety.at/index.php/webcast-2011" target="_blank"><img class="aligncenter" alt="" src="http://www.druckersociety.at/images/stories/webcast2011-bis.png" width="640" height="361" /></a></p>
<!--more-->1. The opening session on November 3 (9:00 to 11:15 AM CET) featuring Charles Handy on “Is There a Future for Capitalism?”. Charles is to receive the Lifetime Achievement Award from Thinkers50 – see the <a href="http://www.thinkers50summit.com/news.html?newsID=14%22" target="_blank">link</a>. Followed by a plenary session with keynote addresses from Mark R. Kramer and Adrian Wooldridge from The Economist on Shared Value

2. The first panel session on November 4 (9:00 – 10:15 AM CET) featuring Deepa Prahalad, Iqbal Z. Quadir, founder of Grameen Phones and Venkatesch Valluri, President Ingersoll Rand India on “Why the Bottom of the Pyramid Matters for Everyone”

3. The closing session on November 4 (16:00 to 16:30 PM CET) to hear the conclusions and key learnings from the forum delivered by Rick Wartzman, Executive Director of the Drucker Institute and the future perspective on the Drucker Society by Richard Straub, President Peter Drucker Society Europe]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9212</wp:post_id>
<wp:post_date>2011-11-02 17:59:37</wp:post_date>
<wp:post_date_gmt>2011-11-02 06:59:37</wp:post_date_gmt>
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<title>Winter School In Managing Dynamic Complexity in the Public Sector: a System Dynamics - based Balanced Scorecard Approach</title>
<link>http://www.smartkpis.com/blog/winter-school-in-managing-dynamic-complexity-in-the-public-sector-a-system-dynamics-based-balanced-scorecard-approach/</link>
<pubDate>Thu, 10 Nov 2011 13:28:01 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[BSC Conference]]></category>

		<category domain="tag" nicename="bsc-conference"><![CDATA[BSC Conference]]></category>

		<category domain="tag"><![CDATA[Carmine Bianchi]]></category>

		<category domain="tag" nicename="carmine-bianchi"><![CDATA[Carmine Bianchi]]></category>

		<category domain="tag"><![CDATA[Government - Local]]></category>

		<category domain="tag" nicename="government-local"><![CDATA[Government - Local]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[University of Palermo]]></category>

		<category domain="tag" nicename="university-of-palermo"><![CDATA[University of Palermo]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9218</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><a href="http://www.ced4.it/pages/struttura/main.php?id_categoria=9&amp;id_servizio=146&amp;language=IT&amp;PHPSESSID=22382210c2f0814d5c6405dd41ac04c0" target="_blank"><img class="aligncenter size-full wp-image-9228" title="Managing Dynamic Complexity in the Public Sector: a System Dynamics-based Balanced Scorecard Approach" alt="Managing Dynamic Complexity in the Public Sector: a System Dynamics-based Balanced Scorecard Approach" src="http://www.smartkpis.com/blog/wp-content/uploads/Managing-Dynamic-Complexity-in-the-Public-Sector-a-System-Dynamics-based-Balanced-Scorecard-Approach.jpg" width="550" height="271" /></a></p>
<p style="text-align: justify;">We are pleased to recommend you <a href="http://www.ced4.it/pages/struttura/main.php?id_categoria=9&amp;id_servizio=146&amp;language=IT&amp;PHPSESSID=22382210c2f0814d5c6405dd41ac04c0" target="_blank">The</a> <a href="http://www.ced4.it/pages/struttura/main.php?id_categoria=9&amp;id_servizio=146&amp;language=IT&amp;PHPSESSID=22382210c2f0814d5c6405dd41ac04c0">Winter School in Managing Dynamic Complexity in the Public Sector: a System Dynamics-based Balanced Scorecard Approach</a>, a course offered by the University of Palermo (Italy) with the support of School of Government, University of North Carolina (USA).</p>
<p style="text-align: justify;"><!--more-->The event will be held at the <strong>Faculty of Political Sciences</strong>, <strong>Via Maqueda 324</strong>, <strong>Palermo</strong>, between <strong>December 12th -16th 2011</strong>.</p>
<p style="text-align: justify;">The course is part of the curriculum of the International Ph.D. program in <em>Model Based Public Planning, Policy Design and Management </em>which is jointly run with the Universities of Bergen (Norway) and Nijmegen (The Netherlands).</p>
<p style="text-align: justify;">The Winter School will focus on the topic of <strong>Dynamic Balanced Scorecards</strong> (DBSCs).</p>
<p style="text-align: justify;">More topics:</p>

<table style="text-align: justify;" width="580" border="0">
<tbody>
<tr>
<td bgcolor="#EEEEEE" width="285"><a href="http://www.ced4.it/pages/struttura/main.php?id_categoria=9&amp;id_servizio=146&amp;id_dettaglio=279&amp;language=IT&amp;PHPSESSID=22382210c2f0814d5c6405dd41ac04c0#dettaglio" target="_blank">Background and Purpose of Winter School</a></td>
<td bgcolor="#EEEEEE" width="285"><a href="http://www.ced4.it/pages/struttura/main.php?id_categoria=9&amp;id_servizio=146&amp;id_dettaglio=280&amp;language=IT&amp;PHPSESSID=22382210c2f0814d5c6405dd41ac04c0#dettaglio" target="_blank">Goals</a></td>
</tr>
<tr>
<td><a href="http://www.ced4.it/pages/struttura/main.php?id_categoria=9&amp;id_servizio=146&amp;id_dettaglio=283&amp;language=IT&amp;PHPSESSID=22382210c2f0814d5c6405dd41ac04c0#dettaglio" target="_blank">Program outline</a></td>
<td><a href="http://www.ced4.it/pages/struttura/main.php?id_categoria=9&amp;id_servizio=146&amp;id_dettaglio=281&amp;language=IT&amp;PHPSESSID=22382210c2f0814d5c6405dd41ac04c0#dettaglio" target="_blank">Who should attend</a></td>
</tr>
<tr>
<td bgcolor="#EEEEEE"><a href="http://www.ced4.it/pages/struttura/main.php?id_categoria=9&amp;id_servizio=146&amp;id_dettaglio=291&amp;language=IT&amp;PHPSESSID=22382210c2f0814d5c6405dd41ac04c0#dettaglio" target="_blank">Credits</a></td>
<td bgcolor="#EEEEEE"><a href="http://www.ced4.it/pages/struttura/main.php?id_categoria=9&amp;id_servizio=146&amp;id_dettaglio=282&amp;language=IT&amp;PHPSESSID=22382210c2f0814d5c6405dd41ac04c0#dettaglio" target="_blank">Fee Deadlines and Key Dates</a></td>
</tr>
<tr>
<td><a href="http://www.ced4.it/pages/struttura/main.php?id_categoria=9&amp;id_servizio=146&amp;id_dettaglio=284&amp;language=IT&amp;PHPSESSID=22382210c2f0814d5c6405dd41ac04c0#dettaglio" target="_blank">How to apply</a></td>
<td><a href="http://www.ced4.it/pages/struttura/main.php?id_categoria=9&amp;id_servizio=146&amp;id_dettaglio=285&amp;language=IT&amp;PHPSESSID=22382210c2f0814d5c6405dd41ac04c0#dettaglio" target="_blank">Contacts</a></td>
</tr>
<tr>
<td bgcolor="#EEEEEE"><a href="http://www.ced4.it/pages/struttura/main.php?id_categoria=9&amp;id_servizio=146&amp;id_dettaglio=287&amp;language=IT&amp;PHPSESSID=22382210c2f0814d5c6405dd41ac04c0#dettaglio" target="_blank">Location</a></td>
<td bgcolor="#EEEEEE"><a href="http://www.ced4.it/pages/struttura/main.php?id_categoria=9&amp;id_servizio=146&amp;id_dettaglio=324&amp;language=IT&amp;PHPSESSID=22382210c2f0814d5c6405dd41ac04c0#dettaglio" target="_blank">Download Course Materials</a></td>
</tr>
<tr>
<td><a href="http://www.ced4.it/pages/struttura/main.php?id_categoria=9&amp;id_servizio=146&amp;id_dettaglio=321&amp;language=IT&amp;PHPSESSID=22382210c2f0814d5c6405dd41ac04c0#dettaglio" target="_blank">1st edition Summer School</a></td>
<td><a href="http://www.ced4.it/pages/struttura/main.php?id_categoria=9&amp;id_servizio=146&amp;id_dettaglio=354&amp;language=IT&amp;PHPSESSID=22382210c2f0814d5c6405dd41ac04c0#dettaglio" target="_blank">2nd edition Summer School</a></td>
</tr>
</tbody>
</table>
<p style="text-align: justify;">Also, for more information, please download the <a href="http://www.ced4.it/pages/struttura/download.php?id_file=935&amp;language=IT&amp;PHPSESSID=22382210c2f0814d5c6405dd41ac04c0" target="_blank">Programme WS 2011</a> PDF.</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9218</wp:post_id>
<wp:post_date>2011-11-11 00:28:01</wp:post_date>
<wp:post_date_gmt>2011-11-10 13:28:01</wp:post_date_gmt>
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<title>Over 6900 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-6900-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Sun, 20 Nov 2011 13:47:00 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPIs Premium]]></category>

		<category domain="tag" nicename="kpis-premium"><![CDATA[KPIs Premium]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Indicator]]></category>

		<category domain="tag" nicename="performance-indicator"><![CDATA[Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9234</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><a href="http://www.smartkpis.com/" target="_blank"><img class="aligncenter size-full wp-image-9235" title="Visit smartKPIs.com" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-logo.jpg" alt="Visit smartKPIs.com" width="550" height="129" /></a>Registered members of the <strong><a title="smartKPIs.com" href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 6900 performance measures documented and published</strong> in the online repository. The smartKPIs.com research team focused over the last few weeks on publishing examples from the corporate services functional area and the IT sector.</p>
<p style="text-align: justify;"><!--more-->The functional areas with the highest number of KPI examples are:</p>

<ul style="text-align: justify;">
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (578)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank">Human Resources (396)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (385)</a></li>
	<li><a title="Sales &amp; Customer Service" href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (273)</a></li>
	<li><a title="Knowledge and Innovation" href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Knowledge and Innovation (194)</a></li>
	<li><a title="Marketing &amp; Communications" href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">Marketing &amp; Communications (182)</a></li>
</ul>
<p style="text-align: justify;">The industries with the highest number of documented performance measures are:</p>

<ul style="text-align: justify;">
	<li><a title="Government - Local" href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (651)</a></li>
	<li><a title="Government - State / Federal" href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (591)</a></li>
	<li><a href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank">Infrastructure Operations (282)</a></li>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (280)</a></li>
	<li><a title="Utilities" href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (272)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">Healthcare (255)</a></li>
</ul>
<p style="text-align: justify;">Example of a documented performance indicator: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/system-development-life-cycle-sdlc-exceptions-granted-1200.html" target="_blank"># System Development Life Cycle (SDLC) exceptions granted</a>.</p>

<h3 style="text-align: justify;">smartKPIs Premium</h3>
<p style="text-align: justify;">The <em><strong>'</strong></em><a title="smartKPIs Premium" href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>gold standard</strong></em></a>' in KPI documentation is now available on smartkpis.com. At the core of <a title="smartKPIs Premium" href="http://www.smartkpis.com/premium.html" target="_blank"><strong><em>smartKPIs Premium</em></strong></a> is a  set of  <strong>over 1,900 KPI examples preselected </strong>by the eab group’s research team as  the most relevant for  practice across functional areas and industries.  These were thoroughly  documented in over 30 fields, 3 times more than  the standard used for most  other KPIs.</p>
<p style="text-align: justify;">Example of a performance measure that was documented for <a title="smartKPIs Premium" href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>smartKPIs Premium</strong></em></a> section: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/repeat-customers-138.html" target="_blank">% Repeat customers</a>.</p>

<h3 style="text-align: justify;">Registered member experience on <a title="www.smartKPIs.com" href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a>:</h3>
<ul style="text-align: justify;">
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a title="Resources section" href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a title="Browse KPIs section" href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a title="My KPIs section" href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a title="Submit KPIs section" href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li style="text-align: justify;"><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a title="KPI description page" href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a title="smartKPIs Answers" href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a title="smartKPIs LinkedIn Group" href="http://www.linkedin.com/groups?about=&amp;gid=2379374&amp;trk=anet_ug_grppro" target="_blank">smartKPIs LinkedIn group</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden; text-align: justify;">registered members</div>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9234</wp:post_id>
<wp:post_date>2011-11-21 00:47:00</wp:post_date>
<wp:post_date_gmt>2011-11-20 13:47:00</wp:post_date_gmt>
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<item>
<title>smartKPIs TV – Measuring cuteness – Bring Sally Down</title>
<link>http://www.smartkpis.com/blog/smartkpis-tv-%e2%80%93-measuring-cuteness-%e2%80%93-bring-sally-down/</link>
<pubDate>Wed, 30 Nov 2011 14:08:34 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[measuring cuteness]]></category>

		<category domain="tag" nicename="measuring-cuteness"><![CDATA[measuring cuteness]]></category>

		<category domain="tag"><![CDATA[meerkat]]></category>

		<category domain="tag" nicename="meerkat"><![CDATA[meerkat]]></category>

		<category domain="tag"><![CDATA[video]]></category>

		<category domain="tag" nicename="video"><![CDATA[video]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9460</guid>
<description></description>
<content:encoded><![CDATA[To celebrate the milestone of 7000 <strong>Key Performance Indicator (<a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_blank">KPI</a> ) examples </strong> documented in smartKPIs.com, the team has prepared a special video, the fourth in the <a href="http://www.youtube.com/user/smartkpis" target="_blank"><em><strong>Measuring Cuteness</strong></em></a> series.
<h3>Enjoy "Bring Sally Down":
<iframe width="560" height="315" src="http://www.youtube.com/embed/zBo5mgMDOYc" frameborder="0"></iframe></h3>
<span style="color: #888888;">Soundtrack credits: <a href="http://www.pogomix.net" target="_blank">www.pogomix.net</a></span>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9460</wp:post_id>
<wp:post_date>2011-12-01 01:08:34</wp:post_date>
<wp:post_date_gmt>2011-11-30 14:08:34</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
<wp:ping_status>open</wp:ping_status>
<wp:post_name>smartkpis-tv-%e2%80%93-measuring-cuteness-%e2%80%93-bring-sally-down</wp:post_name>
<wp:status>publish</wp:status>
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<item>
<title>Over 7000 Key Performance Indicator (KPI) examples on www.smartKPIs.com</title>
<link>http://www.smartkpis.com/blog/over-7000-key-performance-indicator-kpi-examples-on-www-smartkpis-com/</link>
<pubDate>Thu, 01 Dec 2011 15:20:59 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Customised KPI library]]></category>

		<category domain="tag" nicename="customised-kpi-library"><![CDATA[Customised KPI library]]></category>

		<category domain="tag"><![CDATA[Database of KPIs]]></category>

		<category domain="tag" nicename="database-of-kpis"><![CDATA[Database of KPIs]]></category>

		<category domain="tag"><![CDATA[Indicators]]></category>

		<category domain="tag" nicename="indicators"><![CDATA[Indicators]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag" nicename="key-performance-indicator"><![CDATA[Key Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPIs Premium]]></category>

		<category domain="tag" nicename="kpis-premium"><![CDATA[KPIs Premium]]></category>

		<category domain="tag"><![CDATA[Library of KPIs]]></category>

		<category domain="tag" nicename="library-of-kpis"><![CDATA[Library of KPIs]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Indicator]]></category>

		<category domain="tag" nicename="performance-indicator"><![CDATA[Performance Indicator]]></category>

		<category domain="tag"><![CDATA[Performance Measures]]></category>

		<category domain="tag" nicename="performance-measures"><![CDATA[Performance Measures]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9369</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><a href="http://www.smartkpis.com/" target="_blank"><img class="aligncenter size-full wp-image-9235" title="Visit smartKPIs.com" src="http://www.smartkpis.com/blog/wp-content/uploads/smartKPIs.com-logo.jpg" alt="Visit smartKPIs.com" width="550" height="129" /></a>Registered members of the <strong><a title="smartKPIs.com" href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a></strong> community can now select their Key Performance Indicators (KPIs) from<strong> over 7000 performance measures documented and published</strong> in the online repository. The smartKPIs.com research team focused over the last few weeks on publishing examples from the utilities industry and the online presence - eCommerce functional area.</p>
<p style="text-align: justify;"><!--more-->The functional areas with the highest number of KPI examples are:</p>

<ul style="text-align: justify;">
	<li><a title="Information Technology" href="http://www.smartkpis.com/kpi/functional-areas/information-technology/" target="_blank">Information Technology (607)</a></li>
	<li><a title="Human Resources" href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank">Human Resources (399)</a></li>
	<li><a title="Supply Chain, Procurement, Distribution" href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/" target="_blank">Supply    Chain,  Procurement, Distribution (386)</a></li>
	<li><a title="Sales &amp; Customer Service" href="http://www.smartkpis.com/kpi/functional-areas/sales-and-customer-service/" target="_blank">Sales &amp; Customer Service (273)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/accounting/" target="_blank">Accounting (250)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/functional-areas/finance/" target="_blank">Finance (208)</a></li>
</ul>
<p style="text-align: justify;">The industries with the highest number of documented performance measures are:</p>

<ul style="text-align: justify;">
	<li><a title="Government - Local" href="http://www.smartkpis.com/kpi/industries/government-local/" target="_blank">Government  - Local (651)</a></li>
	<li><a title="Government - State / Federal" href="http://www.smartkpis.com/kpi/industries/government-state-federal/" target="_blank">Government - State / Federal (591)</a></li>
	<li><a href="http://www.smartkpis.com/index.php?action=login_fromAnywhere" target="_blank">Infrastructure Operations (282)</a></li>
	<li><a title="Transportation" href="http://www.smartkpis.com/kpi/industries/transportation/" target="_blank">Transportation (280)</a></li>
	<li><a title="Utilities" href="http://www.smartkpis.com/kpi/industries/utilities/" target="_blank">Utilities (272)</a></li>
	<li><a href="http://www.smartkpis.com/kpi/industries/healthcare/" target="_blank">Healthcare (256)</a></li>
</ul>
<p style="text-align: justify;">Example of a documented performance indicator: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/hours-gas-pipeline-not-operational-1067.html" target="_blank"># Hours gas pipeline not operational</a>.</p>

<h3 style="text-align: justify;">smartKPIs Premium</h3>
<p style="text-align: justify;">The <em><strong>'</strong></em><a title="smartKPIs Premium" href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>gold standard</strong></em></a>' in KPI documentation is now available on smartkpis.com. At the core of <a title="smartKPIs Premium" href="http://www.smartkpis.com/premium.html" target="_blank"><strong><em>smartKPIs Premium</em></strong></a> is a  set of  <strong>over 1,900 KPI examples preselected </strong>by the eab group’s research team as  the most relevant for  practice across functional areas and industries.  These were thoroughly  documented in over 30 fields, 3 times more than  the standard used for most  other KPIs.</p>
<p style="text-align: justify;">Example of a performance measure that was documented for <a title="smartKPIs Premium" href="http://www.smartkpis.com/premium.html" target="_blank"><em><strong>smartKPIs Premium</strong></em></a> section: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/telecom-subscriber-acquisition-cost-270.html" target="_blank">$ Telecom subscriber acquisition cost</a>.</p>

<h3 style="text-align: justify;">Registered member experience on <a title="www.smartKPIs.com" href="http://www.smartKPIs.com" target="_blank">www.smartKPIs.com</a>:</h3>
<ul style="text-align: justify;">
	<li><strong>Learn:</strong> To learn more about performance management and Key Performance Management visit the <a title="Resources section" href="http://www.smartkpis.com/pages/context/" target="_blank">Resources section</a>.</li>
	<li><strong>Explore:</strong> To explore the library of KPI    examples by navigating the functional area and industry directory,  visit   the <a title="Browse KPIs section" href="http://www.smartkpis.com/kpi/browse-kpis/" target="_blank">Browse KPIs section</a>.</li>
	<li><strong>Customize:</strong> To build your customized KPI library by saving favorite examples for    later use, visit the <a title="My KPIs section" href="http://www.smartkpis.com/user-kpis.html" target="_blank">My   KPIs section</a>.</li>
	<li><strong>Contribute:</strong> To propose a new example of KPI, visit the <a title="Submit KPIs section" href="http://www.smartkpis.com/kpi/submit.html" target="_blank">Submit KPIs section</a>.</li>
	<li style="text-align: justify;"><strong>Collaborate: </strong>To collaborate with other users and to discuss KPI examples, add comments on each <a title="KPI description page" href="http://www.smartkpis.com/kpi-key-performance-indicator/bed-occupancy-rate-41.html" target="_blank">KPI description page</a>, ask questions on <a title="smartKPIs Answers" href="http://www.smartkpis.com/answers/" target="_blank">smartKPIs Answers</a>, or contribute to the <a title="smartKPIs LinkedIn Group" href="http://www.linkedin.com/groups?about=&amp;gid=2379374&amp;trk=anet_ug_grppro" target="_blank">smartKPIs LinkedIn group</a>.</li>
</ul>
<div id="_mcePaste" style="position: absolute; left: -10000px; top: 199px; width: 1px; height: 1px; overflow: hidden; text-align: justify;">registered members</div>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9369</wp:post_id>
<wp:post_date>2011-12-02 02:20:59</wp:post_date>
<wp:post_date_gmt>2011-12-01 15:20:59</wp:post_date_gmt>
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<title>Balanced Scorecard Saudi Arabia 2011 – smartKPIs.com correspondence from Riyadh - Day 1 in pictures</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-saudi-arabia-2011-%e2%80%93-smartkpis-com-correspondence-from-riyadh-day-1-in-pictures/</link>
<pubDate>Sat, 03 Dec 2011 18:58:35 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard Forum]]></category>

		<category domain="tag" nicename="balanced-scorecard-forum"><![CDATA[Balanced Scorecard Forum]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard Saudi Arabia]]></category>

		<category domain="tag" nicename="balanced-scorecard-saudi-arabia"><![CDATA[Balanced Scorecard Saudi Arabia]]></category>

		<category domain="tag"><![CDATA[BSC Masterclass]]></category>

		<category domain="tag" nicename="bsc-masterclass"><![CDATA[BSC Masterclass]]></category>

		<category domain="tag"><![CDATA[BSC workshops]]></category>

		<category domain="tag" nicename="bsc-workshops"><![CDATA[BSC workshops]]></category>

		<category domain="tag"><![CDATA[David Norton]]></category>

		<category domain="tag" nicename="david-norton"><![CDATA[David Norton]]></category>

		<category domain="tag"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag" nicename="robert-kaplan"><![CDATA[Robert Kaplan]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9249</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><img class="aligncenter size-full wp-image-9315" title="Balanced Scorecard Saudi Arabia Forum 2011 - Driving Performance Excellence for Aspirational Growth" alt="Balanced Scorecard Saudi Arabia Forum 2011 - Driving Performance Excellence for Aspirational Growth" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-Forum-2011-Driving-Performance-Excellence-for-Aspirational-Growth.jpg" width="580" height="326" />
<!--more-->
<img class="aligncenter size-full wp-image-9316" title="Balanced Scorecard Saudi Arabia Forum 2011" alt="Balanced Scorecard Saudi Arabia Forum 2011" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-Forum-2011.jpg" width="580" height="326" /></p>
<p style="text-align: center;"><img class="aligncenter size-full wp-image-9317" title="Balanced Scorecard Saudi Arabia 2011 - R. Kaplan and D. Norton" alt="Balanced Scorecard Saudi Arabia 2011 - R. Kaplan and D. Norton" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Kaplan-and-Norton.jpg" width="580" height="326" /></p>
<p style="text-align: center;"><img class="aligncenter size-full wp-image-9318" title="Balanced Scorecard Saudi Arabia 2011 - Dr. David Norton" alt="Balanced Scorecard Saudi Arabia 2011 - Dr. David Norton" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-David-Norton.jpg" width="580" height="326" /></p>
<p style="text-align: center;"><img class="aligncenter size-full wp-image-9319" title="Balanced Scorecard Saudi Arabia Forum 2011 - Adrian Brudan" alt="Balanced Scorecard Saudi Arabia Forum 2011 - Adrian Brudan" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-Forum-2011-Adrian-Brudan.jpg" width="580" height="326" /></p>
<p style="text-align: center;"><img class="aligncenter size-full wp-image-9321" title="Balanced Scorecard Saudi Arabia 2011 - Dr. Kaplan &amp; Dr. Norton-Clinic" alt="Balanced Scorecard Saudi Arabia 2011 - Dr. Kaplan &amp; Dr. Norton-Clinic" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Dr.-Kaplan-Dr.-Norton-Clinic.jpg" width="580" height="326" /></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9249</wp:post_id>
<wp:post_date>2011-12-04 05:58:35</wp:post_date>
<wp:post_date_gmt>2011-12-03 18:58:35</wp:post_date_gmt>
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<title>Balanced Scorecard Saudi Arabia 2011 – smartKPIs.com correspondence from Riyadh - Day 1</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-saudi-arabia-2011-%e2%80%93-smartkpis-com-correspondence-from-riyadh-day-1/</link>
<pubDate>Sat, 03 Dec 2011 19:00:55 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard Saudi Arabia]]></category>

		<category domain="tag" nicename="balanced-scorecard-saudi-arabia"><![CDATA[Balanced Scorecard Saudi Arabia]]></category>

		<category domain="tag"><![CDATA[Case Study]]></category>

		<category domain="tag" nicename="case-study"><![CDATA[Case Study]]></category>

		<category domain="tag"><![CDATA[David Norton]]></category>

		<category domain="tag" nicename="david-norton"><![CDATA[David Norton]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[IIR Middle East]]></category>

		<category domain="tag" nicename="iir-middle-east"><![CDATA[IIR Middle East]]></category>

		<category domain="tag"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag" nicename="robert-kaplan"><![CDATA[Robert Kaplan]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9241</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><strong>Sunday, December 4th, 2011 </strong></p>
<p style="text-align: justify;">As media partners of <em><a href="http://www.iirme.com/bscsaudi" target="_blank">Balanced Scorecard Saudi Arabia 2011</a></em> <a href="http://www.smartKPIs.com" target="_blank">smartKPIs.com</a> will report this week on how this exceptional event unfolds this week.</p>
<img class="aligncenter size-full wp-image-9242" title="Adrian Brudan at Balanced Scorecard Saudi Arabia 2011 Forum" alt="Adrian Brudan at Balanced Scorecard Saudi Arabia 2011 Forum" src="http://www.smartkpis.com/blog/wp-content/uploads/Adrian-Brudan-at-Balanced-Scorecard-Saudi-Arabia-2011-Forum.jpg" width="551" height="310" />
<p style="text-align: justify;"><!--more-->As in previous editions, IIR Middle East brought together world class strategy and performance management speakers and facilitators, as well as a significant number of participants from the private and public sector.</p>
<p style="text-align: justify;">Day one of this year's edition started with a Masterclass facilitated by Dr. David Norton and Dr. Robert Kaplan. Some of the topics covered during the day were:</p>

<ul style="text-align: justify;">
	<li>The Execution Premium Process;</li>
	<li>The role of the Office of Strategy Management;</li>
	<li>The importance of selecting meaningful KPIs, setting stretch targets and selecting and funding strategic initiatives.</li>
</ul>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-9243" title="Balanced Scorecard Saudi Arabia 2011" alt="Balanced Scorecard Saudi Arabia 2011" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011.jpg" width="550" height="309" /></p>
One of the central themes of the day was the case study illustrating the best practice implementation and use of the Balanced Scorecard at Volkswagen do Brasil. The company excelled both in terms of the Balanced Scorecard implementation process and through the comprehensive means of communicating strategy to all employees, resulting in the building of an inspiring organizational culture focused on continuous performance improvement.
<p style="text-align: justify;">Another important moment of the day was the recognition received by Dr. David Norton and Dr. Robert Kaplan for the efforts in advising Dubai Police on their journey of implementing a Balanced Scorecard.</p>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-9244" title="Dr. David Norton and Dr. Robert Kaplan" alt="Dr. David Norton and Dr. Robert Kaplan" src="http://www.smartkpis.com/blog/wp-content/uploads/Dr.-David-Norton-Dr.-Robert-Kaplan.jpg" width="550" height="309" /></p>
<p style="text-align: justify;">The day concluded with a Questions and Answers session dedicated to the challenges of implementing and using the Balanced Scorecard in practice.</p>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-9245" title="Dr. Kaplan and Dr. Norton - Saudi Arabia 2011" alt="Dr. Kaplan and Dr. Norton - Saudi Arabia 2011" src="http://www.smartkpis.com/blog/wp-content/uploads/Dr.-Kaplan-Dr.-Norton-Saudi-Arabia-2011.jpg" width="550" height="309" /></p>
<p style="text-align: justify;">Stay connected to <a href="http://www.smartKPIs.com" target="_blank">smartKPIs.com</a> for fresh and updated information from the event!</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9241</wp:post_id>
<wp:post_date>2011-12-04 06:00:55</wp:post_date>
<wp:post_date_gmt>2011-12-03 19:00:55</wp:post_date_gmt>
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<wp:post_name>balanced-scorecard-saudi-arabia-2011-%e2%80%93-smartkpis-com-correspondence-from-riyadh-day-1</wp:post_name>
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<title>Balanced Scorecard Saudi Arabia 2011 – smartKPIs.com correspondence from Riyadh - Day 2 in pictures </title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-saudi-arabia-2011-%e2%80%93-smartkpis-com-correspondence-from-riyadh-day-2-in-pictures/</link>
<pubDate>Sun, 04 Dec 2011 18:59:16 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Adrian Brudan]]></category>

		<category domain="tag" nicename="adrian-brudan"><![CDATA[Adrian Brudan]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

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		<category domain="tag"><![CDATA[Events]]></category>

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		<category domain="tag"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag" nicename="robert-kaplan"><![CDATA[Robert Kaplan]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9272</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><img class="aligncenter size-full wp-image-9324" title="Balanced Scorecard Saudi Arabia 2011 - Conference Room" alt="Balanced Scorecard Saudi Arabia 2011 - Conference Room" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Conference-Room.jpg" width="580" height="326" />
<!--more-->
<img class="aligncenter size-full wp-image-9325" title="Balanced Scorecard Saudi Arabia 2011 - Hydro One Strategic Objective - Dr. Kaplan" alt="Balanced Scorecard Saudi Arabia 2011 - Hydro One Strategic Objective - Dr. Kaplan" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Hydro-One-Strategic-Objective-Dr.-Kaplan.jpg" width="580" height="326" /></p>
<p style="text-align: center;"><img class="aligncenter size-full wp-image-9326" title="Balanced Scorecard Saudi Arabia 2011 - Hydro One Strategic Objective - Dr. Robert Kaplan" alt="Balanced Scorecard Saudi Arabia 2011 - Hydro One Strategic Objective - Dr. Robert Kaplan" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Hydro-One-Strategic-Objective-Dr.-Robert-Kaplan.jpg" width="580" height="326" /></p>
<p style="text-align: center;"><img class="aligncenter size-full wp-image-9327" title="Balanced Scorecard Saudi Arabia 2011 - Masterclass Dr. Kaplan Dr. Norton" alt="Balanced Scorecard Saudi Arabia 2011 - Masterclass Dr. Kaplan Dr. Norton" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Masterclass-Dr.-Kaplan-Dr.-Norton.jpg" width="580" height="326" /></p>
<p style="text-align: center;"><img class="aligncenter size-full wp-image-9331" title="Balanced Scorecard Saudi Arabia 2011 - Aurel Brudan and Dr. Robert Kaplan" alt="Balanced Scorecard Saudi Arabia 2011 - Aurel Brudan and Dr. Robert Kaplan" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Aurel-Brudan-and-Dr.-Robert-Kaplan.jpg" width="580" height="326" /></p>
<p style="text-align: center;"><img class="aligncenter size-full wp-image-9328" title="Balanced Scorecard Saudi Arabia Forum 2011 - Brudan Adrian" alt="Balanced Scorecard Saudi Arabia Forum 2011 - Brudan Adrian" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-Forum-2011-Brudan-Adrian.jpg" width="580" height="326" /></p>
<p style="text-align: center;"><img class="aligncenter size-full wp-image-9329" title="Balanced Scorecard Saudi Arabia 2011 - Adrian Brudan" alt="Balanced Scorecard Saudi Arabia 2011 - Adrian Brudan" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Adrian-Brudan-Organizational-Performance-Solutions-Manager.jpg" width="580" height="326" /></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9272</wp:post_id>
<wp:post_date>2011-12-05 05:59:16</wp:post_date>
<wp:post_date_gmt>2011-12-04 18:59:16</wp:post_date_gmt>
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<title>Balanced Scorecard Saudi Arabia 2011 – smartKPIs.com correspondence from Riyadh - Day 2 </title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-saudi-arabia-2011-%e2%80%93-smartkpis-com-correspondence-from-riyadh-day-2/</link>
<pubDate>Sun, 04 Dec 2011 19:20:30 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

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		<category domain="tag"><![CDATA[Events]]></category>

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		<category domain="tag"><![CDATA[Robert Kaplan]]></category>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9258</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Day 2 of the Balanced Scorecard Saudi Arabia 2011 continued with the second part of the Masterclass facilitated by Dr. Robert Kaplan and Dr. David Norton.</p>
<p style="text-align: justify;">While the first day of the Masterclass covered the <em><strong>What</strong></em> and <strong><em>Why</em></strong> aspects of a Balanced Scorecard implementation, the second day concentrated on answering the <em><strong>How</strong></em> aspects.</p>
<p style="text-align: left;"><img class="aligncenter size-full wp-image-9333" title="Balanced Scorecard Saudi Arabia 2011 - Hydro One Strategic Objective" alt="Balanced Scorecard Saudi Arabia 2011 - Hydro One Strategic Objective" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Hydro-One-Strategic-Objective.jpg" width="580" height="326" /></p>
<p style="text-align: left;"><!--more-->Among the topics discussed were:</p>

<ul style="text-align: justify;">
	<li><em>Risk Management and the integration with the Strategy Execution System</em>, facilitated by Dr. Robert Kaplan;</li>
</ul>
<ul style="text-align: justify;">
	<li><em>A</em><em>ligning employees to the strategy session</em>, facilitated by Dr David Norton;</li>
</ul>
<ul style="text-align: justify;">
	<li><em>Monitoring, testing and adapting the strategy</em>, facilitated by Dr Robert Kaplan;</li>
</ul>
<ul style="text-align: justify;">
	<li><em>Balanced Scorecard implementation: Leading change and the role of the CEO,</em> facilitated by Dr Robert Kaplan;</li>
</ul>
<ul style="text-align: justify;">
	<li><em>Balanced Scorecard implementation: The critical role of the Office of Strategy Management</em>, lead by Dr David Norton</li>
</ul>
<img class="aligncenter size-full wp-image-9334" title="Balanced Scorecard Saudi Arabia Forum 2011 - Strategy Review Meeting - Robert Kaplan" alt="Balanced Scorecard Saudi Arabia Forum 2011 - Strategy Review Meeting - Robert Kaplan" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-Forum-2011-Strategy-Review-Meeting-Robert-Kaplan.jpg" width="580" height="326" />
<p style="text-align: left;">The day concluded with a Q&amp;A session (Kaplan-Norton Clinic), during which were debated topics such as:</p>

<ul style="text-align: justify;">
	<li>Best ways to run a Strategy Review Meeting;</li>
</ul>
<ul style="text-align: justify;">
	<li>The cascading process of a Balanced Scorecard System for a corporation with a diversified portfolio of activities and lines of business;</li>
</ul>
<ul style="text-align: justify;">
	<li style="text-align: justify;">The importance of establishing an Office of Strategy Management and its ideal size.</li>
</ul>
<img class="aligncenter size-full wp-image-9335" title="Balanced Scorecard Saudi Arabia Forum 2011 - Strategy Review Meeting" alt="Balanced Scorecard Saudi Arabia Forum 2011 - Strategy Review Meeting" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-Forum-2011-Strategy-Review-Meeting.jpg" width="580" height="326" />
<p style="text-align: justify;">Stay connected to <a style="text-align: -webkit-auto;" href="../../../../../../" target="_blank">smartKPIs.com</a><span style="text-align: -webkit-auto;"> for updates from </span><a style="text-align: -webkit-auto;" href="http://www.iirme.com/bscsaudi" target="_blank">Balanced Scorecard Saudi Arabia 2011</a><span style="text-align: -webkit-auto;">!</span></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9258</wp:post_id>
<wp:post_date>2011-12-05 06:20:30</wp:post_date>
<wp:post_date_gmt>2011-12-04 19:20:30</wp:post_date_gmt>
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<title>Balanced Scorecard Saudi Arabia 2011 – smartKPIs.com correspondence from Riyadh - Day 3 in pictures</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-saudi-arabia-2011-%e2%80%93-smartkpis-com-correspondence-from-riyadh-day-3-in-pictures/</link>
<pubDate>Mon, 05 Dec 2011 19:00:01 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9295</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><img class="aligncenter size-full wp-image-9340" title="Balanced Scorecard Saudi Arabia 2011 - Paul Kenny" alt="Balanced Scorecard Saudi Arabia 2011 - Paul Kenny" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Paul-Kenny.jpg" width="580" height="326" />
<!--more-->
<img class="aligncenter size-full wp-image-9341" title="Balanced Scorecard Saudi Arabia 2011 - Abu Dhabi Performance Management Framework" alt="Balanced Scorecard Saudi Arabia 2011 - Abu Dhabi Performance Management Framework" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Abu-Dhabi-Performance-Management-Framework.jpg" width="580" height="326" /></p>
<p style="text-align: center;"><img class="aligncenter size-full wp-image-9342" title="Balanced Scorecard Saudi Arabia Forum 2011 - Aurel Brudan - smartKPIs.com" alt="Balanced Scorecard Saudi Arabia Forum 2011 - Aurel Brudan - smartKPIs.com" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-Forum-2011-Aurel-Brudan-smartKPIs.com_.jpg" width="580" height="326" /></p>
<p style="text-align: center;"><img class="aligncenter size-full wp-image-9345" title="Balanced Scorecard Saudi Arabia 2011 - Aurel Brudan - smartKPIs.com" alt="Balanced Scorecard Saudi Arabia 2011 - Aurel Brudan - smartKPIs.com" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Aurel-Brudan-smartKPIs.com_.jpg" width="580" height="326" /></p>
<p style="text-align: center;"><img class="aligncenter size-full wp-image-9343" title="Balanced Scorecard Saudi Arabia 2011 - Furqan Nasri" alt="Balanced Scorecard Saudi Arabia 2011 - Furqan Nasri" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Furqan-Nasri.jpg" width="580" height="326" /></p>
<p style="text-align: center;"><img class="aligncenter size-full wp-image-9344" title="Balanced Scorecard Saudi Arabia 2011 - Translating Ambition to Results" alt="Balanced Scorecard Saudi Arabia 2011 - Translating Ambition to Results" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Translating-Ambition-to-Results.jpg" width="580" height="326" /></p>
<p style="text-align: center;"><img class="aligncenter size-full wp-image-9346" title="Balanced Scorecard Saudi Arabia Forum 2011 - Abu Dhabi Performance Management Framework" alt="Balanced Scorecard Saudi Arabia Forum 2011 - Abu Dhabi Performance Management Framework" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-Forum-2011-Abu-Dhabi-Performance-Management-Framework1.jpg" width="580" height="326" /></p>
<p style="text-align: center;"><img class="aligncenter size-full wp-image-9347" title="Balanced Scorecard Saudi Arabia 2011 - Conference Room" alt="Balanced Scorecard Saudi Arabia 2011 - Conference Room" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Conference-Room-3.jpg" width="580" height="326" /></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9295</wp:post_id>
<wp:post_date>2011-12-06 06:00:01</wp:post_date>
<wp:post_date_gmt>2011-12-05 19:00:01</wp:post_date_gmt>
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<title>Balanced Scorecard Saudi Arabia 2011 – smartKPIs.com correspondence from Riyadh - Day 3</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-saudi-arabia-2011-%e2%80%93-smartkpis-com-correspondence-from-riyadh-day-3/</link>
<pubDate>Mon, 05 Dec 2011 19:15:53 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

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		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

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		<category domain="tag" nicename="balanced-scorecard-saudi-arabia"><![CDATA[Balanced Scorecard Saudi Arabia]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Performance Appraisal System]]></category>

		<category domain="tag" nicename="performance-appraisal-system"><![CDATA[Performance Appraisal System]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

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		<category domain="tag"><![CDATA[Strategy Execution]]></category>

		<category domain="tag" nicename="strategy-execution"><![CDATA[Strategy Execution]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9286</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Day 3 and 4 of the <em>Balanced Scorecard Saudi Arabia 2011</em> where dedicated to Balanced Scorecard case studies presentations delivered by top representatives of KSA, GCC and international organizations. The main features of the agenda where:</p>

<ul style="text-align: justify;">
	<li>16 Balanced Scorecard case studies delivered CEO and Strategy Practitioners;</li>
	<li>56% of case studies from Kingdom of Saudi Arabia;</li>
	<li>5 Hall of Fame award winning case studies;</li>
	<li>3 CEO perspectives on the Balanced Scorecard;</li>
	<li>5 public sector case studies.</li>
</ul>
<p style="text-align: justify;"><!--more-->The topics covered during Day 3 where diverse, addressing different aspects of the Balanced Scorecard implementation and utilization process:</p>

<ul style="text-align: justify;">
	<li>Mapping your way to exceptional performance – Creating a Strategy Map and setting relevant, focused objectives for the business</li>
	<li>Cascading the Strategy Map and the Balanced Scorecard to Business Units – achieving full alignment and maximum synergy</li>
	<li>Balanced Scorecard – the heart of the Strategy Office</li>
	<li>Team work as a vital process for a successful Balanced Scorecard Journey</li>
	<li>The Office of Strategy Management (OSM) as a driver of sustainable business success</li>
	<li>Balanced Scorecard and Strategy Maps – a technology strategist’s perspective</li>
	<li>Integrating the Balanced Scorecard with Total Quality Management for improved internal processes</li>
	<li style="text-align: justify;">The corporate scorecard and performance based employee appraisal system</li>
</ul>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-9434" title="Balanced Scorecard Saudi Arabia 2011 - Performance Management Framework Abu Dhabi" alt="Balanced Scorecard Saudi Arabia 2011 - Performance Management Framework Abu Dhabi" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Performance-Management-Framework-Abu-Dhabi1.jpg" width="580" height="326" /></p>
<p style="text-align: justify;">Among the presenters were representatives of Minor Food Group (Thailand) – Hall of Fame Award Winner 2011, Abu Dhabi Food Control Authority (United Arab Emirates) – Hall of Fame Award Winner 2011, YK Almoayyed &amp; Sons (Bahrain) – Hall of Fame Award Winner 2011, Al Rajhi Bank (KSA), Siemens (KSA), Oracle (Germany), Dubai Police (United Arab Emirates), Al Faisal Group (KSA).</p>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-9440" title="Balanced Scorecard Saudi Arabia 2011 - Hall of Fame" alt="Balanced Scorecard Saudi Arabia 2011 - Hall of Fame" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Hall-of-Fame.jpg" width="580" height="327" /></p>
<p style="text-align: justify;">The day concluded with a Balanced Scorecard practitioner – Expert Panel facilitated by three experts in Balanced Scorecard implementation and utilization</p>

<ul style="text-align: justify;">
	<li>Dirk Kalff – Head of Strategic Performance Management, Al Faisaliah Group (KSA)</li>
	<li>Furqan Nasri, Head of Strategic Programmes, Siemens (KSA)</li>
	<li>Mathias Mangels, Synmentics and Tantum Group – Europe (Germany)</li>
</ul>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-9442" title="Balanced Scorecard Saudi Arabia 2011 - Expert Panel" alt="Balanced Scorecard Saudi Arabia 2011 - Expert Panel" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Expert-Panel1.jpg" width="580" height="326" /></p>
<p style="text-align: justify;">Stay connected to <a href="http://www.smartkpis.com/" target="_blank">smartKPIs.com</a> for updates from <a href="http://www.iirme.com/bscsaudi" target="_blank">Balanced Scorecard Saudi Arabia 2011</a>!</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9286</wp:post_id>
<wp:post_date>2011-12-06 06:15:53</wp:post_date>
<wp:post_date_gmt>2011-12-05 19:15:53</wp:post_date_gmt>
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<title>Balanced Scorecard Saudi Arabia 2011 – smartKPIs.com correspondence from Riyadh – Day 4 in pictures</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-saudi-arabia-2011-%e2%80%93-smartkpis-com-correspondence-from-riyadh-%e2%80%93-day-4-in-pictures/</link>
<pubDate>Tue, 06 Dec 2011 14:08:58 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

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		<category domain="tag"><![CDATA[Balanced Scorecard Saudi Arabia]]></category>

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		<category domain="tag"><![CDATA[Events]]></category>

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		<category domain="tag"><![CDATA[Performance Appraisal Systems]]></category>

		<category domain="tag" nicename="performance-appraisal-systems"><![CDATA[Performance Appraisal Systems]]></category>

		<category domain="tag"><![CDATA[Saudi Arabia]]></category>

		<category domain="tag" nicename="saudi-arabia"><![CDATA[Saudi Arabia]]></category>

		<category domain="tag"><![CDATA[Strategy Execution]]></category>

		<category domain="tag" nicename="strategy-execution"><![CDATA[Strategy Execution]]></category>

		<category domain="tag"><![CDATA[Strategy Map]]></category>

		<category domain="tag" nicename="strategy-map"><![CDATA[Strategy Map]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9356</guid>
<description></description>
<content:encoded><![CDATA[<img class="aligncenter size-full wp-image-9357" title="Balanced Scorecard Saudi Arabia 2011 - Conference Room" alt="Balanced Scorecard Saudi Arabia 2011 - Conference Room" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Room.jpg" width="580" height="326" />

<!--more-->
<img class="aligncenter size-full wp-image-9359" title="Balanced Scorecard Saudi Arabia 2011 - Conference Room" alt="Balanced Scorecard Saudi Arabia 2011 - Conference Room" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Room-2.jpg" width="580" height="326" />

<img class="aligncenter size-full wp-image-9360" title="Balanced Scorecard Saudi Arabia 2011 " alt="Balanced Scorecard Saudi Arabia 2011 " src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Speaker.jpg" width="580" height="326" />

<img class="aligncenter size-full wp-image-9361" title="Balanced Scorecard Saudi Arabia 2011 - Accountability Review Report" alt="Balanced Scorecard Saudi Arabia 2011 - Accountability Review Report" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Accountability-Review-Report.jpg" width="580" height="326" />

<img class="aligncenter size-full wp-image-9362" title="Balanced Scorecard Saudi Arabia 2011 - Presentation Agenda" alt="Balanced Scorecard Saudi Arabia 2011 - Presentation Agenda" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Presentation-Agenda.jpg" width="580" height="326" />

<img class="aligncenter size-full wp-image-9363" title="Balanced Scorecard Saudi Arabia 2011 - Identifying New Opportunities with BSC" alt="Balanced Scorecard Saudi Arabia 2011 - Identifying New Opportunities with BSC" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Identifying-New-Opportunities-with-BSC.jpg" width="580" height="326" />

<img class="aligncenter size-full wp-image-9364" title="Balanced Scorecard Saudi Arabia 2011 - Using Strategy Execution" alt="Balanced Scorecard Saudi Arabia 2011 - Using Strategy Execution" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-How-are-we-using-Strategy-Execution.jpg" width="580" height="326" />
<img class="aligncenter size-full wp-image-9358" title="Balanced Scorecard Saudi Arabia 2011 - Adrian Brudan" alt="Balanced Scorecard Saudi Arabia 2011 - Adrian Brudan" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-A.-Brudan.jpg" width="580" height="326" />

<img class="aligncenter size-full wp-image-9365" title="Balanced Scorecard Saudi Arabia 2011 - smartKPIs.com Reports" alt="Balanced Scorecard Saudi Arabia 2011 - smartKPIs.com Reports" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-smartKPIs.com-Reports.jpg" width="580" height="326" />]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9356</wp:post_id>
<wp:post_date>2011-12-07 01:08:58</wp:post_date>
<wp:post_date_gmt>2011-12-06 14:08:58</wp:post_date_gmt>
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<title>Balanced Scorecard Saudi Arabia 2011 – smartKPIs.com correspondence from Riyadh – Day 4</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-saudi-arabia-2011-%e2%80%93-smartkpis-com-correspondence-from-riyadh-%e2%80%93-day-4/</link>
<pubDate>Wed, 07 Dec 2011 14:25:19 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard Saudi Arabia]]></category>

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		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Performance Appraisal System]]></category>

		<category domain="tag" nicename="performance-appraisal-system"><![CDATA[Performance Appraisal System]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Saudi Arabia]]></category>

		<category domain="tag" nicename="saudi-arabia"><![CDATA[Saudi Arabia]]></category>

		<category domain="tag"><![CDATA[Strategy Execution]]></category>

		<category domain="tag" nicename="strategy-execution"><![CDATA[Strategy Execution]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9449</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The final day of the <em>Balanced Scorecard Saudi Arabia 2011</em> continued on the same note as the previous day, with presentations of best practice Balanced Scorecard implementation and utilization.</p>
Among the topics covered where:
<ul>
	<li>A journey of strategic turnaround – Implementing the Kaplan/Norton Strategy Management Process;</li>
	<li>Embedding the Balanced Scorecard by engendering a true performance culture;</li>
	<li>KSA Ministry of Labor – Master strategy mapping;</li>
	<li>A two dimensional look at strategy development and execution in an unpredictable, dynamic industry and how Balanced Scorecard helps;</li>
	<li>Why Liebherr Mining Equipment Company decided to use a Balanced Scorecard and what are the positive aspects of it?</li>
	<li>Collecting, aggregating, recording and automating relevant useful data for the Balanced Scorecard process;</li>
	<li>Holistic Performance Management Philosophy – a successful proven approach in developing and implementing strategy in government organizations.</li>
</ul>
<img class="aligncenter size-full wp-image-9450" title="Balanced Scorecard Saudi Arabia 2011 - Balanced  Scorecard" alt="Balanced Scorecard Saudi Arabia 2011 - Balanced  Scorecard" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Balanced-Scorecard.jpg" width="580" height="326" />
<p style="text-align: justify;"><!--more-->Among the presenters where representatives of Saudi Goody Products Marketing Company (KSA), Zamil Industrial (KSA), Ministry of Labor (KSA), Liebherr Mining Equipment Company (USA), Tabuk Agricultural Development Company (KSA) and Securities and Commodities Authority  (UAE) – Winner of the Emirates Award for Government Excellence in Performance Management, Sheikh Khalifa Government Excellence Programme (UAE, 2010).</p>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-9464" title="Balanced Scorecard Saudi Arabia 2011 - Presenters" alt="Balanced Scorecard Saudi Arabia 2011 - Presenters" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Presenters.jpg" width="580" height="327" /></p>
<p style="text-align: justify;">One of the highlights of the final day of the <em><a href="http://www.iirme.com/bscsaudi" target="_blank">Balanced Scorecard Saudi Arabia</a></em> was the study case delivered by Dr Mohamed Moustafa Mahmoud, adviser at the Saudi Minister of Labor, Vice President – Organizational Development, Savola Group and Executive Director of Madinah Institute for Leadership and Entrepreneurship (MILE, KSA).</p>
<p style="text-align: justify;">The topics covered detailed the Balanced Scorecard implementation and cascading process for Jeddah Municipality. The Balanced Scorecard system utilized by the Jeddah Municipality is among the most transparent and comprehensive ones. A catalogue of all KPIs monitored by the municipality is also available online.</p>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-9466" title="Balanced Scorecard Saudi Arabia 2011 - Strategy" alt="Balanced Scorecard Saudi Arabia 2011 - Strategy" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2011-Strategy.jpg" width="580" height="326" /></p>
<p style="text-align: justify;">Stay connected to <a href="http://www.smartkpis.com/" target="_blank">smartKPIs.com</a> for updates from Balanced Scorecard events! The next event, <a href="http://www.iirme.com/bsc" target="_blank"><em>Balanced Scorecard Forum Dubai 2012</em></a>, will take place between 21-26 April 2012 at The Address Hotel, Dubai Marina, UAE.</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9449</wp:post_id>
<wp:post_date>2011-12-08 01:25:19</wp:post_date>
<wp:post_date_gmt>2011-12-07 14:25:19</wp:post_date_gmt>
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<title>Net Promoter Score Data Gathering in Practice</title>
<link>http://www.smartkpis.com/blog/net-promoter-score-data-gathering-in-practice/</link>
<pubDate>Wed, 14 Dec 2011 06:20:24 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

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		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Net Promoter Score]]></category>

		<category domain="tag" nicename="net-promoter-score"><![CDATA[Net Promoter Score]]></category>

		<category domain="tag"><![CDATA[NPS]]></category>

		<category domain="tag" nicename="nps"><![CDATA[NPS]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9394</guid>
<description></description>
<content:encoded><![CDATA[Recently, the smartKPIs.com team has come across two very different data gathering approaches for the Net Promoter Score:
<h2><strong>1. Booking.com</strong></h2>
<ul>
	<li>A good example of how to streamline data gathering by automation;</li>
	<li>Data relevance is also high, due to the timing, as the questionnaire is completed at the touchpoint, upon transaction completion.</li>
</ul>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Net_Promoter_Score_Booking.com_.jpg"><img class="aligncenter size-full wp-image-9396" title="Net_Promoter_Score_Booking.com" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Net_Promoter_Score_Booking.com_.jpg" width="695" height="506" /></a>
<h2><!--more-->2. The branch of a major bank based in Australia</h2>
<ul>
	<li>A poorly implemented questionnaire, as data processing requires additional resources;</li>
	<li>Data relevance is high, due to the timing, as the questionnaire is completed at the touchpoint, upon transaction completion.</li>
	<li>The major issue here is the hybrid NPS approach as the question is not properly formulated, the scale is not correctly implemented (1 to 10 instead of 0 to 10) and the ratings are clustered in two options making the calculation of the NPS impossible.</li>
</ul>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Net_Promoter_Score_Leading_Questionnaire.jpg"><img class="aligncenter size-full wp-image-9397" title="Net_Promoter_Score_Leading_Questionnaire" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Net_Promoter_Score_Leading_Questionnaire.jpg" width="696" height="510" /></a>

For more details on the NPS visit: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/net-promoter-score-1303.html" target="_blank">Net Promoter Score KPI</a>.]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9394</wp:post_id>
<wp:post_date>2011-12-14 17:20:24</wp:post_date>
<wp:post_date_gmt>2011-12-14 06:20:24</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<wp:post_name>net-promoter-score-data-gathering-in-practice</wp:post_name>
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<title>Happy New Year! Welcome MMXII!</title>
<link>http://www.smartkpis.com/blog/happy-new-year-2/</link>
<pubDate>Sat, 31 Dec 2011 04:41:07 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[2012]]></category>

		<category domain="tag" nicename="2012"><![CDATA[2012]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9527</guid>
<description></description>
<content:encoded><![CDATA[<img class="alignnone" src="http://www.smartkpis.com/blog/wp-content/uploads/logo-smartKPIs.jpg" alt="" width="601" height="180" />
<h2 style="text-align: center;">A Happy New Year to <a href="http://www.smartKPIs.com">smartKPIs.com</a> community members!</h2>
<h2 style="text-align: center;">Thank you for your support in 2011!</h2>
<h2 style="text-align: center;">Have a happy and rewarding 2012!</h2>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9527</wp:post_id>
<wp:post_date>2011-12-31 15:41:07</wp:post_date>
<wp:post_date_gmt>2011-12-31 04:41:07</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<wp:post_name>happy-new-year-2</wp:post_name>
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<title>Government policy and legislation promoting performance management</title>
<link>http://www.smartkpis.com/blog/government-policy-and-legislation-promoting-performance-management/</link>
<pubDate>Mon, 13 Feb 2012 14:33:47 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Government - Local]]></category>

		<category domain="tag" nicename="government-local"><![CDATA[Government - Local]]></category>

		<category domain="tag"><![CDATA[Legislation]]></category>

		<category domain="tag" nicename="legislation"><![CDATA[Legislation]]></category>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9546</guid>
<description></description>
<content:encoded><![CDATA[In many countries, performance management is promoted by government though policy and legislation. Some focus on the use of performance management systems by government institutions, others require private companies to establish individual performance management systems for employees.

Some examples are:
<ol>
	<li>Philippines: <a href="http://www.dbm.gov.ph/index.php?pid=3&amp;nid=2448" target="_blank">http://www.dbm.gov.ph/index.php?pid=3&amp;nid=2448</a></li>
	<li>UK: <a href="http://siteresources.worldbank.org/INTEVACAPDEV/Resources/ecd_24.pdf" target="_blank">http://siteresources.worldbank.org/INTEVACAPDEV/Resources/ecd_24.pdf</a></li>
	<li>USA: <a href="http://www.cgma.org/Resources/Reports/DownloadableDocuments/strategic-performance-public-sector.pdf" target="_blank">http://www.cgma.org/Resources/Reports/DownloadableDocuments/strategic-performance-public-sector.pdf</a></li>
</ol>
What other countries could be added to the list?

Share your comments on the blog or in the <a href="http://www.linkedin.com/groups/PERFORMANCE-Measurement-Management-KPI-Balanced-2379374?mostPopular=&amp;gid=2379374" target="_blank">smartKPIs.com LinkedIn Group.</a>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Government-performance-management.jpg"><img class="aligncenter size-full wp-image-9547" title="Government-performance-management" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Government-performance-management.jpg" width="702" height="666" /></a>Source: <a href="http://www.performance.gov/" target="_blank">http://www.performance.gov/</a></p>]]></content:encoded>
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<wp:post_id>9546</wp:post_id>
<wp:post_date>2012-02-14 01:33:47</wp:post_date>
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<title>KPI training: Measuring and Learning with Key Performance Indicators</title>
<link>http://www.smartkpis.com/blog/kpi-training-measuring-and-learning-with-key-performance-indicators/</link>
<pubDate>Thu, 01 Mar 2012 05:51:13 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators training]]></category>

		<category domain="tag" nicename="key-performance-indicators-training"><![CDATA[Key Performance Indicators training]]></category>

		<category domain="tag"><![CDATA[KPI training]]></category>

		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9556</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/Measuring-and-learning-with-KPIs-training-2012-Sydney-Brisbane-Canberra-Melbourne-print.pdf" target="_blank"><img class="aligncenter size-full wp-image-9555" title="KPI-training-smartKPIs.com-Sydney-March-2012" src="http://www.smartkpis.com/blog/wp-content/uploads/KPI-training-smartKPIs.com-Sydney-March-2012.jpg" alt="" width="203" height="288" /></a>The KPI Institute is organising a new series of training courses  that provide a unique combination of know-how and practical experience  in implementing and using Key Performance Indicators (KPIs) as part of  organizational performance management systems.

<!--more-->Over the last 3 years the <a href="http://www.smartkpis.com/kpi_examples/dashboard/" target="_self">smartKPIs.com</a> team:
<ul>
	<li> Documented 7,000+ KPIs from 15 functional areas and 24 industries;</li>
	<li> Reviewed 1,000+ performance reports from 125 countries;</li>
	<li> Referenced 20,000+ resources (books, articles, performance reports) as part of the documentation process;</li>
</ul>
This research program has generated unique insights into best practices  on how to select, document and use KPIs across functional areas,  industries and organizational levels that form the basis of a 2 days  training course organised across Australia.

<strong>Locations and Dates:</strong>
Sydney, 29-30 March
Brisbane, 18-19 April
Canberra, 10-11 May
Melbourne, 26-27 June

<strong>Additional details</strong>
Click <a href="http://www.smartkpis.com/blog/wp-content/uploads/Measuring-and-learning-with-KPIs-training-2012-Sydney-Brisbane-Canberra-Melbourne-print.pdf">here</a> to download the presentation brochure in PDF format.
Click on the following links to access the online presentation pages: <a href="http://www.smartkpis.com/premium/services/open-training-courses/sydney-measuring-and-learning-with-kpis-training-course-95.html" target="_blank">Sydney</a>, <a href="http://www.smartkpis.com/premium/services/open-training-courses/brisbane-measuring-and-learning-with-kpis-training-course-93.html" target="_blank">Brisbane</a>, <a href="http://www.smartkpis.com/premium/services/open-training-courses/canberra-measuring-and-learning-with-kpis-training-course-94.html" target="_blank">Canberra</a> and <a href="../../premium/services/open-training-courses/melbourne-measuring-and-learning-with-kpis-training-92.html"></a><a href="http://www.smartkpis.com/premium/services/open-training-courses/melbourne-measuring-and-learning-with-kpis-training-92.html" target="_blank">Melbourne</a>.

<strong>Registration and payment options</strong>
Email request with bank transfer: <a href="mailto:info@smartKPIs.com?subject=KPI%20training">info@smartKPIs.com</a> or <a href="http://www.smartkpis.com/premium/services/open-training-courses/sydney-measuring-and-learning-with-kpis-training-course-95.html" target="_blank">online</a> with credit card payment.
Contact our office at 03 / 9670 2979 or email: <a href="mailto:bilgen.tug@smartKPIs.com?subject=KPI%20training" target="_blank">bilgen.tug@smartKPIs.com</a>.
Early bird fees are available.]]></content:encoded>
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<wp:post_id>9556</wp:post_id>
<wp:post_date>2012-03-01 16:51:13</wp:post_date>
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<title>The Times Higher Education World University Rankings 2011-2012</title>
<link>http://www.smartkpis.com/blog/the-times-higher-education-world-university-rankings-2011-2012/</link>
<pubDate>Thu, 15 Mar 2012 04:24:30 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Academic]]></category>

		<category domain="tag" nicename="academic"><![CDATA[Academic]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Higher Education]]></category>

		<category domain="tag" nicename="higher-education"><![CDATA[Higher Education]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Times Higher Education]]></category>

		<category domain="tag" nicename="times-higher-education"><![CDATA[Times Higher Education]]></category>

		<category domain="tag"><![CDATA[University]]></category>

		<category domain="tag" nicename="university"><![CDATA[University]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9569</guid>
<description></description>
<content:encoded><![CDATA[Now in their second year, the Times Higher Education World Reputation Rankings lists the world's best colleges and university based on reputation. The top 25 list is dominated by USA and UK based universities (THE, 2012):

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Times-Higher-Education-World-University-Rankings-2011-2012.jpg"><img class="aligncenter size-full wp-image-9571" title="Times Higher Education World University Rankings 2011-2012" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Times-Higher-Education-World-University-Rankings-2011-2012.jpg" width="624" height="928" /></a>

Source: <a href="http://www.timeshighereducation.co.uk/world-university-rankings/2011-2012/reputation-rankings.html#score_RP|sort_rank|reverse_false" target="_blank">Times Higher Education, Top Universities by Reputation, 2012</a>

References:

THE, 2012, Times Higher Education, Reputation Rankings Analysis available at: <a href="http://www.timeshighereducation.co.uk/world-university-rankings/2011-2012/reputation-analysis.html" target="_blank">http://www.timeshighereducation.co.uk/world-university-rankings/2011-2012/reputation-analysis.html</a>, accessed on 15 March 2012]]></content:encoded>
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<wp:post_id>9569</wp:post_id>
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<title>Impact of page load time on visitor numbers and revenue - Infographic</title>
<link>http://www.smartkpis.com/blog/impact-of-page-load-time-on-visitor-numbers-and-revenue/</link>
<pubDate>Fri, 16 Mar 2012 04:32:48 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Infographic]]></category>

		<category domain="tag" nicename="infographic"><![CDATA[Infographic]]></category>

		<category domain="tag"><![CDATA[Internet]]></category>

		<category domain="tag" nicename="internet"><![CDATA[Internet]]></category>

		<category domain="tag"><![CDATA[IT]]></category>

		<category domain="tag" nicename="it"><![CDATA[IT]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9565</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/Instant-America.jpg"><img class="aligncenter size-full wp-image-9574" title="Instant America" alt="Instant America" src="http://www.smartkpis.com/blog/wp-content/uploads/Instant-America.jpg" width="580" height="4339" /></a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9565</wp:post_id>
<wp:post_date>2012-03-16 15:32:48</wp:post_date>
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<title>Easter by the Numbers</title>
<link>http://www.smartkpis.com/blog/easter-by-the-numbers/</link>
<pubDate>Thu, 05 Apr 2012 15:34:46 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Easter]]></category>

		<category domain="tag" nicename="easter"><![CDATA[Easter]]></category>

		<category domain="tag"><![CDATA[Infographic]]></category>

		<category domain="tag" nicename="infographic"><![CDATA[Infographic]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9578</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/Easter-by-the-Numbers.jpg"><img class="aligncenter size-full wp-image-9577" title="Easter by the Numbers" alt="Easter by the Numbers" src="http://www.smartkpis.com/blog/wp-content/uploads/Easter-by-the-Numbers.jpg" width="580" height="2342" /></a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9578</wp:post_id>
<wp:post_date>2012-04-06 02:34:46</wp:post_date>
<wp:post_date_gmt>2012-04-05 15:34:46</wp:post_date_gmt>
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<title>Using Operational Insight to Outperform the Competition - New Webinar</title>
<link>http://www.smartkpis.com/blog/using-operational-insight-to-outperform-the-competition-new-webinar/</link>
<pubDate>Fri, 04 May 2012 13:25:08 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Property Performance Aurel Brudan]]></category>

		<category domain="tag" nicename="property-performance-aurel-brudan"><![CDATA[Property Performance Aurel Brudan]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9623</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><strong>Date:</strong> Tuesday, May 8th, 12:00pm - 1:00pm ESTz
<strong>Guest Speaker:</strong> Aurel Brudan, CEO of smartKPIs.com
<strong>Audience:</strong> Executives, Senior Property Management</p>

<h3 style="text-align: left;"><a href="http://be.buildingengines.com/Performance-Management-Webinar-Reg-Page.html" target="_blank"><img class="aligncenter size-full wp-image-9624" title="Managing Property Performance" alt="Managing Property Performance" src="http://www.smartkpis.com/blog/wp-content/uploads/Webinar.jpg" width="580" height="189" /></a></h3>
<p style="text-align: justify;">85% of organizational problems can be attributed to processes and management, while workers are responsible for only 15%.</p>
Learn how Operations Performance Management will clarify your business objectives, focus your employees on the activities that matter, and have tenants singing your praises. Learn More!

<span style="text-align: justify;">Operations Performance Management is a strategy that provides real estate organizations with real-time visibility into performance in service responsiveness, asset maintenance, risk management and employee productivity as measured against set goals. Ultimately, empowering them to prove service delivery and make performance adjustments when they will have the most impact.</span>

<strong><!--more-->Learn:</strong>
<ul style="text-align: justify;">
	<li>How an industry peer improved tenant service delivery by more than 73% and captured the data to prove it.</li>
	<li>How to implement an Operations Performance Management program.</li>
	<li>About the Key Performance Indicators (KPIs) that will improve the bottom line, customer satisfaction, employee engagement and quality of processes.</li>
	<li>How to trade in static reports for real-time metrics dashboards and actionable alerts.</li>
</ul>
<p style="text-align: justify;">More information are available at <a href="http://be.buildingengines.com/Performance-Management-Webinar-Reg-Page.html" target="_blank">http://be.buildingengines.com/Performance-Management-Webinar-Reg-Page.html</a></p>]]></content:encoded>
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<wp:post_id>9623</wp:post_id>
<wp:post_date>2012-05-05 00:25:08</wp:post_date>
<wp:post_date_gmt>2012-05-04 13:25:08</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>PMA 2012 Conference: From Strategy to Delivery</title>
<link>http://www.smartkpis.com/blog/pma-2012-conference-from-strategy-to-delivery/</link>
<pubDate>Tue, 10 Jul 2012 13:36:57 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Cambridge]]></category>

		<category domain="tag" nicename="cambridge"><![CDATA[Cambridge]]></category>

		<category domain="tag"><![CDATA[Christopher Hood]]></category>

		<category domain="tag" nicename="christopher-hood"><![CDATA[Christopher Hood]]></category>

		<category domain="tag"><![CDATA[Gerhard Satzger]]></category>

		<category domain="tag" nicename="gerhard-satzger"><![CDATA[Gerhard Satzger]]></category>

		<category domain="tag"><![CDATA[Howard Dresner]]></category>

		<category domain="tag" nicename="howard-dresner"><![CDATA[Howard Dresner]]></category>

		<category domain="tag"><![CDATA[PMA Conference]]></category>

		<category domain="tag" nicename="pma-conference"><![CDATA[PMA Conference]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9641</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The PMA 2012 Conference has begun today.</p>
<p style="text-align: center;"><img class="size-full wp-image-9643  aligncenter" title="PMA Conference 2012" alt="PMA Conference 2012" src="http://www.smartkpis.com/blog/wp-content/uploads/PMA-Conference-2012.jpg" width="580" height="149" /></p>
<p style="text-align: justify;">The event is taking place in Cambridge, UK, on 11-13 July at Fitzwilliam College, University of Cambridge.</p>
<p style="text-align: justify;">The theme for PMA2012 is <em><strong>Performance Management: From Strategy to Delivery</strong></em>. Exploring the latest thinking and research into how to connect strategy to delivery, through technology, systems and process, the conference is a mixture of keynote and plenary presentations, as well as parallel streams and discussion groups. Delegates and presenters are expected from a range of academic disciplines, as well as the business and public sector communities.</p>
<p style="text-align: justify;"><!--more-->The aim of the PMA conference is to bring together those who want to explore and better understand the role that performance measurement and management plays in improving organizational performance. No other conference better facilitates dialogue in the field of performance measurement, providing such a rare opportunity for academics and practitioners to meet and exchange ideas. Three world-class keynotes will present at the conference; <strong>Howard Dresner</strong>, a widely regarded expert in business intelligence and <strong>Professor Gerhard Satzger</strong>, IBM’s Director Business Performance Services, Europe, and <strong>Professor Christopher Hood</strong>, University of Oxford.</p>
<p style="text-align: justify;">Attendees come from all over the globe and have diverse backgrounds and perspectives, which makes the event particularly fascinating given the diversity of views held and shared by participants.</p>
<p style="text-align: justify;">The conference is organised on behalf of the Performance Management Association (PMA) by the University of Cambridge. The conference chair is Professor Andy Neely from the University of Cambridge, and the co-chair is Professor Mike Bourne from Cranfield School of Management, UK.</p>
<p style="text-align: justify;">The complete programme for the next days is available at:
<a href="http://www.performanceportal.org/sites/default/files/file/PMA%202012%20Programme_FINAL.pdf" target="_blank">www.performanceportal.org/sites/default/files/file/PMA%202012%20Programme_FINAL.pdf</a></p>]]></content:encoded>
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<wp:post_id>9641</wp:post_id>
<wp:post_date>2012-07-11 00:36:57</wp:post_date>
<wp:post_date_gmt>2012-07-10 13:36:57</wp:post_date_gmt>
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<title>PMA 2012 Conference - University of Cambridge - UK - Day 1 in pictures </title>
<link>http://www.smartkpis.com/blog/pma-2012-conference-university-of-cambridge-uk-day-1-in-pictures/</link>
<pubDate>Wed, 11 Jul 2012 21:20:19 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Andy Neely]]></category>

		<category domain="tag" nicename="andy-neely"><![CDATA[Andy Neely]]></category>

		<category domain="tag"><![CDATA[Cambridge]]></category>

		<category domain="tag" nicename="cambridge"><![CDATA[Cambridge]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Howard Dresner]]></category>

		<category domain="tag" nicename="howard-dresner"><![CDATA[Howard Dresner]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[PMA Conference]]></category>

		<category domain="tag" nicename="pma-conference"><![CDATA[PMA Conference]]></category>

		<category domain="tag"><![CDATA[TKI Institute]]></category>

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		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9647</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/DSC048141.jpg"><img class="aligncenter size-large wp-image-9652" title="PMA 2012 - Opening remarks - Andy Neely" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/DSC048141-1024x768.jpg" width="614" height="461" /></a></p>
<p style="text-align: center;"><!--more-->
<a href="http://www.smartkpis.com/blog/wp-content/uploads/DSC04816.jpg"><img class="aligncenter size-large wp-image-9655" title="PMA 2012 - Opening Remarks - Andy Neely 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/DSC04816-1024x768.jpg" width="614" height="461" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/DSC04822.jpg"><img class="aligncenter size-large wp-image-9658" title="PMA 2012 - Howard Dresner" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/DSC04822-1024x768.jpg" width="614" height="461" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/DSC04827.jpg"><img class="aligncenter size-large wp-image-9659" title="PMA 2012 - Howard Dresner - BI" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/DSC04827-1024x768.jpg" width="614" height="461" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/DSC04841.jpg"><img class="aligncenter size-large wp-image-9660" title="PMA 2012 - Presentation 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/DSC04841-1024x768.jpg" width="614" height="461" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/DSC04828.jpg"><img class="aligncenter size-large wp-image-9661" title="PMA Presentation 2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/DSC04828-1024x768.jpg" width="614" height="461" /></a></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9647</wp:post_id>
<wp:post_date>2012-07-12 08:20:19</wp:post_date>
<wp:post_date_gmt>2012-07-11 21:20:19</wp:post_date_gmt>
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<title>PMA 2012 Conference - University of Cambridge - UK - Day 2 in pictures </title>
<link>http://www.smartkpis.com/blog/pma-2012-conference-university-of-cambridge-uk-day-2-in-pictures/</link>
<pubDate>Mon, 16 Jul 2012 13:12:38 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Andy Neely]]></category>

		<category domain="tag" nicename="andy-neely"><![CDATA[Andy Neely]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[PMA 2012]]></category>

		<category domain="tag" nicename="pma-2012"><![CDATA[PMA 2012]]></category>

		<category domain="tag"><![CDATA[PMA 2012 Conference]]></category>

		<category domain="tag" nicename="pma-2012-conference"><![CDATA[PMA 2012 Conference]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

		<category domain="tag"><![CDATA[University of Cambridge]]></category>

		<category domain="tag" nicename="university-of-cambridge"><![CDATA[University of Cambridge]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9665</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/DSC06589.jpg"><img class="aligncenter size-large wp-image-9666" title="PMA 2012 - Day 2 - sk12" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/DSC06589-1024x575.jpg" width="614" height="345" /></a><!--more--></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/DSC06601.jpg"><img class="aligncenter size-large wp-image-9667" title="PMA 2012 - Day 2 - sk11" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/DSC06601-1024x575.jpg" width="614" height="345" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/DSC06625.jpg"><img class="aligncenter size-large wp-image-9668" title="PMA 2012 - Day 2 - sk10" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/DSC06625-1024x575.jpg" width="614" height="345" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/DSC06624.jpg"><img class="aligncenter size-large wp-image-9669" title="PMA 2012 - Day 2 - sk9" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/DSC06624-1024x575.jpg" width="614" height="345" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/DSC06643.jpg"><img class="aligncenter size-large wp-image-9670" title="PMA 2012 - Day 2 - sk8" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/DSC06643-1024x575.jpg" width="614" height="345" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/DSC06661.jpg"><img class="aligncenter size-large wp-image-9671" title="PMA 2012 - Day 2 - sk7" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/DSC06661-1024x575.jpg" width="614" height="345" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/DSC06615.jpg"><img class="aligncenter size-large wp-image-9672" title="PMA 2012 - Day 2 - sk6" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/DSC06615-1024x575.jpg" width="614" height="345" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/DSC06618.jpg"><img class="aligncenter size-large wp-image-9673" title="PMA 2012 - Day 2 - sk5" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/DSC06618-1024x575.jpg" width="614" height="345" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/DSC06648.jpg"><img class="aligncenter size-large wp-image-9674" title="PMA 2012 - Day 2 - sk4" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/DSC06648-1024x575.jpg" width="614" height="345" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/DSC06581.jpg"><img class="aligncenter size-large wp-image-9675" title="PMA 2012 - Day 2 - sk3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/DSC06581-1024x575.jpg" width="614" height="345" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/DSC06681.jpg"><img class="aligncenter size-large wp-image-9676" title="PMA 2012 - Day 2 - sk2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/DSC06681-1024x575.jpg" width="614" height="345" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/DSC06585.jpg"><img class="aligncenter size-large wp-image-9677" title="PMA 2012 - Day 2 - sk1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/DSC06585-1024x575.jpg" width="614" height="345" /></a></p>]]></content:encoded>
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<wp:post_id>9665</wp:post_id>
<wp:post_date>2012-07-17 00:12:38</wp:post_date>
<wp:post_date_gmt>2012-07-16 13:12:38</wp:post_date_gmt>
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<title>PMA 2012 Conference – University of Cambridge – UK – Day 3 in pictures</title>
<link>http://www.smartkpis.com/blog/pma-2012-conference-%e2%80%93-university-of-cambridge-%e2%80%93-uk-%e2%80%93-day-3-in-pictures/</link>
<pubDate>Tue, 17 Jul 2012 05:39:50 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Andy Neely]]></category>

		<category domain="tag" nicename="andy-neely"><![CDATA[Andy Neely]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[PMA 2012 Conference]]></category>

		<category domain="tag" nicename="pma-2012-conference"><![CDATA[PMA 2012 Conference]]></category>

		<category domain="tag"><![CDATA[PMA 2014 Aarhus]]></category>

		<category domain="tag" nicename="pma-2014-aarhus"><![CDATA[PMA 2014 Aarhus]]></category>

		<category domain="tag"><![CDATA[The KPI Institute]]></category>

		<category domain="tag" nicename="the-kpi-institute"><![CDATA[The KPI Institute]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9681</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/DSC06715.jpg"><img class="aligncenter size-large wp-image-9682" title="PMA 2012 - Day 3 -  sk1 - Andy Neely" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/DSC06715-575x1024.jpg" width="600" height="1024" /></a></p>
<p style="text-align: center;"><!--more-->
<a href="http://www.smartkpis.com/blog/wp-content/uploads/DSC06721.jpg"><img class="aligncenter size-large wp-image-9683" title="PMA 2012 - Day 3 - sk2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/DSC06721-1024x575.jpg" width="614" height="345" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/DSC06724.jpg"><img class="aligncenter size-large wp-image-9684" title="PMA 2012 - Day 3 - sk3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/DSC06724-1024x575.jpg" width="614" height="345" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/DSC06726.jpg"><img class="aligncenter size-large wp-image-9685" title="PMA 2012 - Day 3 - sk4" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/DSC06726-1024x575.jpg" width="614" height="345" /></a></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9681</wp:post_id>
<wp:post_date>2012-07-17 16:39:50</wp:post_date>
<wp:post_date_gmt>2012-07-17 05:39:50</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course - Melbourne, Australia</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-melbourne-australia/</link>
<pubDate>Tue, 24 Jul 2012 12:18:54 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

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		<category domain="tag"><![CDATA[KPI]]></category>

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		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

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		<category domain="tag"><![CDATA[KPI training]]></category>

		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

		<category domain="tag"><![CDATA[KPI training Australia]]></category>

		<category domain="tag" nicename="kpi-training-australia"><![CDATA[KPI training Australia]]></category>

		<category domain="tag"><![CDATA[KPI Training Course]]></category>

		<category domain="tag" nicename="kpi-training-course"><![CDATA[KPI Training Course]]></category>

		<category domain="tag"><![CDATA[KPI training Melbourne]]></category>

		<category domain="tag" nicename="kpi-training-melbourne"><![CDATA[KPI training Melbourne]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9689</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Certified-KPI-Professional-Course-Melbourne-Sept2012-v1.92.pdf" target="_blank"><img class="alignright size-full wp-image-9715" style="margin-left: 6px; margin-right: 6px;" title="Certified KPI Professional Course Melbourne " src="http://www.smartkpis.com/blog/wp-content/uploads/Certified-KPI-Professional-Course-Melbourne-Sept2012-250x350.jpg" alt="Certified KPI Professional Course Melbourne" width="250" height="350" /></a>The KPI Institute has announced the dates for its next <strong><a href="http://www.smartkpis.com/premium/services/open-training-courses/melbourne-certified-kpi-professional-training-course-101.html" target="_blank">KPI certification training course</a></strong> taking place in Melbourne, Australia: <strong>19-21 September 2012</strong>, in <strong>Melbourne, Australia.</strong></p>
<p style="text-align: justify;">The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.</p>
<p style="text-align: justify;"><span style="text-align: justify;">This <a href="http://www.smartkpis.com/premium/services/open-training-courses/melbourne-certified-kpi-professional-training-course-101.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying </span><span style="text-align: justify;">business management systems and BI software by developing the next </span><span style="text-align: justify;">generation of KPI professionals. These KPI specialists will </span><span style="text-align: justify;">become </span><span style="text-align: justify;">the go-to place for advice around understanding, establishing, activating, </span><span style="text-align: justify;">reporting and generating value by using KPI across organizations.
</span></p>
<p style="text-align: justify;">By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.</p>

<h3><strong>Participant Certification</strong></h3>
<p style="text-align: justify;">Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <strong>Certified KPI Professional Certification from The KPI Institute</strong>.</p>

<h3><span style="font-weight: bold;"><!--more-->Key Business Benefits</span></h3>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<h3>Reasons for attending</h3>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the www.smartKPIs.com premium content.</li>
</ul>
<h3><span style="text-align: justify;">Agenda overview</span></h3>
<div style="text-align: justify;">

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
</div>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<div style="text-align: justify;">
<h3>Course details and investment</h3>
</div>
<table style="font-family: Arial, Helvetica, sans-serif; font-size: 13px; color: #000000; line-height: 19px;" border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td style="text-align: left;" width="180"><strong>Date</strong></td>
<td style="text-align: left;" width="400">19-21 September 2012</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>The ANU House at Level 11, 52 Collins St., Melbourne</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2 and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts, certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>14 September 2012</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$2300-$3300 (GST included, details in the course brochure)</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><span style="color: #008000;"><a href="http://www.smartkpis.com/premium/services/open-training-courses/melbourne-certified-kpi-professional-training-course-101.html" target="_blank">Visit course presentation page</a></span></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and templates provided</strong></td>
<td style="text-align: left;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Certified-KPI-Professional-Course-Melbourne-Sept2012-v1.92.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
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<wp:post_id>9689</wp:post_id>
<wp:post_date>2012-07-24 23:18:54</wp:post_date>
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<wp:meta_value>certified-kpi-professional-training-course</wp:meta_value>
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<title>Infographic: The Google Yourself Challenge</title>
<link>http://www.smartkpis.com/blog/infographic-the-google-yourself-challenge/</link>
<pubDate>Wed, 08 Aug 2012 10:28:00 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Google]]></category>

		<category domain="tag" nicename="google"><![CDATA[Google]]></category>

		<category domain="tag"><![CDATA[Google Yourself]]></category>

		<category domain="tag" nicename="google-yourself"><![CDATA[Google Yourself]]></category>

		<category domain="tag"><![CDATA[Infographic]]></category>

		<category domain="tag" nicename="infographic"><![CDATA[Infographic]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9726</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><img class="aligncenter size-full wp-image-9727" title="Google Yourself Challenge" alt="Google Yourself Challenge" src="http://www.smartkpis.com/blog/wp-content/uploads/Google-Yourself-Challenge-580.jpg" width="580" height="2622" />
Infographic Source: <a href="http://www.backgroundcheck.org/blog" target="_blank" rel="nofollow">BackgroundCheck.org</a></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9726</wp:post_id>
<wp:post_date>2012-08-08 21:28:00</wp:post_date>
<wp:post_date_gmt>2012-08-08 10:28:00</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course – Sydney, Australia</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-%e2%80%93-sydney-australia/</link>
<pubDate>Thu, 09 Aug 2012 08:40:40 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

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		<category domain="tag"><![CDATA[KPI training]]></category>

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		<category domain="tag"><![CDATA[KPI training Australia]]></category>

		<category domain="tag" nicename="kpi-training-australia"><![CDATA[KPI training Australia]]></category>

		<category domain="tag"><![CDATA[KPI Training Course]]></category>

		<category domain="tag" nicename="kpi-training-course"><![CDATA[KPI Training Course]]></category>

		<category domain="tag"><![CDATA[KPI training Sydney]]></category>

		<category domain="tag" nicename="kpi-training-sydney"><![CDATA[KPI training Sydney]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9731</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><a href="http://www.smartkpis.com/newsletters/Certified-KPI-Professional-Course-Sydney-Dec-2012-v0.1.pdf" target="_blank"><img class="alignright size-full wp-image-9715" style="margin-left: 6px; margin-right: 6px;" title="Certified KPI Professional Course Melbourne " src="http://www.smartkpis.com/blog/wp-content/uploads/Certified-KPI-Professional-Course-Melbourne-Sept2012-250x350.jpg" alt="Certified KPI Professional Course Melbourne" width="250" height="350" /></a>The KPI Institute has announced the dates for its next <strong><a href="http://www.smartkpis.com/premium/services/open-training-courses/sydney-certified-kpi-professional-training-course-102.html" target="_blank">KPI certification training course</a></strong> taking place in Sydney, Australia: <strong>3-5 December 2012</strong>, in <strong>Sydney, Australia.</strong></p>
<p style="text-align: justify;">The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.</p>
<p style="text-align: justify;"><span style="text-align: justify;">This <a href="http://www.smartkpis.com/premium/services/open-training-courses/sydney-certified-kpi-professional-training-course-102.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying </span><span style="text-align: justify;">business management systems and BI software by developing the next </span><span style="text-align: justify;">generation of KPI professionals. These KPI specialists will </span><span style="text-align: justify;">become </span><span style="text-align: justify;">the go-to place for advice around understanding, establishing, activating, </span><span style="text-align: justify;">reporting and generating value by using KPI across organizations.
</span></p>
<p style="text-align: justify;">By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.</p>

<h3><strong>Participant Certification</strong></h3>
<p style="text-align: justify;">Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <strong>Certified KPI Professional Certification from The KPI Institute</strong>.</p>

<h3><span style="font-weight: bold;"><!--more-->Key Business Benefits</span></h3>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<h3>Reasons for attending</h3>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the www.smartKPIs.com premium content.</li>
</ul>
<h3><span style="text-align: justify;">Agenda overview</span></h3>
<div style="text-align: justify;">

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
</div>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<div style="text-align: justify;">
<h3>Course details and investment</h3>
</div>
<table style="font-family: Arial, Helvetica, sans-serif; font-size: 13px; color: #000000; line-height: 19px;" border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td style="text-align: left;" width="180"><strong>Date</strong></td>
<td style="text-align: left;" width="400">3-5 December 2012</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Karstens Conference and Training Center, Harrington St., Sydney</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2 and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts, certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>1 December 2012</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$2300-$3300 (GST included, details in the course brochure)</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><span style="color: #008000;"><a href="http://www.smartkpis.com/premium/services/open-training-courses/sydney-certified-kpi-professional-training-course-102.html" target="_blank">Visit course presentation page</a></span></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and templates provided</strong></td>
<td style="text-align: left;"><a title="Sydney 2012" href="http://www.smartkpis.com/newsletters/Certified-KPI-Professional-Course-Sydney-Dec-2012-v0.1.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9731</wp:post_id>
<wp:post_date>2012-08-09 19:40:40</wp:post_date>
<wp:post_date_gmt>2012-08-09 08:40:40</wp:post_date_gmt>
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<title>Graphic design and how colors affect perception- Infographic</title>
<link>http://www.smartkpis.com/blog/graphic-design-and-how-colors-affect-perception/</link>
<pubDate>Mon, 13 Aug 2012 09:04:55 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[colors]]></category>

		<category domain="tag" nicename="colors"><![CDATA[colors]]></category>

		<category domain="tag"><![CDATA[Graphic Design]]></category>

		<category domain="tag" nicename="graphic-design"><![CDATA[Graphic Design]]></category>

		<category domain="tag"><![CDATA[Infographic]]></category>

		<category domain="tag" nicename="infographic"><![CDATA[Infographic]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9738</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Color is everywhere and conveys a message. <strong>Graphic design</strong> is no exception. Beyond the specific color, it is about the brand identity (logo, website design, social media design items, print design and so on), audience’s mood, emotions and perception.</p>
<p style="text-align: left;"><!--more--><img class="aligncenter" title="Psychology of color" alt="Psychology of color" src="http://www.smartkpis.com/blog/wp-content/uploads/psychology-of-color.jpg" width="580" height="1832" /><!--more--></p>
<p style="text-align: center;">Source: <a href="http://www.sacdesignet.com/blog" target="_blank">www.sacdesignet.com/blog</a></p>
<p style="text-align: left;">The infographic shows how colors affect perception:</p>

<ul style="text-align: justify;">
	<li><strong>Black </strong>absorbs all light in the color spectrum and is often regarded in a negative manner, so everyone who uses it should be very careful in using it for the website.</li>
	<li><strong>White </strong>is bright and can create a sense of space or add highlights, but it can also be very bland and uninteresting, so it should be combined with something that will give it personality.</li>
	<li><strong>Red </strong>is a bright, warm color that evokes strong emotions, and is associated with love, warmth, and comfort. It can create intensity of emotions and excitement, and it can also increase appetite.</li>
	<li><strong>Blue </strong>inspires calm and serenity, creating a feeling of security and order, but also increases productivity.</li>
	<li><strong>Green </strong>is also a color that nurtures tranquility and its calming effect is great for infusing a feeling of calmness and health.</li>
	<li><strong>Yellow </strong>is a cheerful and warm color, full of vitality and exuberance and it is a color that attracts a lot of attention. Still, it can also create feeling of anguish and frustration, so it is important the quantity of its usage.</li>
	<li><strong>Purple </strong>is a color that engenders wisdom and spirituality, but it can also give a feeling of exoticism or something artificial.</li>
	<li><strong>Brown </strong>evokes strength and reliability, but it may be perceived as conventional or traditional. Warmth, comfort, and security are also notions associated with this color.</li>
</ul>
<p style="text-align: justify;">References</p>
<p style="text-align: justify;"><a href="http://www.sacdesignet.com/blog" target="_blank">Sacdesignet.com</a> (2012), <em>How colors affect perception</em>, available at: <a href="http://www.sacdesignet.com/blog/how-colors-affect-perception/" target="_blank">http://www.sacdesignet.com/blog/how-colors-affect-perception/</a> (accessed at 13 August 2012).</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9738</wp:post_id>
<wp:post_date>2012-08-13 20:04:55</wp:post_date>
<wp:post_date_gmt>2012-08-13 09:04:55</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>Certified KPI Professional Training Course – London, UK</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-%e2%80%93-london-uk/</link>
<pubDate>Mon, 27 Aug 2012 13:51:21 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

		<category domain="tag"><![CDATA[KPI training]]></category>

		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

		<category domain="tag"><![CDATA[KPI Training Course]]></category>

		<category domain="tag" nicename="kpi-training-course"><![CDATA[KPI Training Course]]></category>

		<category domain="tag"><![CDATA[KPI training London]]></category>

		<category domain="tag" nicename="kpi-training-london"><![CDATA[KPI training London]]></category>

		<category domain="tag"><![CDATA[KPI training UK]]></category>

		<category domain="tag" nicename="kpi-training-uk"><![CDATA[KPI training UK]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9747</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The KPI Institute has announced the dates for its next <strong><a href="http://www.smartkpis.com/premium/services/open-training-courses/london-certified-kpi-professional-training-course-103.html" target="_blank">KPI certification training course</a></strong> taking place in London, UK: <strong>6-8 November 2012</strong><strong>.</strong></p>
<p style="text-align: justify;">The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.</p>
<p style="text-align: justify;"><span style="text-align: justify;"><!--more-->This <a href="http://www.smartkpis.com/premium/services/open-training-courses/london-certified-kpi-professional-training-course-103.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying </span><span style="text-align: justify;">business management systems and BI software by developing the next </span><span style="text-align: justify;">generation of KPI professionals. These KPI specialists will </span><span style="text-align: justify;">become </span><span style="text-align: justify;">the go-to place for advice around understanding, establishing, activating, </span><span style="text-align: justify;">reporting and generating value by using KPI across organizations. </span></p>
<p style="text-align: justify;">By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.</p>

<h3><strong>Participant Certification</strong></h3>
<p style="text-align: justify;">Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <strong>Certified KPI Professional Certification from The KPI Institute</strong>.</p>

<h3><span style="font-weight: bold;">Key Business Benefits</span></h3>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<h3>Reasons for attending</h3>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the www.smartKPIs.com premium content.</li>
</ul>
<h3><span style="text-align: justify;">Agenda overview</span></h3>
<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<h3>Course details and investment</h3>
<table style="font-family: Arial, Helvetica, sans-serif; font-size: 13px; color: #000000; line-height: 19px;" border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td style="text-align: left;" width="180"><strong>Date</strong></td>
<td style="text-align: left;" width="400">6-8 November 2012</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Hilton London Islington Hotel, London</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2 and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts, certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>1 November 2012</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$2,500 - $3,400 (GST included, details in the course brochure)</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><span style="color: #008000;"><a title="London" href="http://www.smartkpis.com/premium/services/open-training-courses/london-certified-kpi-professional-training-course-103.html" target="_blank">Visit course presentation page</a></span></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and templates provided</strong></td>
<td style="text-align: left;"><a title="London" href="http://www.smartkpis.com/premium/services/open-training-courses/london-certified-kpi-professional-training-course-103.html" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>
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<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9747</wp:post_id>
<wp:post_date>2012-08-28 00:51:21</wp:post_date>
<wp:post_date_gmt>2012-08-27 13:51:21</wp:post_date_gmt>
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<title>Performance and Development Manager - Manpower Middle East</title>
<link>http://www.smartkpis.com/blog/performance-and-development-manager-manpower-middle-east/</link>
<pubDate>Mon, 27 Aug 2012 14:04:50 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Jobs]]></category>

		<category domain="category" nicename="jobs"><![CDATA[Jobs]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Management Jobs]]></category>

		<category domain="tag" nicename="performance-management-jobs"><![CDATA[Performance Management Jobs]]></category>

		<category domain="tag"><![CDATA[Performance Manager]]></category>

		<category domain="tag" nicename="performance-manager"><![CDATA[Performance Manager]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9752</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><a href="http://jobs.emirates247.com/en/job/?xid=1822477&amp;goback=.gde_2379374_member_153699470" target="_blank"><img class="alignright size-full wp-image-9754" style="margin-left: 6px; margin-right: 6px;" title="Job details" src="http://www.smartkpis.com/blog/wp-content/uploads/job-details.jpg" alt="" width="161" height="300" /></a>Manpower Middle East is looking to recruit for a Performance and Development Manager who will be based in their Abu Dhabi office.</p>
<p style="text-align: justify;"><strong>Main responsabilities: </strong></p>

<ul style="text-align: justify;">
	<li>The overall performance assessment and development across the Group</li>
	<li>Ensure that performance cycles are closed on time and that performance issues are raised, tackled and resolved</li>
</ul>
<p style="text-align: justify;"><strong><!--more-->Other responsibilities:</strong></p>

<ul style="text-align: justify;">
	<li>Provide ongoing training on performance management and assessment targeted to different employee groups</li>
	<li>Manage the two yearly cycle of the performance management for the Group and provide ongoing analysis and support</li>
	<li>Review performance issues, arrange performance improvement plans with the concerned business units, and follow up with the implementation of the plans to ensure performance improvement</li>
	<li>Update the performance management system with the active list of users to generate accurate data and reports</li>
	<li>Participate actively in any future upgrade or selection of the performance management system</li>
	<li>Ensure that related policy is created, updated and communicated</li>
	<li>Generate performance results across the Group and use them as input to the training planning process</li>
	<li>Design a group level training plan based on inputs from business units and strategy plans</li>
	<li>Arrange with a third party provider to deliver selected training courses and ensure that proper reference and background check are completed prior to any agreement</li>
	<li>Ensure that all delivered trainings are evaluated and such feedback is documented for records</li>
	<li>Create a training knowledge based centre on the HR portal by uploading all relevant course contents obtained by participants.</li>
</ul>
<p style="text-align: justify;"><strong>Skills</strong></p>

<ul style="text-align: justify;">
	<li>Degree in HR, preferably MBA</li>
	<li>Great level of communication and coordination with all business units and will bear some responsibility regarding soft training delivery</li>
</ul>
<p style="text-align: justify;">Preference would be given to someone with Compensation and Benefits experience.</p>
<p style="text-align: left;">Details and application option available at: <a href="http://jobs.emirates247.com/en/job/?xid=1822477&amp;goback=.gde_2379374_member_153699470" target="_blank">http://jobs.emirates247.com/en/job/?xid=1822477&amp;goback=.gde_2379374_member_153699470</a></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9752</wp:post_id>
<wp:post_date>2012-08-28 01:04:50</wp:post_date>
<wp:post_date_gmt>2012-08-27 14:04:50</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course – Istanbul, Turkey</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-%e2%80%93-istanbul-turkey-2/</link>
<pubDate>Mon, 27 Aug 2012 14:10:59 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

		<category domain="tag"><![CDATA[KPI training]]></category>

		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

		<category domain="tag"><![CDATA[KPI Training Course]]></category>

		<category domain="tag" nicename="kpi-training-course"><![CDATA[KPI Training Course]]></category>

		<category domain="tag"><![CDATA[KPI training Istanbul]]></category>

		<category domain="tag" nicename="kpi-training-istanbul"><![CDATA[KPI training Istanbul]]></category>

		<category domain="tag"><![CDATA[KPI training Turkey]]></category>

		<category domain="tag" nicename="kpi-training-turkey"><![CDATA[KPI training Turkey]]></category>

		<category domain="tag"><![CDATA[Turkey]]></category>

		<category domain="tag" nicename="turkey"><![CDATA[Turkey]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9759</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The KPI Institute has announced the dates for its next <strong><a href="http://www.smartkpis.com/premium/services/open-training-courses/istanbul-certified-kpi-professional-training-course-104.html" target="_blank">KPI certification training course</a></strong> taking place in <strong>Istanbul</strong>, <strong>Turkey</strong>: <strong>14-16 November 2012</strong><strong>.</strong></p>
<p style="text-align: justify;">The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.</p>
<p style="text-align: justify;"><span style="text-align: justify;"><!--more-->This <a href="http://www.smartkpis.com/premium/services/open-training-courses/istanbul-certified-kpi-professional-training-course-104.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying </span><span style="text-align: justify;">business management systems and BI software by developing the next </span><span style="text-align: justify;">generation of KPI professionals. These KPI specialists will </span><span style="text-align: justify;">become </span><span style="text-align: justify;">the go-to place for advice around understanding, establishing, activating, </span><span style="text-align: justify;">reporting and generating value by using KPI across organizations. </span></p>
<p style="text-align: justify;">By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.</p>

<h3><strong>Participant Certification</strong></h3>
<p style="text-align: justify;">Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <strong>Certified KPI Professional Certification from The KPI Institute</strong>.</p>

<h3><span style="font-weight: bold;">Key Business Benefits</span></h3>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<h3>Reasons for attending</h3>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the www.smartKPIs.com premium content.</li>
</ul>
<h3><span style="text-align: justify;">Agenda overview</span></h3>
<div style="text-align: justify;"><strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<h3>Course details and investment</h3>
<table style="font-family: Arial, Helvetica, sans-serif; font-size: 13px; color: #000000; line-height: 19px;" border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td style="text-align: left;" width="180"><strong>Date</strong></td>
<td style="text-align: left;" width="400">14-16 November 2012</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Gezi Hotel Bosphorus, Istanul, Turkey</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2 and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts, certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>7 November 2012</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$2,400 - $3,400 (GST included, details in the course brochure)</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><span style="color: #008000;"><a href="http://www.smartkpis.com/premium/services/open-training-courses/istanbul-certified-kpi-professional-training-course-104.html" target="_blank">Visit course presentation page</a></span></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and templates provided</strong></td>
<td style="text-align: left;"><a title="Download" href="http://www.smartkpis.com/premium/services/open-training-courses/istanbul-certified-kpi-professional-training-course-104.html" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>
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<title>Friday Night at the ER</title>
<link>http://www.smartkpis.com/blog/friday-night-at-the-er/</link>
<pubDate>Thu, 06 Sep 2012 15:43:33 +0000</pubDate>
<dc:creator><![CDATA[vali]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[board game]]></category>

		<category domain="tag" nicename="board-game"><![CDATA[board game]]></category>

		<category domain="tag"><![CDATA[Friday Night at the ER]]></category>

		<category domain="tag" nicename="friday-night-at-the-er"><![CDATA[Friday Night at the ER]]></category>

		<category domain="tag"><![CDATA[Hospital]]></category>

		<category domain="tag" nicename="hospital"><![CDATA[Hospital]]></category>

		<category domain="tag"><![CDATA[simulation]]></category>

		<category domain="tag" nicename="simulation"><![CDATA[simulation]]></category>

		<category domain="tag"><![CDATA[The KPI Institute]]></category>

		<category domain="tag" nicename="the-kpi-institute"><![CDATA[The KPI Institute]]></category>

		<category domain="tag"><![CDATA[tki]]></category>

		<category domain="tag" nicename="tki"><![CDATA[tki]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9765</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/" target="_blank"><img src="http://www.smartkpis.com/blog/wp-content/uploads/the-kpi-institute-logo.gif" alt="The KPI Institute" /></a></p>
The KPI Institute is now offering, as a training solution, the Friday Night at the ER simulation game. Friday Night at the ER is a board-game that simulates running a hospital for 24-hours, comprised in 24-rounds, summed up in about 6 hours. The four players are the managers of the four key departments of a hospital: Emergency, Surgery, Critical Care, and Step Down and must keep the entire system up and running through the ups and downs of a frenetic Friday night, where the actions they take individually can have a major impact on the quality and financial outcomes of their fellow departments. The board game can accommodate from four to 200 players and need a facilitator or instructor to work.

<!--more-->Friday Night at the ER teaches people to:
<ul>
	<li> Consider the effects of their decisions on the larger system;</li>
	<li> Collaborate across functional boundaries with an openness to redesign;</li>
	<li> Develop sound data on which to base decisions;</li>
	<li> Use concepts or tools of Process Improvement, Reengineering or cross-functional team performance;</li>
	<li> Examine the dynamics of team behavior and learn how to improve team effectiveness, often when stakeholders represent diverse interests.</li>
</ul>
<p style="text-align: center;"><img src="http://www.smartkpis.com/blog/wp-content/uploads/fner-big-picture.gif" alt="Friday Night at the ER" /></p>
Participants experience work flow and decision making in a virtual world in which space is compressed and time is accelerated so that the consequences of decisions can be observed—a near impossibility with complex systems in the real world!
The Friday Night at the ER simulation is used in about 400 organizations representing all industries in more than a dozen countries. The hospital situation is universal, and the lessons of the game are generic across industries and cultures.

Find out more about the Friday Night at the ER training by watching these videos or contacting The KPI Institute team. Ask for an in-house simulation at your company!
<p style="font-family: Arial, Helvetica, sans-serif; font-size: 14px; text-transform: capitalize; text-align: center; font-weight: bolder;"><a title="FNER1" href="http://www.fridaynightattheer.com/files/FNER1.wmv" target="_blank">Friday Night at the ER Video 1</a></p>
<p style="font-family: Arial, Helvetica, sans-serif; font-size: 14px; text-transform: capitalize; text-align: center; font-weight: bolder;"><a title="FNER1" href="http://www.fridaynightattheer.com/files/FNER2.wmv" target="_blank">Friday Night at the ER Video 2</a></p>
<p style="text-align: center;"><a href="mailto:office@kpiinstitute.org?subject=Friday Night at the ER"><img src="http://www.smartkpis.com/blog/wp-content/uploads/contact-kpi.gif" alt="Contact The KPI Institute" /></a></p>]]></content:encoded>
<excerpt:encoded><![CDATA[The KPI Institute is now offering, as a training solution, the Friday Night at the ER simulation game.]]></excerpt:encoded>
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<title>Employer Brand Strategy (EBS) Summit, Asia 2012</title>
<link>http://www.smartkpis.com/blog/employer-brand-strategy-ebs-summit-asia-2012/</link>
<pubDate>Fri, 28 Sep 2012 10:45:48 +0000</pubDate>
<dc:creator><![CDATA[Adrian]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Brand]]></category>

		<category domain="tag" nicename="brand"><![CDATA[Brand]]></category>

		<category domain="tag"><![CDATA[Brand Awareness]]></category>

		<category domain="tag" nicename="brand-awareness"><![CDATA[Brand Awareness]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9771</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/Employer-Brand-Conference.jpg"><img class="aligncenter size-full wp-image-9772" title="Employer Brand Conference" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Employer-Brand-Conference.jpg" width="392" height="201" /></a>Independently organized by LinLead, Employer Brand Strategy (EBS) Summit, Asia 2012 will take place on 12-14 December, 2012 at The Renaissance Shanghai Pudong Hotel in China, as China and Asia’s one-of-a-kind independent conference.

The event will bring an exclusive focus on “Employer Brand” for the 1st time, facilitating ideal exchanging and best practice learning on employer brand strategy and talent development for sustainable development, among forward-thinking professionals and senior executives in Recruitment, Human Resource Management, Corporate Branding and CSR from China and the rest of Asia.

<!--more-->Following rising awareness and importance of Employer Branding concept across the globe since 1990s, more and more international and regional leading players have been deploying or will deploy systematic Employer Brand Strategies in Asian and Chinese markets, to survive the war for talent and thrive further. However, a question remains unanswered: is Employer Branding is more tactical or strategic enough?

Stakeholders will have chances to discuss and explore further at the 3 days summit, where Chinese and Asian forward-thinking professionals in Employer Brand Management, HR Management, CRS and Corporate Branding, will be facilitated to understand well a broad set of functions and aspects key to create, develop, manage and sustain an employer brand strategy successfully, to attract, retain and inspire talent effectively, then enhance organization’s Employer Value, improve Employee Productivity and therefore escalate Customer Value to win in emerging markets.

In addition to providing a good grounding in the theories that underpin the discipline of employer brand management, this summit will also provide many Case Study examples of employer brand strategies deployed by the world’s leading brands, with particular emphasis on how organizations have applied this thinking within China and Asia.

Thanks to LinLead’s past organization and operation of the masterclass series of Developing an Effective Employer Brand Strategy in China, Linlead’s Employer Brand Strategy (EBS) Summit, Asia 2012 will independently provide senior level participants with opportunities exchanging insights and building up business value, in terms of Employer Brand Strategy.

<strong>The 8 key subjects to be addressed for this topic at the event:</strong>
<p style="padding-left: 30px;">1. Applying an Employer Brand Led Recruitment model to cost-effective Talent Acquisition</p>
<p style="padding-left: 30px;">2. Developing a clear and compelling Employee Value Proposition to underpin your talent management and Leadership Succession strategies.</p>
<p style="padding-left: 30px;">3. How Employer Brand Strategy can be used to optimize Employee Engagement and Experience.</p>
<p style="padding-left: 30px;">4. How Employer Brand Strategy can be used to support a winning Performance Culture and reinforce Customer Service Excellence.</p>
<p style="padding-left: 30px;">5. How HR works with Corporate Communication / Marketing to promote the organization’s status as an Employer of Choice</p>
<p style="padding-left: 30px;">6. How Employer Brand Strategy fits with the organization’s approach to Total Reward and Human Capital Management</p>
<p style="padding-left: 30px;">7. How to Measure your Employer Brand</p>
<p style="padding-left: 30px;">8. How Employer Brand Strategy can be used to facilitate HR Transformation from a Service Provider to a Business Driver</p>
<strong>Speakers:</strong>

To deliver a great conference, the independent event organizer LinLead is pleased to announce that we have confirmed the following big names of pioneering practitioners and researcher fellows coming from HK, Singapore, Australia, India, UK, US, Denmark and China mainland, sitting in the 20 members speaking faculty, including:
<ul>
	<li><strong>Mr. Richard Mosley</strong>, based in UK, SVP, People in Business (the originator of the concept Employer Brand in 1990s)</li>
	<li><strong>Dr. Lara Moroko</strong>, based in Sydney, Macquarie Graduate School of Management</li>
	<li><strong>Mr. Troels Wendelbo</strong>, based in Denmark, Director, Corporate HR (Global), LEGO Group</li>
	<li><strong>Mr. Martin Cerullo</strong>,based in HK, Managing Director - Development, APAC at Alexander Mann Solutions</li>
	<li><strong>Mr. Bhutani Manmohan</strong>, based in India, VP, People &amp; Operations, Global Services, Fiserv</li>
	<li><strong>Mr. Laurence Lee</strong>, based in SG, VP, Human Resources - Greater China &amp; Mongolia, Hilton</li>
	<li><strong>Ms. Jessie GU Jing-li</strong>, VP, HR, Asia, Technicolor (formerly Thomson Electric)</li>
	<li><strong>Mr. William GU Zheng-yu</strong>, VP, Head of Learning &amp; Development, North Asia, OCBC Bank</li>
	<li><strong>Mr. Alan Pang</strong>, Director, Global Research Center. Aon Hewitt Based in SG</li>
	<li><strong>Ms. Joy Xu Jing-hui</strong>, CHRO, Asia Pacific Region, PepsiCo</li>
	<li><strong>Ms Louisa Wong</strong>, Founder &amp; Executive Chairman, Bo Le Associates. Based in HK.</li>
	<li><strong>Mr. Robin LIANG Bin</strong>, Senior HR Manager, Tencent (QQ) Headquarter</li>
	<li><strong>Mr. Leo LI Qiang</strong>, Senior HR Manager (Country manager), Bosch China</li>
	<li><strong>Dr. Tao WU</strong>, Research Director, China, Gallup Organization</li>
	<li><strong>Ms. Antonio Bogi</strong>, HR Director, Asia Pacific, Ferrero</li>
	<li><strong>Mr. Auther WANG Wen-ji</strong>, Recruitment Director, China, Deloitte</li>
	<li><strong>Ms. Michelle LU Xue-fen</strong>, HR Head, Guangzhou Region, China, Novartis</li>
	<li><strong>Ms. YANG Shu</strong>, Recruitment Director, North Asia, Oracle</li>
	<li><strong>Ms. Winnie Ng</strong>, Vice President, Human Resources, IHG</li>
	<li><strong>Mr. Geoff Li</strong>, Corporate Director, Public Relations, GE</li>
	<li><strong>Mr. Gordon Cheng</strong>, Founder and Board Director</li>
</ul>
Taking advantage of Early Bird rate, to be part of the EBS event by sending your delegates to attend, get updated on Employer Brand strategy and practice for an enhanced HR transformation, please send email to <strong>registration@linlead.net</strong>, or make a phone call at <strong>+86(0)10 85711440-603.</strong>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9771</wp:post_id>
<wp:post_date>2012-09-28 21:45:48</wp:post_date>
<wp:post_date_gmt>2012-09-28 10:45:48</wp:post_date_gmt>
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<title>HR Summit and Expo 2012 - Dave Ulrich on Future of HR </title>
<link>http://www.smartkpis.com/blog/hr-summit-and-expo-2012-dave-ulrich-on-future-of-hr/</link>
<pubDate>Sat, 17 Nov 2012 14:48:43 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Dave Ulrich]]></category>

		<category domain="tag" nicename="dave-ulrich"><![CDATA[Dave Ulrich]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[HR]]></category>

		<category domain="tag" nicename="hr"><![CDATA[HR]]></category>

		<category domain="tag"><![CDATA[HR Summit and Expo]]></category>

		<category domain="tag" nicename="hr-summit-and-expo"><![CDATA[HR Summit and Expo]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9925</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The first morning of the HR Summit and Expo 2012 attracted over 400 participants in Dubai, UAE. Many of those were especially interested in Dave Ulrich’s full day presentation. With over 200 articles and book chapters, as well as over 25 books published, he has come to be known as “the world’s most influential international thought leader in HR”, as named by the HR Magazine in 2011.</p>
<p style="text-align: justify;">Dave Ulrich combined his wealth of knowledge around the evolution of human resources (HR) with insights around into HR’s future, all packed with a humorous and interactive presentation delivery style.</p>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-9926" title="HR Summit and Expo 2012" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/day-1.1.gif" width="580" height="436" /></p>
<p style="text-align: justify;"><!--more-->Some of the key discussion points were:</p>

<ul style="text-align: justify;">
	<li><strong>How do you build a company <em>inside</em> so that you succeed on the <em>outside?</em></strong><em> - </em>a topic which is extensively covered in Dave Ulrich’s latest book, “HR From The Outside-In”</li>
	<li><strong>The evolution of HR</strong> – the summit participants with over 25 years of HR experience shared their ideas around what is new in HR compared to when they started working. Their remarks included social media, HR as creating change and preparing organizations for change, and HR becoming more proactive. Dave Ulrich also mentioned four stages in the evolution of HR: administrative, functional, strategic and outside-in</li>
	<li><strong>What’s in the future of HR?</strong> – while over the last 20 years HR has become more strategic, we are now heading into the outside-in HR, where HR is looking “through the window of strategy” to identify solutions inside the company, based on the needs and interests of stakeholders such as customers and shareholders. This was a recurring theme throughout the rest of the summit, many other speakers having had emphasized the importance of a similar approach to employee engagement</li>
	<li style="text-align: justify;"><strong>Anticipation in HR</strong> – is the most advanced level of customer engagement (following transaction, service and partner); it requires HR professionals to look at both the <em>context </em>of the business and the <em>stakeholders </em>of the business.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9925</wp:post_id>
<wp:post_date>2012-11-18 01:48:43</wp:post_date>
<wp:post_date_gmt>2012-11-17 14:48:43</wp:post_date_gmt>
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<title>HR Summit and Expo 2012 - Practical applications of HR outside-in</title>
<link>http://www.smartkpis.com/blog/hr-summit-and-expo-2012-practical-applications-of-hr-outside-in/</link>
<pubDate>Sun, 18 Nov 2012 15:15:10 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Dave Ulrich]]></category>

		<category domain="tag" nicename="dave-ulrich"><![CDATA[Dave Ulrich]]></category>

		<category domain="tag"><![CDATA[HR Summit and Expo]]></category>

		<category domain="tag" nicename="hr-summit-and-expo"><![CDATA[HR Summit and Expo]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9928</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><strong>Practical applications of HR outside-in, as mentioned by Dave Ulrich:</strong></p>
<p style="text-align: justify;">During the first session at the HR Summit and Expo 2012 in Dubai, Dave Ulrich gave some practical examples of the outside-in approach to staffing, learning and development, performance management, communication, leadership, and culture.</p>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-9929" title="HR Summit and Expo 2012" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/day-1.3.gif" width="580" height="436" /></p>
<p style="text-align: justify;"><strong><!--more-->Some of the key examples were:</strong></p>

<ul style="text-align: justify;">
	<li><strong>For staffing</strong>: invite customers to sit in candidate interviews and provide relevant feedback, especially for customer-facing roles;</li>
	<li><strong>For learning and development</strong>: have a panel of customers present in an internal training; invite key suppliers/customers/investors to relevant company-sponsored trainings;</li>
	<li style="text-align: justify;"><strong>For performance management:</strong> 720° feedback, including sources outside the company; take examples of individual performance plans to customers and ask “if our employee does these, will it help you?”.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9928</wp:post_id>
<wp:post_date>2012-11-19 02:15:10</wp:post_date>
<wp:post_date_gmt>2012-11-18 15:15:10</wp:post_date_gmt>
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<title>HR Summit and Expo 2012 - Dave Ulrich on HR Professionals as Architects </title>
<link>http://www.smartkpis.com/blog/hr-summit-and-expo-2012-dave-ulrich-on-hr-professionals-as-architects/</link>
<pubDate>Sun, 18 Nov 2012 17:17:53 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Dave Ulrich]]></category>

		<category domain="tag" nicename="dave-ulrich"><![CDATA[Dave Ulrich]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[HR professionals]]></category>

		<category domain="tag" nicename="hr-professionals"><![CDATA[HR professionals]]></category>

		<category domain="tag"><![CDATA[HR Summit and Expo]]></category>

		<category domain="tag" nicename="hr-summit-and-expo"><![CDATA[HR Summit and Expo]]></category>

		<category domain="tag"><![CDATA[Leadership]]></category>

		<category domain="tag" nicename="leadership"><![CDATA[Leadership]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9931</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">During the second session of Dave Ulrich’s presentation at the HR Summit and Expo 2012 in Dubai, the focus of the discussion moved from the future of HR to the role of HR professionals in this context.</p>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-9932" title="HR Summit and Expo 2012" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/day-1.8.gif" width="580" height="436" /></p>
<p style="text-align: justify;"><strong><!--more-->Some of the key discussion points were:</strong></p>

<ul style="text-align: justify;">
	<li><strong>The role of HR professionals</strong> is that of architect for three main areas: <em><strong>talent, leadership and culture</strong></em></li>
	<li>Focusing too much on <strong><em>talent</em> </strong>has its own risks; in only around 20 percent of the cases the leading scorer plays on the team that wins the World Cup and the Best Actress/Actor plays in the movies also receiving the Oscar for the Best Movie that year. Therefore, Dave Ulrich emphasized that there is a need for talent but there is an even higher need for teamwork and an organizational culture to support it</li>
	<li>The <strong><em>leaders</em> </strong>in the organization need to be committed to the culture we are trying to shape</li>
	<li>One way to approach a <strong><em>culture</em> change </strong>is by starting where your customer wants and asking questions such as “What do we want to be known for?”</li>
	<li>All three areas (talent, leadership and culture) need to be simultaneously pursued; trying to prioritize among them is like attempting to choose the child you love the most among your daughter and sons</li>
	<li style="text-align: justify;">“Leaders need to transfer leadership equity to the next leaders”, which will lead to the creation of the leadership brand; having great leaders is not equivalent to having great leadership; for instance, Steve Jobs is known as a great leader but in a great leadership scenarios Apple’s stock price would most probably not have been so closely correlated to Steve Jobs’ health state and presence/absence in the company</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9931</wp:post_id>
<wp:post_date>2012-11-19 04:17:53</wp:post_date>
<wp:post_date_gmt>2012-11-18 17:17:53</wp:post_date_gmt>
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<title>HR Summit and Expo 2012 - Dave Ulrich on Transformation of HR</title>
<link>http://www.smartkpis.com/blog/hr-summit-and-expo-2012-dave-ulrich-on-transformation-of-hr/</link>
<pubDate>Mon, 19 Nov 2012 15:20:52 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Capability Builder]]></category>

		<category domain="tag" nicename="capability-builder"><![CDATA[Capability Builder]]></category>

		<category domain="tag"><![CDATA[Change Champion]]></category>

		<category domain="tag" nicename="change-champion"><![CDATA[Change Champion]]></category>

		<category domain="tag"><![CDATA[Credible Activist]]></category>

		<category domain="tag" nicename="credible-activist"><![CDATA[Credible Activist]]></category>

		<category domain="tag"><![CDATA[Dave Ulrich]]></category>

		<category domain="tag" nicename="dave-ulrich"><![CDATA[Dave Ulrich]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[HR Summit and Expo]]></category>

		<category domain="tag" nicename="hr-summit-and-expo"><![CDATA[HR Summit and Expo]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9934</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Dave Ulrich’s presentation at the HR Summit and Expo 2012 also addressed the topic of transformation of HR. The HR guru emphasized aspects such as key findings from a global HR Competency Study initiated in 1987. Specific implications of the results obtained for the Middle East region were compared to the general results.</p>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-9935" title="HR Summit and Expo 2012" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/day-1.5.gif" width="580" height="436" /></p>
<p style="text-align: justify;"><strong><!--more-->Some of the key discussion points were:</strong></p>

<ul style="text-align: justify;">
	<li>If you make leaders/employees act as they are committed, they will become more committed (e.g. involving them in recruiting new employees);</li>
	<li>We don’t want to only encourage success as that can limit innovation; those who failed BUT proved that they learned from their mistakes can also be rewarded;</li>
	<li>The HR Competency Study started in 1987 led to the identification of six skill domains for HR professionals. These are: <strong>1) Credible Activist, 2) Strategic Positioner and Business Ally, 3) Capability Builder, 4) Change Champion, 5) Technology Proponent and 6) Innovator and Integrator</strong>;</li>
	<li>The study results also indicated that in order to be seen as a good HR professional it is most important to be a credible activist; once relationships have been built, the rest of the skills domains become more important, with The Innovator and Integrator being perceived as the most important one;</li>
	<li>Middle East and China rated slightly lower on the ratings provided for each of the six skills domains. This was in part explained by the socio-economical context, such as UAE being such a young country.</li>
</ul>
<p style="text-align: justify;">The following two days of the HR Summit provided were structured into presentations and panel session around each of the six skill domains for HR professionals mentioned above.</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9934</wp:post_id>
<wp:post_date>2012-11-20 02:20:52</wp:post_date>
<wp:post_date_gmt>2012-11-19 15:20:52</wp:post_date_gmt>
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<title>Live Voting on Burning HR Challenges at the HR Summit and Expo 2012</title>
<link>http://www.smartkpis.com/blog/live-voting-on-burning-hr-challenges-at-the-hr-summit-and-expo-2012/</link>
<pubDate>Mon, 19 Nov 2012 19:23:29 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[HR]]></category>

		<category domain="tag" nicename="hr"><![CDATA[HR]]></category>

		<category domain="tag"><![CDATA[HR Summit and Expo]]></category>

		<category domain="tag" nicename="hr-summit-and-expo"><![CDATA[HR Summit and Expo]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[learning and development]]></category>

		<category domain="tag" nicename="learning-and-development"><![CDATA[learning and development]]></category>

		<category domain="tag"><![CDATA[Satisfaction with Learning and Development]]></category>

		<category domain="tag" nicename="satisfaction-with-learning-and-development"><![CDATA[Satisfaction with Learning and Development]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9937</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The second day of the HR Summit and Expo 2012 started with an inaugural address from H.E. Dr. Abdul Rahman Al Awar, from the Federal Authority for Government Human Resources. He was followed by opening remarks from Basem Al Attar, Chair of the HR Summit, best-selling author and award winning human resources (HR) strategist.</p>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-9938" title="HR Summit and Expo 2012" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/day-2.3.gif" width="580" height="436" /></p>
<p style="text-align: justify;"><!--more-->Before diving into the eight presentations and three panels scheduled for the day, the audience was given the opportunity to participate in a live voting session. The voting was conducted using special devices made available in the room. Those allowed the organizers to automatically centralize results and present survey results on stage.</p>
<p style="text-align: justify;">Some of the key findings were:</p>

<ul style="text-align: justify;">
	<li><strong>Satisfaction with Learning and Development (L&amp;D)</strong> - There was an almost equal split between those who took the survey and were very satisfied or satisfied with L&amp;D in their organizations and those who were very unsatisfied or unsatisfied with the same HR function; 13 percent of the survey participants were very satisfied with (L&amp;D) in their organizations, while 17 percent were very unsatisfied in regards to the same topic;</li>
	<li style="text-align: justify;"><strong>Highest on agenda for 2013</strong> - When having to choose between nationalization, employee engagement, leadership development, HR systems, all or none of this topics as being the highest on the 2013 agenda, 36 percent of the respondents selected as their answer the “all” response option. Among the first four options, leadership development was considered being highest on the 2013 agenda by 22 percent of respondents, with employee engagement, nationalization and HR systems following with 17, 12 and 11 percent, respectively.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9937</wp:post_id>
<wp:post_date>2012-11-20 06:23:29</wp:post_date>
<wp:post_date_gmt>2012-11-19 19:23:29</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>The HR (R) evolution: Transforming HR To a Business-Enabling Partner That Contributes to Business Sustainability</title>
<link>http://www.smartkpis.com/blog/the-hr-r-evolution-transforming-hr-to-a-business-enabling-partner-that-contributes-to-business-sustainability/</link>
<pubDate>Mon, 19 Nov 2012 20:25:47 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Alcatel-Lucent France]]></category>

		<category domain="tag" nicename="alcatel-lucent-france"><![CDATA[Alcatel-Lucent France]]></category>

		<category domain="tag"><![CDATA[Crystel Heydenmann]]></category>

		<category domain="tag" nicename="crystel-heydenmann"><![CDATA[Crystel Heydenmann]]></category>

		<category domain="tag"><![CDATA[HR]]></category>

		<category domain="tag" nicename="hr"><![CDATA[HR]]></category>

		<category domain="tag"><![CDATA[HR Summit and Expo]]></category>

		<category domain="tag" nicename="hr-summit-and-expo"><![CDATA[HR Summit and Expo]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[talents]]></category>

		<category domain="tag" nicename="talents"><![CDATA[talents]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9940</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Crystel Heydenmann, EVP Corporate Human Resources &amp; Transformation at Alcatel-Lucent France started the session by discussing her experience when transitioning from a non-HR into an HR role. She then provided examples of ways in which HR professionals can better act as “credible activists”.</p>
<p style="text-align: justify;">Some of the key discussion points included:</p>

<ul style="text-align: justify;">
	<li>HR  is often seen as the department saying “what can’t be done”;</li>
	<li>In her first 90 days in her current role, Crystel found herself reorganizing and prioritizing over 250 HR programs into 3 priorities;</li>
	<li>This solution not only made it easier for the HR department to understand priorities but also addressed the problem of low visibility of HR initiatives in the field;</li>
	<li style="text-align: justify;">Further initiatives were grouped under the three 3 priorities. For instance, international mobility rules and an international job opportunity market were part of the “attract and develop talents” priority.</li>
</ul>]]></content:encoded>
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<wp:post_id>9940</wp:post_id>
<wp:post_date>2012-11-20 07:25:47</wp:post_date>
<wp:post_date_gmt>2012-11-19 20:25:47</wp:post_date_gmt>
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<wp:post_name>the-hr-r-evolution-transforming-hr-to-a-business-enabling-partner-that-contributes-to-business-sustainability</wp:post_name>
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<title>Measuring The Effectiveness Of Your L&amp;D Initiatives and The Impact They Have On The Business</title>
<link>http://www.smartkpis.com/blog/measuring-the-effectiveness-of-your-ld-initiatives-and-the-impact-they-have-on-the-business/</link>
<pubDate>Mon, 19 Nov 2012 21:27:23 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Brett Preston]]></category>

		<category domain="tag" nicename="brett-preston"><![CDATA[Brett Preston]]></category>

		<category domain="tag"><![CDATA[HR]]></category>

		<category domain="tag" nicename="hr"><![CDATA[HR]]></category>

		<category domain="tag"><![CDATA[HR Summit]]></category>

		<category domain="tag" nicename="hr-summit"><![CDATA[HR Summit]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[L&amp;D Initiatives]]></category>

		<category domain="tag" nicename="ld-initiatives"><![CDATA[L&amp;D Initiatives]]></category>

		<category domain="tag"><![CDATA[learning and development]]></category>

		<category domain="tag" nicename="learning-and-development"><![CDATA[learning and development]]></category>

		<category domain="tag"><![CDATA[overutilization]]></category>

		<category domain="tag" nicename="overutilization"><![CDATA[overutilization]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9943</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Brett Preston, General Manager – Group Learning &amp; Development at Al-Futtaim Group gave a presentation as part of the HR Learning &amp; Development Forum at the HR Summit and Expo 2012. The HR Learning &amp; Development Forum was one of the two Forums that took place between November 20 and November 21. They complemented the HR Summit with focused discussions that were free to attend.</p>
<p style="text-align: justify;"><strong>Some of the key points in Brett Preston’s presentation were:</strong></p>

<ul style="text-align: justify;">
	<li>Express the training budget in terms of the <em>overutilization, </em>defined as the added value above the cost of the training;</li>
	<li>Based on a study conducted by Cornell University and PricewaterhouseCoopers, the cost of turnover is 33 percent of the total annual employment costs associated with a new employee;</li>
	<li>Conducting pre-assessments and post-assessment before and after the training can act as an excellent resource in calculating  the impact of the training to the business results; in the example  provided, Brett Preston used average pre-class and post-class sales as an example fo business results;</li>
	<li style="text-align: justify;">Having KPIs in place can help in calculating training’s return on investment (ROI); in addition, ASTD (American Society for Training and Development) is a useful source for benchmark data regarding training’s ROI.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9943</wp:post_id>
<wp:post_date>2012-11-20 08:27:23</wp:post_date>
<wp:post_date_gmt>2012-11-19 21:27:23</wp:post_date_gmt>
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<title>From HR Metrics To Talent Analytics: Adding Insight and Perspective To Making Informed People and Business Decisions</title>
<link>http://www.smartkpis.com/blog/from-hr-metrics-to-talent-analytics-adding-insight-and-perspective-to-making-informed-people-and-business-decisions/</link>
<pubDate>Mon, 19 Nov 2012 22:28:55 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Business Decisions]]></category>

		<category domain="tag" nicename="business-decisions"><![CDATA[Business Decisions]]></category>

		<category domain="tag"><![CDATA[Eugen Burke]]></category>

		<category domain="tag" nicename="eugen-burke"><![CDATA[Eugen Burke]]></category>

		<category domain="tag"><![CDATA[HR]]></category>

		<category domain="tag" nicename="hr"><![CDATA[HR]]></category>

		<category domain="tag"><![CDATA[HR Metrics]]></category>

		<category domain="tag" nicename="hr-metrics"><![CDATA[HR Metrics]]></category>

		<category domain="tag"><![CDATA[HR Summit and Expo]]></category>

		<category domain="tag" nicename="hr-summit-and-expo"><![CDATA[HR Summit and Expo]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[leaders]]></category>

		<category domain="tag" nicename="leaders"><![CDATA[leaders]]></category>

		<category domain="tag"><![CDATA[Talent Analytics]]></category>

		<category domain="tag" nicename="talent-analytics"><![CDATA[Talent Analytics]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9945</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">On the second day of the HR Summit and Expo 2012, Eugen Burke, Chief Science and Analytics Officer ar SHL Group UK gave a presentation with focus on HR and Talent Analytics. The presentation was also part of “The Strategic Positioner and Business Ally” section of the HR Summit.</p>
<p style="text-align: justify;">Some of the key points of the presentation were:</p>

<ul style="text-align: justify;">
	<li>SHL delivered around 30 million assessments in 2012, which provided them with insights into the profiles of “the leaders of today” and “the leaders of tomorrow”;</li>
	<li>Leaders of today are those who already have the skills we expect from them;</li>
	<li style="text-align: justify;">Leaders of tomorrow often do not have the skills we require from leaders but have the potential for succeeding in those roles.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9945</wp:post_id>
<wp:post_date>2012-11-20 09:28:55</wp:post_date>
<wp:post_date_gmt>2012-11-19 22:28:55</wp:post_date_gmt>
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<wp:post_name>from-hr-metrics-to-talent-analytics-adding-insight-and-perspective-to-making-informed-people-and-business-decisions</wp:post_name>
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<title>Nationalization: A Holistic Approach To Building A National Workforce That Drives Business Growth</title>
<link>http://www.smartkpis.com/blog/nationalization-a-holistic-approach-to-building-a-national-workforce-that-drives-business-growth/</link>
<pubDate>Mon, 19 Nov 2012 23:30:18 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Business Growth]]></category>

		<category domain="tag" nicename="business-growth"><![CDATA[Business Growth]]></category>

		<category domain="tag"><![CDATA[HR]]></category>

		<category domain="tag" nicename="hr"><![CDATA[HR]]></category>

		<category domain="tag"><![CDATA[HR Summit and Conference]]></category>

		<category domain="tag" nicename="hr-summit-and-conference"><![CDATA[HR Summit and Conference]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9947</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Nationalization is a key topic in the Middle East context. The second day of the HR Summit and Conference 2012 brought with it the opportunity to approach this key topic through a panel discussion that resulted in very interactive responses from the audience.</p>
<p style="text-align: justify;">Key discussion points included:</p>

<ul style="text-align: justify;">
	<li>Amna Al Suwaidi from the UAE Federal Authority for Government Human Resources mentioned that a new labor law has recently been released;</li>
	<li>While UAE and especially Dubai attracts a very large percentage of employees moving from abroad, there is a debate regarding how well local graduates are integrated in the UAE workforce;</li>
	<li>Unemployment rates and graduates’ employment preferences were both used as arguments in the debate around the integration of local graduates in the UAE workforce;</li>
</ul>
<p style="text-align: justify;">Aysha Alawadhi, Project Manager – Leadership Development at Tanfeeth moderated the panel discussion. The list of panelist included Maha Al Mansouri, Associate Director – HR and Emiratiosation at Masdar, Amna Al Suwaidi, Expert – HR Planning, at UAE Federal Authority for Government Human Resources, Akif Tashkandi, HR Director at Boeing International, Jalal Al-Khaled, Chief Human Resources Officer at Abu Dhabi National Insurance Company, and Salwa Al Nuaimi, Former Vice President Talent Acquisitions at Etihad Airways.</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9947</wp:post_id>
<wp:post_date>2012-11-20 10:30:18</wp:post_date>
<wp:post_date_gmt>2012-11-19 23:30:18</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
<wp:ping_status>open</wp:ping_status>
<wp:post_name>nationalization-a-holistic-approach-to-building-a-national-workforce-that-drives-business-growth</wp:post_name>
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<title>Build An Organizational Culture Based On Values And Capabilities Derived From Business Objectives</title>
<link>http://www.smartkpis.com/blog/build-an-organizational-culture-based-on-values-and-capabilities-derived-from-business-objectives/</link>
<pubDate>Tue, 20 Nov 2012 00:31:34 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Business Objectives]]></category>

		<category domain="tag" nicename="business-objectives"><![CDATA[Business Objectives]]></category>

		<category domain="tag"><![CDATA[Danny Kalman]]></category>

		<category domain="tag" nicename="danny-kalman"><![CDATA[Danny Kalman]]></category>

		<category domain="tag"><![CDATA[HR]]></category>

		<category domain="tag" nicename="hr"><![CDATA[HR]]></category>

		<category domain="tag"><![CDATA[HR Summit and Expo]]></category>

		<category domain="tag" nicename="hr-summit-and-expo"><![CDATA[HR Summit and Expo]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[leaders]]></category>

		<category domain="tag" nicename="leaders"><![CDATA[leaders]]></category>

		<category domain="tag"><![CDATA[leadership competencies]]></category>

		<category domain="tag" nicename="leadership-competencies"><![CDATA[leadership competencies]]></category>

		<category domain="tag"><![CDATA[Organizational Culture]]></category>

		<category domain="tag" nicename="organizational-culture"><![CDATA[Organizational Culture]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9949</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Danny Kalman, Global Talent Director at Panasonic, opened the series of panels and presentations dedicated to “The Capability Builder” skill domain as part of the HR Summit and Expo 2012.</p>
<p style="text-align: justify;">Some of the key points of Danny Kalman’s presentation were:</p>

<ul style="text-align: justify;">
	<li>Putting in place leadership competencies can help in driving the business through leaders; high-quality leaders enhance people outcomes, which further improve business results;</li>
	<li>A first step in establishing leadership competencies is understanding management philosophy, answering questions such as “What kind of behaviors are leaders currently demonstrating?”;</li>
	<li>In the case of Panasonic, one of the leadership competencies is “sunao-mind”, which is the Japanese for “uncluttered” or “open-minded”; the Japanese word was chosen on purpose, as a reminder of the company’s Japanese origins;</li>
	<li>At Panasonic, leadership competencies are employed in a variety of human resources processes such as recruitment and selection, performance management and rewards, succession management, learning and development;</li>
	<li style="text-align: justify;">Danny Kalman also differentiated between systems, operations, practices and plans as <em>fluid </em>elements of an organization, “anew every day” and the mission of an organization as the <em>unchanging</em> element.</li>
</ul>]]></content:encoded>
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<wp:post_id>9949</wp:post_id>
<wp:post_date>2012-11-20 11:31:34</wp:post_date>
<wp:post_date_gmt>2012-11-20 00:31:34</wp:post_date_gmt>
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<title>Employee Engagement: What It Really Is, Why Invest In It And How To Get It Right In The Middle East</title>
<link>http://www.smartkpis.com/blog/employee-engagement-what-it-really-is-why-invest-in-it-and-how-to-get-it-right-in-the-middle-east/</link>
<pubDate>Tue, 20 Nov 2012 14:32:53 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Employee effectiveness]]></category>

		<category domain="tag" nicename="employee-effectiveness"><![CDATA[Employee effectiveness]]></category>

		<category domain="tag"><![CDATA[Employee Engagement]]></category>

		<category domain="tag" nicename="employee-engagement"><![CDATA[Employee Engagement]]></category>

		<category domain="tag"><![CDATA[HR]]></category>

		<category domain="tag" nicename="hr"><![CDATA[HR]]></category>

		<category domain="tag"><![CDATA[HR Summit and Expo]]></category>

		<category domain="tag" nicename="hr-summit-and-expo"><![CDATA[HR Summit and Expo]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9951</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Employee engagement was a popular topic among the HR Summit and Expo 2012 presentations. The second day of the summit included a panel discussion moderated by Basem Al Attar, Chair of the HR Summit, best-selling author and award winning human resources (HR) strategist. The panelists – Othman Haddi, Tamer Elewa, Jonathan Budden and Dr. Ayoub Kazim - represented a mix of experts from both local organizations such as the Dubai Knowledge Village and multinational corporations such as Procter &amp; Gamble, Merck Sereno and Microsoft.</p>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-9952" title="HR Summit and Expo 2012" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/day-2.4.gif" width="580" height="436" /></p>
<p style="text-align: justify;"><strong><!--more-->Some of the key discussion points were:</strong></p>

<ul style="text-align: justify;">
	<li>In defining employee engagement, the panelists mentioned things such as “engagement is about the connection”, “employees at their best, achieving their peak”; they also referred to it as the emotional and physical commitment of an employee towards his/her organization; another definition of engagement was grounded in four H-s (head for decisions, heart for emotions, hand for productivity and hope for purpose);</li>
	<li>One of the panelist made the point that discussing the importance of employee engagement is well-known and outdated as a discussion topic; instead, he suggested that current conversations should focus on “How can we make it happen?”;</li>
	<li>The panelist were asked to give examples of behaviors that allow them to recognize engaged employees; one such examples was employees showing up early and helping each other, spending as much time together as they can at company get-togethers;</li>
	<li>Tamer Elewa emphasized the importance of customizing the employee engagement survey to the organization and within large organizations, even to different regions or divisions – “find your drivers and then measure engagement”;</li>
	<li>Jonathan Budden and Othman Haddi gave specific examples regarding the employee engagement surveys used at P&amp;G and Microsoft;</li>
	<li>In differentiating between satisfied, pleased and engaged employees, the panelist labeled the first category as not necessarily willing to go the extra mile, the second one as those who enjoy working and the third category as those going the extra mile because they want to do so;</li>
	<li>Sustainable engagement was defined as enablement (giving employees the tools, resources and support they need) and energy (which often comes from a sense of accomplishment);</li>
	<li>Employee effectiveness was defined as engagement together with enablement;</li>
	<li style="text-align: justify;">When promoting employee engagement programs in organizations we should speak in terms of returns.</li>
</ul>]]></content:encoded>
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<wp:post_id>9951</wp:post_id>
<wp:post_date>2012-11-21 01:32:53</wp:post_date>
<wp:post_date_gmt>2012-11-20 14:32:53</wp:post_date_gmt>
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<title>Nurturing And Advancing National Leadership Capability: The Experience Of The Qatar Leadership Centre</title>
<link>http://www.smartkpis.com/blog/nurturing-and-advancing-national-leadership-capability-the-experience-of-the-qatar-leadership-centre/</link>
<pubDate>Tue, 20 Nov 2012 15:34:50 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[decision making]]></category>

		<category domain="tag" nicename="decision-making"><![CDATA[decision making]]></category>

		<category domain="tag"><![CDATA[HR]]></category>

		<category domain="tag" nicename="hr"><![CDATA[HR]]></category>

		<category domain="tag"><![CDATA[HR Summit and Expo]]></category>

		<category domain="tag" nicename="hr-summit-and-expo"><![CDATA[HR Summit and Expo]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[leaders program]]></category>

		<category domain="tag" nicename="leaders-program"><![CDATA[leaders program]]></category>

		<category domain="tag"><![CDATA[Leadership Capability]]></category>

		<category domain="tag" nicename="leadership-capability"><![CDATA[Leadership Capability]]></category>

		<category domain="tag"><![CDATA[psychometric assessment]]></category>

		<category domain="tag" nicename="psychometric-assessment"><![CDATA[psychometric assessment]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9954</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Oussama Mansour, CEO at Profiles International MENA and Khaled Elgouhary, Director of Strategy and Performance at Qatar Leadership Centre (QLC) presented a case study during the second day of the HR Summit and Expo 2012. Their case study was focused on national leadership development as pursued by the Qatar Leadership Centre.</p>
<p style="text-align: justify;"><strong><!--more-->Some of the key points of their case study included:</strong></p>

<ul style="text-align: justify;">
	<li>In 2004, Qatar launched a national strategy (Qatar National Vision 2030) that provided the context in which the QLC was later established;</li>
	<li>One of the key programs of QLC was the “Future leaders program”; its purpose was to provide a database of talented leaders, with the government having the option to tap into this talent database;</li>
	<li>35 program participants were selected from an initial applicant pool of 350; the selection process was completed in three stages: 1) application review, 2) psychometric assessment and 3) panel interview; some of the competencies that were included in the selection criteria were strategic focus, ability to change, communication, leadership, problem solving and decision making;</li>
	<li style="text-align: justify;">All selected participants benefited from an intensive preparation, including courses delivered from professors from schools such as Harvard Business School; they took part in study visits in countries such as China, where they learned lessons from the experience of organizing the Olympic Games; one of the participants described the experience as “life changing”.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9954</wp:post_id>
<wp:post_date>2012-11-21 02:34:50</wp:post_date>
<wp:post_date_gmt>2012-11-20 15:34:50</wp:post_date_gmt>
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<wp:post_name>nurturing-and-advancing-national-leadership-capability-the-experience-of-the-qatar-leadership-centre</wp:post_name>
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<title>Strategies for Developing Leadership Pipelines for High Performance</title>
<link>http://www.smartkpis.com/blog/strategies-for-developing-leadership-pipelines-for-high-performance/</link>
<pubDate>Tue, 20 Nov 2012 16:36:53 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Developing Leadership]]></category>

		<category domain="tag" nicename="developing-leadership"><![CDATA[Developing Leadership]]></category>

		<category domain="tag"><![CDATA[HR]]></category>

		<category domain="tag" nicename="hr"><![CDATA[HR]]></category>

		<category domain="tag"><![CDATA[HR Summit and Expo]]></category>

		<category domain="tag" nicename="hr-summit-and-expo"><![CDATA[HR Summit and Expo]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[integration]]></category>

		<category domain="tag" nicename="integration"><![CDATA[integration]]></category>

		<category domain="tag"><![CDATA[leaders]]></category>

		<category domain="tag" nicename="leaders"><![CDATA[leaders]]></category>

		<category domain="tag"><![CDATA[Performance Culture]]></category>

		<category domain="tag" nicename="performance-culture"><![CDATA[Performance Culture]]></category>

		<category domain="tag"><![CDATA[Talent management]]></category>

		<category domain="tag" nicename="talent-management"><![CDATA[Talent management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9957</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Deepak Gupta, Managing Director – Middle East at PDI Ninth House moderated a panel discussion with focus on leadership development as part of the second day of the HR Summit and Expo 2012.</p>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-9958" title="HR Summit and Expo" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/day-2-panel.gif" width="580" height="436" /></p>
<p style="text-align: justify;"><!--more-->Some of the key discussion points included:</p>

<ul style="text-align: justify;">
	<li>Talent Management is at the beginning in terms of integration; the next big step is collecting information and communicating it to leaders; this is of special importance since quality information is essential;</li>
	<li>The panelists gave examples of actions taken in their organization for the purpose of fostering leadership development; one such examples is discussing talent management and regularly including in on meeting agendas; another example is identifying pattern in talent management – for instance, ING has a domestic to international pattern;</li>
	<li>Creating the appropriate culture and developing managers as a leaders and coaches is also of high importance;</li>
	<li>One of the panelists emphasized the importance of approaching leadership development based on talent needs;</li>
</ul>
<p style="text-align: justify;">The panelists were Edson Hato, Head – Global Sourcing at Philip Morris International, Dilpreet Singh, HR Leader – Middle East &amp; Africa at IBM, Salem Baaddullah, General Manager – Talent Management at Saudi Arabian Airlines, Daniel Wilson, Management Development Department at Saudi Aramco and David Capozzalo, Lead – Executive Leadership &amp; Development at SABIC.</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9957</wp:post_id>
<wp:post_date>2012-11-21 03:36:53</wp:post_date>
<wp:post_date_gmt>2012-11-20 16:36:53</wp:post_date_gmt>
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<title>Making Effective Decisions In An Uncertain Economy: Helping HR Professionals Become Strategic Partners </title>
<link>http://www.smartkpis.com/blog/making-effective-decisions-in-an-uncertain-economy-helping-hr-professionals-become-strategic-partners/</link>
<pubDate>Tue, 20 Nov 2012 18:39:01 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[compensation]]></category>

		<category domain="tag" nicename="compensation"><![CDATA[compensation]]></category>

		<category domain="tag"><![CDATA[HR]]></category>

		<category domain="tag" nicename="hr"><![CDATA[HR]]></category>

		<category domain="tag"><![CDATA[HR professionals]]></category>

		<category domain="tag" nicename="hr-professionals"><![CDATA[HR professionals]]></category>

		<category domain="tag"><![CDATA[HR Summit]]></category>

		<category domain="tag" nicename="hr-summit"><![CDATA[HR Summit]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Strategic Partners]]></category>

		<category domain="tag" nicename="strategic-partners"><![CDATA[Strategic Partners]]></category>

		<category domain="tag"><![CDATA[talent reviews]]></category>

		<category domain="tag" nicename="talent-reviews"><![CDATA[talent reviews]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9960</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Raouf Mhenni, General Manager Middle East &amp; Africa at HR Access gave a presentation with focus on effective decision making as part of the second day of the HR Summit and Expo 2012 in Dubai, UAE.</p>
<p style="text-align: justify;"><strong>Some of the key discussion points were:</strong></p>

<ul style="text-align: justify;">
	<li>A survey with respondents from North Africa, South Europe and Middle East indicated that for 40% of them HR professional were not invited to executive meetings on a regular basis; this result was further explored in interviews with five Chief Executive Officers (CEOs); one of those CEOs considered his/her human resources (HR) professionals as “poetic”, having a lot of information but not as much clear, factual data as compared to Finance; alternatively, the HR professional can leverage critical information and tools such as dashboards and be “less poetic”;</li>
	<li>There are certain initiatives such as talent reviews and compensations plans that are generally part of HR professionals’ “comfort zone”; at the same time, decisions such as mergers and acquisitions or opening a new branch typically fall under the “stretch zone” for HR professionals;</li>
	<li style="text-align: justify;">HR professionals can follow a five step approach for decision making: 1) rationalize the situation, 2) identify the options, 3) make the right decisions, 4) implement the decisions and 5) collect feedback and make adjustments.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9960</wp:post_id>
<wp:post_date>2012-11-21 05:39:01</wp:post_date>
<wp:post_date_gmt>2012-11-20 18:39:01</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
<wp:ping_status>open</wp:ping_status>
<wp:post_name>making-effective-decisions-in-an-uncertain-economy-helping-hr-professionals-become-strategic-partners</wp:post_name>
<wp:status>publish</wp:status>
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<title>Where Do We Go Now: Leadership Effectiveness In An Ever-Changing Global Landscape</title>
<link>http://www.smartkpis.com/blog/where-do-we-go-now-leadership-effectiveness-in-an-ever-changing-global-landscape/</link>
<pubDate>Tue, 20 Nov 2012 19:40:20 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Dubai]]></category>

		<category domain="tag" nicename="dubai"><![CDATA[Dubai]]></category>

		<category domain="tag"><![CDATA[HR Summit and Expo 2012]]></category>

		<category domain="tag" nicename="hr-summit-and-expo-2012"><![CDATA[HR Summit and Expo 2012]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Leadership]]></category>

		<category domain="tag" nicename="leadership"><![CDATA[Leadership]]></category>

		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9962</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Veronica Munro, Head of Leadership Effectiveness – West at Standard Chartered, presented a case study with focus on Leadership Effectiveness as part of the presentations and panels of the second day of the HR Summit and Expo 2012 in Dubai, UAE.</p>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-9963" title="HR Summit and Expo" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/day-2.31.gif" width="580" height="436" /></p>
<p style="text-align: justify;"><!--more-->Some of the key points of her presentation were:</p>

<ul style="text-align: justify;">
	<li>2012 is the ninth consecutive year of double digit growth for Standard Chartered;</li>
	<li>Engagement matters now more than ever; it is not a “nice to have” but a priority; this is placed at the core of their human capital roadmap;</li>
	<li style="text-align: justify;">The drivers of engagement that Standard Chartered is leveraging are group into four categories that drive their people management philosophy: 1) “know me”, 2) “focus me”, 3)”care about me” and 4) “inspire me”.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9962</wp:post_id>
<wp:post_date>2012-11-21 06:40:20</wp:post_date>
<wp:post_date_gmt>2012-11-20 19:40:20</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
<wp:ping_status>open</wp:ping_status>
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<title>Building The Capability And Credibility Of The HRD Function Through A Focused And Aligned Business/People Developmental Strategy</title>
<link>http://www.smartkpis.com/blog/building-the-capability-and-credibility-of-the-hrd-function-through-a-focused-and-aligned-businesspeople-developmental-strategy/</link>
<pubDate>Tue, 20 Nov 2012 21:43:58 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[DHL Express]]></category>

		<category domain="tag" nicename="dhl-express"><![CDATA[DHL Express]]></category>

		<category domain="tag"><![CDATA[HR Summit and Expo 2012]]></category>

		<category domain="tag" nicename="hr-summit-and-expo-2012"><![CDATA[HR Summit and Expo 2012]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Strategy]]></category>

		<category domain="tag" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Vision]]></category>

		<category domain="tag" nicename="vision"><![CDATA[Vision]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9965</guid>
<description></description>
<content:encoded><![CDATA[The second day of the HR Summit and Expo 2012 ended with a presentation with learning and development (L&amp;D) focus. The presentation was given by Henry Fares, HR Director – Middle East and Africa at DHL Express.

<img class="aligncenter size-full wp-image-9966" title="HR Summit" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/day-2.41.gif" width="580" height="436" />

<!--more-->Some of the key points of his presentation were:
<ul>
	<li>The four pillars of learning and development are: 1) clear vision, 2) solid strategy, 3) pursue practical systems and 4) commitment to execution; they will help you find, feed and retain key talent, while at the same time violating one of these principles will dilute L&amp;D’s impact;</li>
	<li>Discrepancies can be expressed as G.A.P.s: the differences between 1) Goals, 2) Actions and 3) Present, Principles, Performance, Practice, Perception &amp; Potential;</li>
	<li>“It is all about the human factor and ROI: Return on <em>Individuals</em>”.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9965</wp:post_id>
<wp:post_date>2012-11-21 08:43:58</wp:post_date>
<wp:post_date_gmt>2012-11-20 21:43:58</wp:post_date_gmt>
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<wp:status>publish</wp:status>
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<title>The Relationship Between Employee Engagement And Customer Engagement, Performance And Profitability</title>
<link>http://www.smartkpis.com/blog/the-relationship-between-employee-engagement-and-customer-engagement-performance-and-profitability/</link>
<pubDate>Wed, 21 Nov 2012 15:47:06 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Employee Engagement]]></category>

		<category domain="tag" nicename="employee-engagement"><![CDATA[Employee Engagement]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Marks and Spencer]]></category>

		<category domain="tag" nicename="marks-and-spencer"><![CDATA[Marks and Spencer]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9968</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The first presentation on the third day of the HR Summit and Expo 2012 was delivered by Tanith Dodge, HR Director at Marks and Spencer UK. Her presentation was focused on employee engagement and business performance.</p>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-9969" title="HR Summit" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/day-3.1.gif" width="580" height="436" /></p>
<p style="text-align: justify;">Some of the key points of this presentation were:</p>

<ul style="text-align: justify;">
	<li>In a survey conducted in UK, one in ten executives said that employee engagement is critical but very few discussed it in board meetings;</li>
	<li>Examples of barriers to engagement include: leadership capabilities, the leader, culture and economic systems, organizational hierarchy; an example of addressing barriers to engagement at Marks and Spencer is sharing financial data at levels in the organization;</li>
	<li>Employee engagement can be pursued in either a transactional mode or transformational mode; Tanith quoted a CIPD (The Chartered Institute of Personnel and Development) study according to which 75 percent of companies operate in the transactional mode, focusing on conducting employee engagement surveys; she also emphasized the importance of having a clear vision and a narrative around the past, present and future of the company;</li>
	<li>Marks and Spencer used to employ annual engagement surveys but they now rely on more frequent pulse survey; the survey is structured into questions around employee perceptions of their company, their manager and their role; in addition, employees have the opportunity to take well-being surveys as well;</li>
	<li>The company also relies on mystery shopping and customer insights and looks at correlations between these and employee engagement results.<!--more--></li>
</ul>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-9970" title="HR Summit" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/day-3.1.2.gif" width="580" height="436" /></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9968</wp:post_id>
<wp:post_date>2012-11-22 02:47:06</wp:post_date>
<wp:post_date_gmt>2012-11-21 15:47:06</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>The Journey Of Change: Initiating And Sustaining Change For Successful Transformation and Strategy Execution</title>
<link>http://www.smartkpis.com/blog/the-journey-of-change-initiating-and-sustaining-change-for-successful-transformation-and-strategy-execution/</link>
<pubDate>Wed, 21 Nov 2012 17:49:16 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[HR Summit and Expo 2012]]></category>

		<category domain="tag" nicename="hr-summit-and-expo-2012"><![CDATA[HR Summit and Expo 2012]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Strategy Execution]]></category>

		<category domain="tag" nicename="strategy-execution"><![CDATA[Strategy Execution]]></category>

		<category domain="tag"><![CDATA[Tamer Elewa]]></category>

		<category domain="tag" nicename="tamer-elewa"><![CDATA[Tamer Elewa]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9972</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Tamer Elewa, Regional HR Business Partner – Global Operations, Intercontinental Countries at Merck Serono started his presentation on the third day of the HR Summit and Expo 2012 with the question “When will we see a CEO that comes from HR?”.</p>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-9973" title="HR Summit" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/day-3.2.gif" width="580" height="436" /></p>
<p style="text-align: justify;"><!--more-->
<img class="aligncenter size-full wp-image-9974" title="HR Summit" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/day-3-panel.gif" width="580" height="436" /></p>
<p style="text-align: justify;">Some of the key discussion points of his presentation were:</p>

<ul style="text-align: justify;">
	<li>There are different types of relationships between human resources (HR) and business: separate, fit, dialogue, holistic and HR driven, with separate indicating very little communication and integration between HR and business, while the other extreme - HR driven organization – represents an organization in which the business agenda is established based on the HR agenda;</li>
	<li>Examples of HR driven organizations include mostly non-profit organizations such as International Committee of the Red Cross, Médecins Sans Frontières, but also for-profit organizations such as SEMCO Brazil.</li>
	<li style="text-align: justify;">The new role of HR is that of aligning political, economical, social, technological, legal and environmental factors with the strengths, weaknesses, opportunities and threats of the organization.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9972</wp:post_id>
<wp:post_date>2012-11-22 04:49:16</wp:post_date>
<wp:post_date_gmt>2012-11-21 17:49:16</wp:post_date_gmt>
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<title>Balanced Scorecard Saudi Arabia 2012</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-saudi-arabia-2012/</link>
<pubDate>Wed, 05 Dec 2012 15:15:27 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard Saudi Arabia]]></category>

		<category domain="tag" nicename="balanced-scorecard-saudi-arabia"><![CDATA[Balanced Scorecard Saudi Arabia]]></category>

		<category domain="tag"><![CDATA[Friday Night at the ER]]></category>

		<category domain="tag" nicename="friday-night-at-the-er"><![CDATA[Friday Night at the ER]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Process Mapping]]></category>

		<category domain="tag" nicename="process-mapping"><![CDATA[Process Mapping]]></category>

		<category domain="tag"><![CDATA[Risk Management]]></category>

		<category domain="tag" nicename="risk-management"><![CDATA[Risk Management]]></category>

		<category domain="tag"><![CDATA[Saudi Arabia]]></category>

		<category domain="tag" nicename="saudi-arabia"><![CDATA[Saudi Arabia]]></category>

		<category domain="tag"><![CDATA[Strategy Execution]]></category>

		<category domain="tag" nicename="strategy-execution"><![CDATA[Strategy Execution]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9778</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">There are a few days left until the start of the <a title="Balanced Scorecard Saudi Arabia" href="http://www.iirme.com/bscsaudi" target="_blank">Balanced Scorecard Saudi Arabia</a>, held in Riyadh between 8th to 12th December.</p>
<p style="text-align: center;"><a href="http://www.iirme.com/bscsaudi" target="_blank"><img class="size-full wp-image-9780 aligncenter" title="BSC Saudi Arabia" alt="BSC Saudi Arabia" src="http://www.smartkpis.com/blog/wp-content/uploads/BSC-Saudi-Arabia.gif" width="580" height="87" /></a></p>
<!--more-->Balanced Scorecard Saudi Arabia has been a popular feature since 2009. Building on the success of prior years, the event will feature all the perennial favorites plus brand new material and speakers.
<p style="text-align: justify;">The Balanced Scorecard Saudi Arabia is a 5 day intensive learning experience structured in the following sections:</p>

<table width="580" border="0" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td width="25"></td>
<td style="text-align: left;" bgcolor="#CCCCCC" width="95">Saturday
8 December</td>
<td style="text-align: left;" bgcolor="#CCCCCC" width="89">Sunday
9 December</td>
<td style="text-align: left;" bgcolor="#CCCCCC" width="100">Monday
10 December</td>
<td style="text-align: left;" bgcolor="#CCCCCC" width="136">Tuesday
11 December</td>
<td style="text-align: left;" bgcolor="#CCCCCC" width="109">Wednesday
12 December</td>
</tr>
<tr>
<td style="text-align: left;" bgcolor="#CCCCCC">AM</td>
<td style="text-align: left;" rowspan="2" bgcolor="#F2F2F2">Pre Event
Workshops</td>
<td style="text-align: left;" bgcolor="#F2F2F2"><strong>Dr Kaplan</strong> Masterclass</td>
<td style="text-align: left;" bgcolor="#F2F2F2"><strong>Dr Kaplan</strong> Masterclass</td>
<td style="text-align: left;" bgcolor="#F2F2F2">Guru Morning with <strong>Jeroen de Flander</strong></td>
<td style="text-align: left;" rowspan="2" bgcolor="#F2F2F2">Strategy Execution <span style="font-weight: bold;">Case Studies</span></td>
</tr>
<tr>
<td style="text-align: left;" bgcolor="#CCCCCC">PM</td>
<td bgcolor="#F2F2F2">"How To" Clinics</td>
<td bgcolor="#F2F2F2"></td>
<td style="text-align: left;" bgcolor="#F2F2F2">Strategy Execution <span style="font-weight: bold;">Case Studies</span></td>
</tr>
</tbody>
</table>
<table width="580" border="0" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td>
<h3><strong>Pre-Event Workshops</strong></h3>
<p style="text-align: justify;">Balanced Scorecard experience will start with 3 essential workshops. Led by industry experts and experienced trainers, these in-depth training sessions will provide core knowledge and skills to support the strategy execution journey. Workshop topics include:</p>

<ul style="text-align: justify;">
	<li>Risk Management For Strategy Execution</li>
	<li>Maximising The Benefits Of Change</li>
	<li>Initiative Management For Strategy Execution.</li>
</ul>
</td>
<td style="vertical-align: text-top;"><img class="alignright size-full wp-image-9781" style="margin-left: 6px; margin-right: 6px; margin-top: 25px;" title="Workshops" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/BSC-Workshops.gif" width="225" height="157" /></td>
</tr>
<tr>
<td>
<h3><strong>Dr Kaplan Masterclass</strong></h3>
<p style="text-align: justify;">The strategy management tool has been transforming the fortunes of the world's companies since its invention in the early 1990s. The Masterclass topics include:</p>

<ul style="text-align: justify;">
	<li style="text-align: left;">The Strategy Execution System</li>
	<li style="text-align: left;">Strategy Execution, Leadership And Change Management</li>
	<li style="text-align: left;">Managing Risks: A New Framework.</li>
</ul>
</td>
<td style="vertical-align: text-top;"><img class="alignright size-full wp-image-9782" style="margin-left: 6px; margin-right: 6px; margin-top: 25px;" title="Kaplan masterclass" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Kaplan-.gif" width="225" height="157" /></td>
</tr>
<tr>
<td width="330">
<h3><span style="font-weight: bold;">“How To” Clinics</span></h3>
<p style="text-align: justify;">These short practical group work sessions take the participants through core strategy execution skill and give them essential toolkit takeaways. Workshop topics include:</p>

<ul style="text-align: justify;">
	<li>Key Performance Indicators (KPI)</li>
	<li>Strategy Mapping</li>
	<li>SWOT Analysis</li>
	<li>Process Mapping</li>
</ul>
</td>
<td style="vertical-align: text-top;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/aurel-brudan-kpi-clinic-2.jpg"><img class="alignright size-full wp-image-9820" style="margin-left: 6px; margin-right: 6px; margin-top: 25px;" title="Aurel Brudan - KPI Clinic" alt="Aurel Brudan - KPI Clinic" src="http://www.smartkpis.com/blog/wp-content/uploads/aurel-brudan-kpi-clinic-2.jpg" width="226" height="156" /></a></td>
</tr>
</tbody>
</table>
<p style="text-align: justify;">Key Performance Indicators (KPIs) will be held by <strong>Aurel Brudan</strong>, Founder and CEO <strong>The KPI Institute</strong>. His session will present the fundamental techniques for KPI selection that ensure a rigorous process and quality result. Practical exercises will be combined with best practice examples from a variety of industries and functional areas.</p>

<table width="580" border="0" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td width="330">
<h3>Friday Night at the ER</h3>
<p style="text-align: justify;">The Balanced Scorecard Saudi Arabia will also be the host of a management game, <strong>Friday Night at the ER</strong>, brought by <strong>The KPI Institute </strong>and facilited by <strong>Aurel Brudan</strong>.</p>
<p style="text-align: justify;">The game is a valuable exercise for managers; it teaches core management skills in a stimulating environment:</p>

<ul>
	<li>Systems thinking, Collaboration</li>
	<li>Innovation, Use of data</li>
	<li>Structural thinking.</li>
</ul>
</td>
<td style="vertical-align: text-top;"><img class="alignright size-full wp-image-9805" style="margin-left: 6px; margin-right: 6px; margin-top: 25px;" title="FNER" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/fner-simulation1.jpg" width="225" height="157" /></td>
</tr>
<tr>
<td>
<h3><strong>Guru Morning with Jeroen de Flander</strong><strong> </strong></h3>
<p style="text-align: justify;">He was first introduced to the region at Balanced Scorecard Forum Dubai earlier this year. In Riyadh, Jeroen will speak about The Strategy Execution Barometer™: Why Do Companies Fail To Execute their Strategy Successfully…? …And What You Can Do To Lock In Strategy Execution Success By Avoiding e Same Mistakes!</p>
</td>
<td style="vertical-align: text-top;"><img class="alignright size-full wp-image-9784" style="margin-left: 6px; margin-right: 6px; margin-top: 40px;" title="Jeroen de Flander" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Jeroen-de-Flander.gif" width="225" height="157" /></td>
</tr>
</tbody>
</table>
<h3><strong>Strategy Execution Case Studies</strong></h3>
<p style="text-align: justify;">Balanced Scorecard Saudi Arabia brings a unique collection of strategy execution case studies. This year’s case studies will showcase the success stories, challenges and journeys of a carefully selected group of organisations from KSA, the GCC and beyond.</p>
<p style="text-align: justify;">Covering a range of hot topics from strategy formulation and strategy execution to performance management and risk management, Balanced Scorecard Saudi Arabia is considered to be one-stop shop for strategy, performance and risk management learning and inspiration.</p>
<p style="text-align: justify;"><strong>Topics covered:</strong></p>

<ul style="text-align: justify;">
	<li>A Strategic Journey To Achieving Breakthrough Results</li>
	<li>A Four Year Roadmap To Successful Strategy Execution</li>
	<li>A Journey Of Culture Change And Key Performance Indicators (KPIs): Driving Tangible Performance Improvements With e Right KPIs</li>
	<li>Creating Value With e Balanced Scorecard In A Multi Business Multi Sector Conglomerate</li>
	<li>Leading Strategy And BSC Government Change rough Common Measurements Strategy alignment challenges</li>
	<li>Technology For Strategy Execution: Case Studies Of Abu Dhabi And Dubai Government Entities</li>
	<li>Balanced Scorecard Case Study</li>
</ul>
&nbsp;

<strong>Enter the Balanced Scorecard Saudi Arabia Atmosphere</strong>
<p style="text-align: justify;">As a media partner, smartKPIs.com, invites you to visit the <a title="BSC Saudi Arabia" href="http://www.iirme.com/bscsaudi" target="_blank">website</a> for more details about the event.</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9778</wp:post_id>
<wp:post_date>2012-12-06 02:15:27</wp:post_date>
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<title>New smartKPIs.com Report Ranks the Top HR KPIs of 2011- 2012</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-hr-kpis-of-2011-2012/</link>
<pubDate>Wed, 05 Dec 2012 19:20:16 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[# Average Time to fill vacant position]]></category>

		<category domain="tag" nicename="average-time-to-fill-vacant-position"><![CDATA[# Average Time to fill vacant position]]></category>

		<category domain="tag"><![CDATA[% Employment offers made with in the target time frame]]></category>

		<category domain="tag" nicename="employment-offers-made-with-in-the-target-time-frame"><![CDATA[% Employment offers made with in the target time frame]]></category>

		<category domain="tag"><![CDATA[% Performance appraisals completed on time]]></category>

		<category domain="tag" nicename="performance-appraisals-completed-on-time"><![CDATA[% Performance appraisals completed on time]]></category>

		<category domain="tag"><![CDATA[Employee Engagement Index]]></category>

		<category domain="tag" nicename="employee-engagement-index"><![CDATA[Employee Engagement Index]]></category>

		<category domain="tag"><![CDATA[HR KPIs]]></category>

		<category domain="tag" nicename="hr-kpis"><![CDATA[HR KPIs]]></category>

		<category domain="tag"><![CDATA[Human Resource KPIs]]></category>

		<category domain="tag" nicename="human-resource-kpis"><![CDATA[Human Resource KPIs]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Top HR KPIs of 2011- 2012]]></category>

		<category domain="tag" nicename="top-hr-kpis-of-2011-2012"><![CDATA[Top HR KPIs of 2011- 2012]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9898</guid>
<description></description>
<content:encoded><![CDATA[[caption id="attachment_9899" align="alignright" width="234" caption="Top 25 HR KPIs of 2011-2012"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/Top_25_HR_KPIs_of_2011-2012.jpg"><img class="size-medium wp-image-9899" title="Top_25_HR_KPIs_of_2011-2012" src="http://www.smartkpis.com/blog/wp-content/uploads/Top_25_HR_KPIs_of_2011-2012-234x300.jpg" alt="" width="234" height="300" /></a>[/caption]

December 6, 2012, Melbourne, Australia – <em>The KPI Institute, </em>the global authority on Key Performance Indicators (KPIs) research and education<em> announces the launch of the 2011-2012 edition of its popular Top 25 series of reports. The series is based on research conducted through </em><a href="http://www.smartkpis.com/"><em>www.smartKPIs.com</em></a><em>, which contains over 20,000 Key Performance Indicator examples, making it the world's largest source of thoroughly documented KPIs. First to be released is the set of 6 HR reports, comprised of HR overall and 5 additional reports specific to HR: Compensation and Benefits, Recruitment, Retention, Talent Development and HR Service Delivery.</em>

HR departments and KPIs have a special relationship, as measurement is an integral part of performance evaluations at both individual and organisational level. KPIs are defined by The KPI Institute as<strong><em> </em></strong>measurable expressions for the achievement of a desired level of results in an area relevant to the evaluated entity’s activity. smartKPIs.com contains over 475 HR KPI examples, making it one of the most thoroughly researched functional areas.<strong><em> </em></strong>

The "<a href="http://www.smartkpis.com/premium/products/reports/top-25-hr-kpis-of-2011-2012-107.html"><em>Top 25 HR KPIs of 2011-2012</em></a>" report provides insights in the state of HR performance measurement today by listing and analysing the most visited KPIs on smartKPIs.com in 2011-2012. It<em> </em>presents in detail KPIs such as:<em> # Average Time to fill vacant position, # Employee engagement index</em> and<em> % Employment offers made with in the target time frame</em>. <em>Same as in the previous edition, Retention and Human Resources (HR) Efficiency and Effectiveness KPIs dominate, however Recruitment KPIs replace Talent Development KPIs in popularity.</em>

In addition to KPI names, the report contains a detailed description of each KPI, as documented in smartKPIs Premium. While dominated by Recruitment KPIs, with 9 KPI examples in the Top 25, the most popular KPIs come from categories such as Recruitment, Retention and Compensation and Benefits:
<ol>
	<li># Average Time to fill vacant position</li>
	<li># Employee engagement index</li>
	<li>% Employment offers made with in the target time frame</li>
	<li>% Performance appraisals completed on time</li>
	<li># Lost time in jury frequency rate</li>
</ol>
By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2011-2012, the Top 25 HR KPIs of 2011 report is a valuable resource in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization.<!--more-->

According to Aurel Brudan, The KPI Institute’s CEO <em>“The Top 25 HR KPIs of 2011-2012 report is a synthesis of what smartKPIs.com is all about: it provides an overview of how HR KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team."</em>

<strong>
About smartKPIs.com</strong>
<a href="http://www.smartkpis.com/" target="_blank">http://www.smartkpis.com</a> is the leading online platform for performance management knowledge integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories.

<strong>About The KPI Institute</strong>

The KPI Institute is a research, publishing and educational provider specialised in developing better practice in the use of KPIs. It developed the KPI Management Framework and runs five main research programs, dedicated to performance management, the Balanced Scorecard, KPIs, analytics and organisational strategy. Over the last 8 years, The Institute assisted over 4,000 organizations in finding solutions to their KPI needs.

<strong>Media contact</strong>

Cipriana Turcanu, The KPI Institute, Tel: +61 3 9670 2979, Email: <a href="mailto:cipriana.turcanu@smartKPIs.com">cipriana.turcanu@smartKPIs.com</a>]]></content:encoded>
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<wp:post_id>9898</wp:post_id>
<wp:post_date>2012-12-06 06:20:16</wp:post_date>
<wp:post_date_gmt>2012-12-05 19:20:16</wp:post_date_gmt>
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<title>The KPI Institute exhibition stand at the Balanced Scorecard Saudi Arabia</title>
<link>http://www.smartkpis.com/blog/the-kpi-institute-exhibition-stand-at-the-balanced-scorecard-saudi-arabia/</link>
<pubDate>Sun, 09 Dec 2012 23:45:12 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard Saudi Arabia]]></category>

		<category domain="tag" nicename="balanced-scorecard-saudi-arabia"><![CDATA[Balanced Scorecard Saudi Arabia]]></category>

		<category domain="tag"><![CDATA[Friday Night at the ER]]></category>

		<category domain="tag" nicename="friday-night-at-the-er"><![CDATA[Friday Night at the ER]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[The KPI Institute]]></category>

		<category domain="tag" nicename="the-kpi-institute"><![CDATA[The KPI Institute]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9859</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The KPI Institute's exhibition stand at the Balanced Scorecard Saudi Arabia 2012 is one of the centers of attention during the Balanced Scorecard Saudi Arabia event at Riyadh, which attracted tens of delegates over 5 days.</p>
<p style="text-align: justify;">The KPI Institute is very pleased to showcase more than 15 reports from different functional areas and industries, as a part of the new series of <a title="Top 25 KPIs in 2011-2012" href="http://www.smartkpis.com/premium/products/reports/browse-top-kpis-reports.html" target="_blank">Top 25 KPIs of 2011-2012</a>:</p>
<p style="text-align: center;"><img class="aligncenter" src="http://www.smartkpis.com/blog/wp-content/uploads/Reports.jpg" border="0" alt="" width="580" height="580" /></p>
<p style="text-align: justify;"><!--more-->The KPI Institute is also present at the event with a <strong>Key Performance Indicators (KPIs) Clinic</strong>, held by <strong>Aurel Brudan</strong>, Founder and CEO The KPI Institute. His session presents the fundamental techniques for KPI selection that ensure a rigorous process and quality result. Practical exercises are combined with best practice examples from a variety of industries and functional areas.</p>
<p style="text-align: justify;">The Balanced Scorecard Saudi Arabia is the host of a management game, <strong>Friday Night at the ER</strong>, brought by <strong>The KPI Institute </strong>and facilited by <strong>Aurel Brudan</strong>. The game is a valuable exercise for managers; it teaches core management skills in a stimulating environment:</p>

<ul>
	<li>Systems thinking</li>
	<li>Collaboration</li>
	<li>Innovation</li>
	<li>Use of data</li>
	<li>Structural thinking.</li>
</ul>
<strong>Impressions of The KPI Institute exhibition stand at the Balanced Scorecard Saudi Arabia 2012</strong>
<p style="text-align: center;"><img class="aligncenter size-full wp-image-9860" title="The KPI Institute - Balanced Scorecard Saudi Arabia" src="http://www.smartkpis.com/blog/wp-content/uploads/TKI-stand-BSC-Saudi-Arabia.gif" alt="The KPI Institute - Balanced Scorecard Saudi Arabia" width="580" height="337" /></p>
<p style="text-align: center;"><img class="aligncenter size-full wp-image-9861" title="The KPI Institute - Balanced Scorecard Saudi Arabia" src="http://www.smartkpis.com/blog/wp-content/uploads/TKI-BSC-Saudi-Arabia.gif" alt="" width="580" height="348" /></p>]]></content:encoded>
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<title>Balanced Scorecard Forum Qatar 2012</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-forum-qatar-2012/</link>
<pubDate>Mon, 10 Dec 2012 10:46:49 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Leadership]]></category>

		<category domain="tag" nicename="leadership"><![CDATA[Leadership]]></category>

		<category domain="tag"><![CDATA[Performance Management System]]></category>

		<category domain="tag" nicename="performance-management-system"><![CDATA[Performance Management System]]></category>

		<category domain="tag"><![CDATA[Qatar]]></category>

		<category domain="tag" nicename="qatar"><![CDATA[Qatar]]></category>

		<category domain="tag"><![CDATA[Risk Management]]></category>

		<category domain="tag" nicename="risk-management"><![CDATA[Risk Management]]></category>

		<category domain="tag"><![CDATA[Strategy Execution]]></category>

		<category domain="tag" nicename="strategy-execution"><![CDATA[Strategy Execution]]></category>

		<category domain="tag"><![CDATA[Strategy Management]]></category>

		<category domain="tag" nicename="strategy-management"><![CDATA[Strategy Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9825</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Building on the success of the Balanced Scorecard Forum in Dubai and Riyadh, and in response to demand from Qatar's strategy management community, <a title="BSC Qatar" href="http://www.iirme.com/bscqatar" target="_blank"><strong>Balanced Scorecard Forum Qatar</strong></a> will come to <strong>Doha</strong> for the first time on <strong>11-12 December 2012</strong>.</p>
<p style="text-align: justify;"><a href="http://www.iirme.com/bscqatar" target="_blank"><img class="aligncenter size-full wp-image-9824" title="Balanced Scorecard Qatar" alt="Balanced Scorecard Qatar" src="http://www.smartkpis.com/blog/wp-content/uploads/BSC-Qatar.gif" width="580" height="69" /></a></p>
<p style="text-align: justify;"><strong><!--more-->Balanced Scorecard Forum Qatar brings to the participants</strong>:</p>

<ul style="text-align: justify;">
	<li>Executive lessons in the Balanced Scorecard and risk management</li>
	<li>Insights into executing a national strategy, linking budgets to strategic initiatives and the role of leadership in strategy execution</li>
	<li>Inspirational case study experiences</li>
	<li>Regional strategy execution and Balanced Scorecard case studies from the government, oil and gas, healthcare and sports sectors</li>
	<li>In-depth guidance and training through two expert led workshops.</li>
</ul>
<p style="text-align: justify;"><strong>The Agenda includes:</strong></p>

<table width="580" border="0" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td style="text-align: left;" width="25"></td>
<td style="text-align: left;" bgcolor="#CCCCCC" width="305">Tuesday
11 December</td>
<td style="text-align: left;" bgcolor="#CCCCCC" width="250">Wednesday
12 December</td>
</tr>
<tr>
<td style="text-align: left;" bgcolor="#CCCCCC">AM</td>
<td style="text-align: left;" rowspan="2" bgcolor="#F2F2F2">Dr Kaplan Masterclass</td>
<td style="text-align: left;" bgcolor="#F2F2F2">Balanced Scorecard Forum</td>
</tr>
<tr>
<td style="text-align: left;" bgcolor="#CCCCCC">PM</td>
<td style="text-align: left;" bgcolor="#F2F2F2">Workshops</td>
</tr>
</tbody>
</table>
<table width="580" border="0" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td><img class="aligncenter size-full wp-image-9826" style="margin-left: 6px; margin-right: 6px; margin-top: 10px;" title="Masterclass" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Masterclass.gif" width="580" height="26" /></td>
</tr>
<tr>
<td>
<p style="text-align: left;">Balanced Scorecard is the premier tool for aligning a company’s current actions with its strategic goals. This performance management system helps business leaders clarify their corporate vision and align people, business units, and resources with a unified strategy.</p>
<p style="text-align: justify;"><strong>The Masterclass topics include:</strong></p>

<ul style="text-align: justify;">
	<li style="text-align: left;">The Strategy Execution System</li>
	<li>Continuing The Strategy Execution Journey</li>
	<li>The Porter-Kaplan Value Framework For Health Care</li>
	<li>Strategy Execution, Leadership And Change Management</li>
	<li>Managing Risks: A New Framework.</li>
</ul>
</td>
</tr>
<tr>
<td><img class="aligncenter size-full wp-image-9827" style="margin: 6px;" title="Forum" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Forum.gif" width="580" height="26" /></td>
</tr>
<tr>
<td><strong>Topics covered:</strong>
<ul>
	<li style="text-align: left;">Change And Transformation To Deliver Qatar’s Ambitious Goals</li>
	<li style="text-align: left;">A Strategy Framework for Government Institutions</li>
	<li style="text-align: left;">The Dubai Government Strategy Execution System</li>
	<li style="text-align: left;">A Four Year Roadmap To Successful Strategy Execution</li>
	<li style="text-align: left;">Building A Common Platform For Strategic Alignment And Performance Excellence: Aspire Zone Foundation’s Roadmap For Starting Out On The Balanced Scorecard Journey</li>
	<li style="text-align: left;">Technology For Strategy Execution: Case Studies Of Abu Dhabi And Dubai Government Entities</li>
	<li style="text-align: left;">The Internal Processes Perspective: Driving Operational Excellence Through The Balanced Scorecard.</li>
</ul>
</td>
</tr>
</tbody>
</table>
<table width="580" border="0" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td><img class="aligncenter size-full wp-image-9828" style="margin: 6px;" title="Workshops" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Workshops.gif" width="580" height="26" /></td>
</tr>
<tr>
<td><strong>Workshop A: Risk Management For Strategy Execution</strong>
<p style="text-align: left;">The workshop will present best practice examples of project and enterprise risk management and will examine the role of the ‘risk management officer’ focusing on how to balance compliance and business enabling roles.</p>
<strong>Key Topics:</strong>
<ul>
	<li>The risk management framework outline</li>
	<li>Linking risk management to strategy execution</li>
	<li>Developing initiatives to mitigate risk</li>
	<li>The risk management office.</li>
</ul>
</td>
</tr>
<tr>
<td><span style="text-align: justify;"><strong>Workshop B: Aligning Strategy And Strategy Execution With National Aspirations</strong></span>
<p style="text-align: left;">The workshop provides the concepts and tools for developing an organisation’s strategy execution model in alignment with national aspirations. The focus will be on using latest best practices in aligned strategy execution by private and public entities from across the GCC.</p>
<p style="text-align: justify;"><strong>Key Topics:</strong></p>

<ul>
	<li>Understanding the key challenges in strategy execution across the GCC</li>
	<li>Learn latest practices in private and public sector alignment with national aspirations</li>
	<li>Work session using the presented tools and techniques in strategy execution</li>
	<li>Discussion of the relevant implementation of the tools and techniques and differences between the private and public sectors</li>
	<li>Key success factors for developing a sustainable process for strategy execution management.</li>
</ul>
</td>
</tr>
</tbody>
</table>
<strong>Enter the Balanced Scorecard Qatar Atmosphere</strong>

Details about the event are available at: <a href="http://www.iirme.com/bscqatar" target="_blank">www.iirme.com/bscqatar</a>.]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9825</wp:post_id>
<wp:post_date>2012-12-10 21:46:49</wp:post_date>
<wp:post_date_gmt>2012-12-10 10:46:49</wp:post_date_gmt>
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<title>Balanced Scorecard Forum Kuwait 2012</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-forum-kuwait-2012/</link>
<pubDate>Mon, 10 Dec 2012 12:34:24 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard Forum]]></category>

		<category domain="tag" nicename="balanced-scorecard-forum"><![CDATA[Balanced Scorecard Forum]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Kuwait]]></category>

		<category domain="tag" nicename="kuwait"><![CDATA[Kuwait]]></category>

		<category domain="tag"><![CDATA[Leadership]]></category>

		<category domain="tag" nicename="leadership"><![CDATA[Leadership]]></category>

		<category domain="tag"><![CDATA[Performance Management System]]></category>

		<category domain="tag" nicename="performance-management-system"><![CDATA[Performance Management System]]></category>

		<category domain="tag"><![CDATA[Risk Management]]></category>

		<category domain="tag" nicename="risk-management"><![CDATA[Risk Management]]></category>

		<category domain="tag"><![CDATA[Strategy Execution]]></category>

		<category domain="tag" nicename="strategy-execution"><![CDATA[Strategy Execution]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9846</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Building on the success of the Balanced Scorecard Forum in Dubai and Riyadh, and in response to demand from Kuwait's strategy management community, <a title="BSC Kuwait" href="http://www.iirme.com/bsckuwait" target="_blank"><strong>Balanced Scorecard Forum Kuwait</strong></a> will come to <strong>Kuwait</strong> for the first time on <strong>12-13 December 2012</strong>.</p>
<p style="text-align: justify;"><a href="http://www.iirme.com/bsckuwait" target="_blank"><img class="aligncenter size-full wp-image-9850" title="Balanced Scorecard Kuwait" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/BSC-Kuwait.gif" width="580" height="71" /></a></p>
<p style="text-align: justify;"><strong><!--more-->Balanced Scorecard Forum Kuwait</strong> is a big platform where people from various parts of the world are going to come and discuss various important topics associated with it. It is going to provide in depth guidance and training through two expert led workshops. The conference will deal with:</p>

<ul style="text-align: justify;">
	<li>Executive lessons in the Balanced Scorecard and risk management</li>
	<li>Insights into executing a national strategy, linking budgets to strategic initiatives and the role of leadership in strategy execution</li>
	<li>Inspirational case study experiences</li>
	<li>Regional strategy execution and Balanced Scorecard case studies from the government, oil and gas, healthcare and sports sectors</li>
	<li>In-depth guidance and training through two expert led workshops.</li>
</ul>
<p style="text-align: justify;">Balanced Scorecard Forum Kuwait is going to be attended by all those directly involved in the development and refreshment or updating of Balanced Scorecards at all levels within an organization.</p>
<p style="text-align: justify;"><strong>The Agenda includes:</strong></p>

<table width="580" border="0" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td style="text-align: left;" width="25"></td>
<td style="text-align: left;" bgcolor="#CCCCCC" width="305">Wednesday
12 December</td>
<td style="text-align: left;" bgcolor="#CCCCCC" width="250">Thursday
13 December</td>
</tr>
<tr>
<td style="text-align: left;" bgcolor="#CCCCCC">AM</td>
<td style="text-align: left;" rowspan="2" bgcolor="#F2F2F2">Dr Kaplan Masterclass</td>
<td style="text-align: left;" bgcolor="#F2F2F2">Balanced Scorecard Forum</td>
</tr>
<tr>
<td style="text-align: left;" bgcolor="#CCCCCC">PM</td>
<td style="text-align: left;" bgcolor="#F2F2F2">Workshops</td>
</tr>
</tbody>
</table>
<table width="580" border="0" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td><img class="aligncenter size-full wp-image-9826" style="margin-left: 6px; margin-right: 6px; margin-top: 10px;" title="Masterclass" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Masterclass.gif" width="580" height="26" /></td>
</tr>
<tr>
<td>
<p style="text-align: left;">Balanced Scorecard is the premier tool for aligning a company’s current actions with its strategic goals. This performance management system helps business leaders clarify their corporate vision and align people, business units, and resources with a unified strategy.</p>
<p style="text-align: justify;"><strong>The Masterclass topics include:</strong></p>

<ul style="text-align: justify;">
	<li style="text-align: left;">The Strategy Execution System</li>
	<li>Continuing The Strategy Execution Journey</li>
	<li>Strategy Execution, Leadership And Change Management</li>
	<li>Managing Risks: A New Framework.</li>
</ul>
</td>
</tr>
<tr>
<td><img class="aligncenter size-full wp-image-9827" style="margin: 6px;" title="Forum" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Forum.gif" width="580" height="26" /></td>
</tr>
<tr>
<td><strong>Topics covered:</strong>
<ul>
	<li style="text-align: left;">Achieving Full Strategic Alignment Through The Balanced Scorecard And Ensuring The Proper Line Of Sight To The Success Of The Organisation<strong> </strong></li>
	<li style="text-align: left;">Using The Balanced Scorecard To Drive Behaviour Change In The IT Function</li>
	<li style="text-align: left;">Technology For Strategy Execution: Case Studies Of Abu Dhabi And Dubai Government Entities</li>
	<li style="text-align: left;">The Dubai Government Strategy Execution System</li>
	<li style="text-align: left;">Leveraging The Balanced Scorecard Approach And Concepts To Deliver Both Business Turnaround And Growth In The Competitive Financial Sector</li>
	<li style="text-align: left;">Creating Value With The Balanced Scorecard In A Multi Business Multi Sector Conglomerate.</li>
</ul>
</td>
</tr>
</tbody>
</table>
<table width="580" border="0" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td><img class="aligncenter size-full wp-image-9828" style="margin: 6px;" title="Workshops" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Workshops.gif" width="580" height="26" /></td>
</tr>
<tr>
<td><strong>Workshop A: Risk Management For Strategy Execution</strong>
<p style="text-align: left;">The workshop will present best practice examples of project and enterprise risk management and will examine the role of the ‘risk management officer’ focusing on how to balance compliance and business enabling roles.</p>
<strong>Key Topics:</strong>
<ul>
	<li>The risk management framework outline</li>
	<li>Linking risk management to strategy execution</li>
	<li>Developing initiatives to mitigate risk</li>
	<li>The risk management office.</li>
</ul>
</td>
</tr>
<tr>
<td><span style="text-align: justify;"><strong>Workshop B: Aligning, Prioritising And Delivering Strategic Initiatives</strong></span>
<p style="text-align: left;">This workshop addresses the practical issues of how to select and prioritise potential initiatives.</p>
<p style="text-align: justify;"><strong>Key Topics</strong> - The workshop is divided into 5 sessions:</p>

<ul>
	<li>Introduction And Concept</li>
	<li>The Context - Measures And Targets</li>
	<li>Prioritising And Managing Initiatives</li>
	<li>Team Exercise - Each team to develop their preferred selection criteria and then apply those criteria to a given case study situation</li>
	<li>Presentations – Each group presents its proposed solution to the workshop as a whole: for questioning and critique.</li>
</ul>
</td>
</tr>
</tbody>
</table>
<strong>Enter the Balanced Scorecard Kuwait Atmosphere</strong>

Details about the event are available at: <a title="BSC Kuwait" href="http://www.iirme.com/bsckuwait" target="_blank">www.iirme.com/bsckuwait</a>.]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9846</wp:post_id>
<wp:post_date>2012-12-10 23:34:24</wp:post_date>
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<title>New smartKPIs.com Report Ranks the Top Compensation and Benefits KPIs of 2011- 2012</title>
<link>http://www.smartkpis.com/blog/new-smartkpis-com-report-ranks-the-top-compensation-and-benefits-kpis-of-2011-2012/</link>
<pubDate>Sun, 16 Dec 2012 19:20:54 +0000</pubDate>
<dc:creator><![CDATA[cipriana]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[# Fringe benefits to basic salary ratio KPI]]></category>

		<category domain="tag" nicename="fringe-benefits-to-basic-salary-ratio-kpi"><![CDATA[# Fringe benefits to basic salary ratio KPI]]></category>

		<category domain="tag"><![CDATA[$ Bonus payout KPI]]></category>

		<category domain="tag" nicename="bonus-payout-kpi"><![CDATA[$ Bonus payout KPI]]></category>

		<category domain="tag"><![CDATA[% Expense of temporary staffing to labor cost KPI]]></category>

		<category domain="tag" nicename="expense-of-temporary-staffing-to-labor-cost-kpi"><![CDATA[% Expense of temporary staffing to labor cost KPI]]></category>

		<category domain="tag"><![CDATA[Compensation and Benefits KPIs]]></category>

		<category domain="tag" nicename="compensation-and-benefits-kpis"><![CDATA[Compensation and Benefits KPIs]]></category>

		<category domain="tag"><![CDATA[HR KPIs]]></category>

		<category domain="tag" nicename="hr-kpis"><![CDATA[HR KPIs]]></category>

		<category domain="tag"><![CDATA[Human Resource KPIs]]></category>

		<category domain="tag" nicename="human-resource-kpis"><![CDATA[Human Resource KPIs]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Top 2012 KPIs Reports]]></category>

		<category domain="tag" nicename="top-2012-kpis-reports"><![CDATA[Top 2012 KPIs Reports]]></category>

		<category domain="tag"><![CDATA[Top HR KPIs of 2011- 2012]]></category>

		<category domain="tag" nicename="top-hr-kpis-of-2011-2012"><![CDATA[Top HR KPIs of 2011- 2012]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9903</guid>
<description></description>
<content:encoded><![CDATA[[caption id="attachment_9904" align="alignright" width="234" caption="Top 25 Compensation and Benefits KPIs of 2011- 2012"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/Top_25_Compensation_and_Benefits_KPIs_of_2011-2012.jpg"><img class="size-medium wp-image-9904" title="Top_25_Compensation_and_Benefits_KPIs_of_2011-2012" src="http://www.smartkpis.com/blog/wp-content/uploads/Top_25_Compensation_and_Benefits_KPIs_of_2011-2012-234x300.jpg" alt="" width="234" height="300" /></a>[/caption]

December 17, 2012, Melbourne, Australia – <em>The KPI Institute, </em>the global authority on Key Performance Indicators (KPIs) research and education<em> announces the launch of the 2011-2012 edition of its popular Top 25 series of reports. The series is based on research conducted through </em><a href="http://www.smartkpis.com/"><em>www.smartKPIs.com</em></a><em>, which contains over 20,000 Key Performance Indicator examples, making it the world's largest source of thoroughly documented KPIs.</em>

HR departments and KPIs have a special relationship, as measurement is an integral part of performance evaluations at both individual and organizational level. KPIs are defined by The KPI Institute as<strong><em> </em></strong>measurable expressions for the achievement of a desired level of results in an area relevant to the evaluated entity’s activity. smartKPIs.com contains over 475 HR KPI examples, making it one of the most thoroughly researched functional areas.

The "<em><a href="http://www.smartkpis.com/premium/products/reports/top-25-compensation-and-benefits-kpis-of-2011-2012-108.html">Top 25 Compensation and Benefits KPIs of 2011-2012</a></em>" report provides insights in the state of Compensation and Benefits performance measurement today by listing and analysing the most visited KPIs on smartKPIs.com in 2011-2012. In addition to KPI names, the report contains a detailed description of each KPI, as documented in smartKPIs Premium.<em> C</em><em>ompensation and </em><em>B</em><em>enefits KPIs are re</em><em>fl</em><em>ective of </em><em>H</em><em>R functions and are grouped into the following clusters such as </em><em>F</em><em>ringe </em><em>B</em><em>enefits, </em><em>G</em><em>eneral </em><em>C</em><em>ompensation and </em><em>O</em><em>ther C&amp;B Expenses</em><em>.</em><em> </em><em>F</em><em>ringe </em><em>B</em><em>enefits was the most popular categor</em><em>y</em><em>, which could be related to the increasing importance given to benefits such as medical plans and wellness plans at an international level</em><em>.</em><em> </em>

While dominated by <em>F</em><em>ringe </em><em>B</em><em>enefits</em> KPIs with 7 KPI examples in the Top 25, the most popular KPIs come from categories such as Fringe Benefits, General Compensation and Other C&amp; B Expenses:
<ol>
	<li># Fringe benefits to basic salary ratio</li>
	<li>% Expense of temporary staffing to labor cost</li>
	<li>% Compensation packages with pay-for-performance arrangements</li>
	<li>$ Bonus payout</li>
	<li>% Salary increase occurrence</li>
</ol>
By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2011-2012, the <em><a href="http://www.smartkpis.com/premium/products/reports/top-25-compensation-and-benefits-kpis-of-2011-2012-108.html">Top 25 Compensation and Benefits KPIs of 2011-2012</a></em> report is a valuable resource in promoting the informed use of KPIs or refreshing the existing performance measurement and management practice in any organization.

According to Aurel Brudan, The KPI Institute’s CEO <em>“The Top 25 Compensation and Benefits KPIs of 2011-2012 report is a synthesis of what smartKPIs.com is all about: it provides an overview of how HR KPIs are used in practice today, by combining input from the online community with analysis and insights from our research team."<!--more-->
</em>

<strong>
About smartKPIs.com</strong>
<a href="http://www.smartkpis.com/" target="_blank">http://www.smartkpis.com</a> is the leading online platform for performance management knowledge integration, hosting the largest database of thoroughly documented KPI examples available on the web today. It offers high quality resources and collaboration functionality for the community of members, assisting them in making smart decisions regarding their performance management initiatives. Registration is free and enables research, learning and interaction as part of a growing community of members from over 190 countries and territories.

<strong>About The KPI Institute</strong>

The KPI Institute is a research, publishing and educational provider specialised in developing better practice in the use of KPIs. It developed the KPI Management Framework and runs five main research programs, dedicated to performance management, the Balanced Scorecard, KPIs, analytics and organisational strategy. Over the last 8 years, The Institute assisted over 5,000 organizations in finding solutions to their KPI needs.

<strong>Media contact</strong>

Cipriana Turcanu, The KPI Institute, Tel: +61 3 9670 2979, Email: <a href="mailto:cipriana.turcanu@smartKPIs.com">cipriana.turcanu@smartKPIs.com</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>9903</wp:post_id>
<wp:post_date>2012-12-17 06:20:54</wp:post_date>
<wp:post_date_gmt>2012-12-16 19:20:54</wp:post_date_gmt>
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<title>Free webinar: Understanding Key Performance Indicators</title>
<link>http://www.smartkpis.com/blog/free-webinar-understanding-key-performance-indicators/</link>
<pubDate>Tue, 18 Dec 2012 09:26:38 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[ksa]]></category>

		<category domain="tag" nicename="ksa"><![CDATA[ksa]]></category>

		<category domain="tag"><![CDATA[Performance indicators]]></category>

		<category domain="tag" nicename="performance-indicators"><![CDATA[Performance indicators]]></category>

		<category domain="tag"><![CDATA[webinar]]></category>

		<category domain="tag" nicename="webinar"><![CDATA[webinar]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9911</guid>
<description></description>
<content:encoded><![CDATA[by Aurel Brudan, CEO, The KPI Institute

Time: 6:00pm KSA (10:00am EST and 3:00pm GMT)
<h3>Summary outline of the webinar</h3>
Working with KPIs is challenging due to the lack of standards in the terminology, definition and their use. The work done in this fields by The KPI Institute brings clarity to such topics and is the subject of the first in a series of webinars on good practice in managing with KPIs.

The first webinar in the series will address topics such as:
<ul>
	<li> The role of KPIs.</li>
	<li> KPI definition.</li>
	<li> Linking metrics to Key Performance Indicators, Key Risk Indicators and analytics.</li>
	<li> KPI naming standards.</li>
	<li> Getting value from KPIs.</li>
</ul>
Learning outcomes:
<ul>
	<li> Position KPIs in context as management tools.</li>
	<li> Become familiar with KPI naming standards.</li>
	<li> Learn from practical examples of how KPIs lead to insights and corrective actions.</li>
</ul>
<img class="aligncenter size-full wp-image-9912" title="Aurel-Brudan-Webinar" src="http://www.smartkpis.com/blog/wp-content/uploads/Aurel-Brudan-Webinar.jpg" alt="Aurel-Brudan-Webinar" width="580" height="217" />
<h3><!--more-->About the Speaker</h3>
Aurel Brudan is the founder and CEO of The KPI Institute, the global authority on Key Performance Indicators research and education. Under his coordination the Institute research team documented over 7,000 KPI examples from 15 functional areas and 24 industries, reviewed 1,000+ performance reports from 125 countries and referenced 20,000+ resources, the result being www.smartKPIs.com, the premier destination for quality performance management and measurement resources. Other research programmes resulted in the development of two maturity models for performance management and measurement, as well as the establishment of the KPI Management Framework to provide the theoretical base for the Certificate in Key Performance Indicators Management.

As a consultant, Aurel conducted numerous performance management system implementations using solutions such as the Balanced Scorecard, operational dashboards and functional performance scorecards. Among his most important clients are Australia Post, the Australian Federal Administration, the Victorian State Government, Brisbane City Council, National Australia Bank, Qatar Supreme Council Of Health and SABIS. As an educator, Aurel has accumulated hundreds of hours of experience in a variety of settings, from open and in-house training delivery to tutoring management for the University of Melbourne. Aurel is a member of the Academy of Management, the Australian New Zealand Academy of Management, the Australian Marketing Institute and Fellow of the Australian Institute of Management.

Aurel has tertiary qualifications in both Economics and Marketing, complemented by postgraduate certificates in Advanced Learning and Leadership. Aurel is also in the final stages of his PhD. candidature, researching Integrated Performance Management Systems at the University of Melbourne and a Graduate Certificate in Commercialisation at the Melbourne Business School in Australia.

More on the webinar here: <a href="http://www.mile.org/webinar/understanding-key-performance-indicators.html">http://www.mile.org/webinar/understanding-key-performance-indicators.html</a>]]></content:encoded>
<excerpt:encoded><![CDATA[Free webinar: Understanding Key Performance Indicators by Aurel Brudan, CEO of The KPI Institute.]]></excerpt:encoded>
<wp:post_id>9911</wp:post_id>
<wp:post_date>2012-12-18 20:26:38</wp:post_date>
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<title>Selecting Key Performance Indicators - Free webinar organised by MILE</title>
<link>http://www.smartkpis.com/blog/selecting-key-performance-indicators-free-webinar-organised-by-mile/</link>
<pubDate>Tue, 01 Jan 2013 12:53:23 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag" nicename="aurel-brudan"><![CDATA[Aurel Brudan]]></category>

		<category domain="tag"><![CDATA[MILE]]></category>

		<category domain="tag" nicename="mile"><![CDATA[MILE]]></category>

		<category domain="tag"><![CDATA[The KPI Institute]]></category>

		<category domain="tag" nicename="the-kpi-institute"><![CDATA[The KPI Institute]]></category>

		<category domain="tag"><![CDATA[webinar]]></category>

		<category domain="tag" nicename="webinar"><![CDATA[webinar]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9919</guid>
<description></description>
<content:encoded><![CDATA[Greetings in 2013! May it be a fulfilling year for us all!

At The KPI Institute, we are celebrating the beginning of a new year with a webinar organized in partnership with the Madinah Institute for Leadership and Entrepreneurship (MILE), on a very relevant topic today: Selecting Key Performance Indicators

Date: Wednesday, January 2nd, 2013
Time: 5:00pm KSA (9:00am EST | +3:00pm GMT)
Online platform: <a href="https://www3.gotomeeting.com/register/993611350" target="_blank">https://www3.gotomeeting.com/register/993611350</a>

Summary outline of the webinar

In a recent poll conducted by The KPI Institute over 51% of the respondents nominated KPI selection as the most challenging aspect of working with KPIs. Building on the content presented during the first seminar of the KPI series, this session will present the fundamental techniques for KPI selection that ensure a rigorous process and quality result.

The main topics covered are:

Planning the KPI selection project.
Stakeholder involvement in KPI selection.
KPI selection techniques (research, clustering, Value Flow Analysis).
KPI scorecard, dashboard and healthogram
Outlining the roadmap of the next steps (documentation, activation, reporting)

More details: <a href="http://www.mile.org/webinar/selecting-key-performance-indicators.html" target="_blank">http://www.mile.org/webinar/selecting-key-performance-indicators.html</a>

Registration link: <a href="https://www3.gotomeeting.com/register/993611350" target="_blank">https://www3.gotomeeting.com/register/993611350</a>

Best regards,
Aurel Brudan]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
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<title>Performance measurement in conference interpreting</title>
<link>http://www.smartkpis.com/blog/performance-measurement-in-conference-interpreting/</link>
<pubDate>Tue, 05 Feb 2013 13:24:40 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Conference Interpreting]]></category>

		<category domain="tag" nicename="conference-interpreting"><![CDATA[Conference Interpreting]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9976</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Conference interpreting refers to a setting in which a speaker delivers a speech in a different language than the listener’s, the interpreter’s role being to make possible the communication between the two parties involved. It can be done in two modes: consecutive (after the speaker has uttered a chunk of speech or the entire speech) and simultaneous (while the speaker delivers his or her speech).</p>
<p style="text-align: justify;">Simultaneous interpreting is more popular, even though at the very beginnings of the profession, the interpretation was done exclusively in consecutive. However, today, the consecutive is used in one-on-one interactions, in politics and business, among other areas.</p>
<img class="aligncenter size-full wp-image-9977" title="Conference interpreting" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Conference-interpreting.jpg" width="580" height="382" />
<p style="text-align: justify;"><!--more-->Although it does not seem at all complicated – since an interpreter only has ‘to translate’ what the speaker has just said, the reality is completely different, meaning much more complicated. Whoever has done it, knows that a lot of cognitive processes are involved and that there are many obstacles to overcome. Therefore, it would be useful for interpreters to evaluate their own performance more easily and in an efficient manner.</p>
<p style="text-align: justify;">Below, there are a few possible performance indicators which would help an interpreter in assessing his or her performance, according to the process stage value to which it belongs:</p>
<p style="text-align: justify;"><strong>1. # Difficulty index of the original speech</strong></p>
<p style="text-align: justify;">There are easy speeches, manageable speeches and very difficult speeches. A technical speech, for instance, will pose bigger problems than a narrative one, so there must be a lining when assessing the interpreter’s speech, given the fact that, in the first case, it is more likely to commit more omissions than in the second one. It’s an input indicator.</p>
<p style="text-align: justify;"><strong>2. # Time for training</strong></p>
<p style="text-align: justify;">The time an interpreter spends training is very important, as it has a direct impact on the speech quality. The more time he or she spends to train, the better he or she becomes. It is also taken into account the time spent for developing a great general knowledge. This indicator is a process one.</p>
<p style="text-align: justify;"><strong>3. % Compliance with ethics </strong></p>
<p style="text-align: justify;">An interpreter has to obey some rules of ethics, some examples being respecting the speaker’s point of view and confidentiality in some cases. Also, a process indicator.</p>
<p style="text-align: justify;"><strong>4. % Attained interpreting quality criteria</strong></p>
<p style="text-align: justify;">The quality of the interpreter’s speech should be assessed in terms of structure (whether the interpreter has respected the structure of the original speech – no important omissions, additions or distortions), language quality and oral presentation. It’s an input indicator.</p>
<p style="text-align: justify;"><strong>5. % Client and audience satisfaction</strong></p>
<p style="text-align: justify;">Another key indicator is represented by the client and audience satisfaction, showing clearly whether the interpreter’s speech has been well received or not. It’s an impact indicator.</p>]]></content:encoded>
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<title>Celebrating the bicentenary of The Italian Academy of Management (AIDEA)!</title>
<link>http://www.smartkpis.com/blog/celebrating-the-bicentenary-of-the-italian-academy-of-management-aidea/</link>
<pubDate>Wed, 13 Feb 2013 15:25:14 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[The Italian Academy of Management]]></category>

		<category domain="tag" nicename="the-italian-academy-of-management"><![CDATA[The Italian Academy of Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9979</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">In order to mark its 200 anniversary, AIDEA is hosting a conference on the theme:<strong> The firm’s role in the economy: Does a growth-oriented business model exists?</strong> <strong>, Lecce, 19-21th of September 2013. </strong>The conference addresses to all AIDEA members and international scholars in accounting, management, organizational studies, banking and finance.</p>
<p style="text-align: center;"><a href="http://www.aidea2013.it/" target="_blank"><img title="AIDEA" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/AIDEA.gif" width="580" height="362" align="center" /></a></p>
<p style="text-align: justify;"><!--more-->AIDEA conference is organized into six specific tracks:</p>

<ol style="text-align: justify;">
	<li><strong>Economia Aziendale</strong> – Italian language</li>
	<li><strong>Accounting and Management </strong>– Italian language</li>
	<li><strong>Accounting</strong> – The role of accounting in the economic development: Theoretical models and empirical evidence (in English language)</li>
	<li><strong>Management</strong> – Management of growth and growth of management (in English language)</li>
	<li><strong>Public Management</strong> – Organizational<strong> </strong>and<strong> </strong>Inter-Institutional<strong> </strong>performance<strong> </strong>management<strong> </strong>in<strong> </strong>Public<strong> </strong>Administration<strong> </strong>for<strong> </strong>sustainable<strong> </strong>growth<strong> </strong>(in<strong> </strong>English language)</li>
	<li><strong>Banking and Finance</strong> – The<strong> </strong>role<strong> </strong>of<strong> </strong>financial<strong> </strong>institutions<strong> </strong>and<strong> </strong>markets<strong> </strong>during the<strong> </strong>crisis<strong> </strong>and<strong> </strong>their<strong> </strong>contribution<strong> </strong>to<strong> </strong>the<strong> </strong>economic<strong> </strong>growth<strong> </strong>(in<strong> </strong>English<strong> </strong>language).</li>
</ol>
<p style="text-align: justify;"><strong>Starting date for paper submission: 01 March 2013</strong></p>
<p style="text-align: justify;"><strong> </strong><strong>Deadline for paper submission: 06 April 2013</strong></p>
<p style="text-align: justify;">The Public Management track was proposed by Carmine Bianchi, Elio Borgonovi, and William C. Rivenbark and the papers submitted will be published on a special issue of the <strong>International Journal of Public Administration (IJPA).</strong></p>
<p style="text-align: justify;"><strong>IJPA submissions will be accepted from October 1, 2013 until November 15, 2013.</strong></p>
<p style="text-align: justify;">More details about the submission procedure and registration fees can be found in the attached brochure: <a href="http://www.smartkpis.com/blog/wp-content/uploads/Special-Issue-PM-IJPA.pdf" target="_blank">Special-Issue-PM-IJPA</a></p>
<p style="text-align: justify;">References</p>
The Italian Academy of Management (2013), Bicentenary Conference, available at: <a href="http://www.aidea2013.it/" target="_blank">http://www.aidea2013.it/</a>]]></content:encoded>
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<title>Meeting The KPI Institute team at the Balanced Scorecard &amp; Strategy Summit 2013</title>
<link>http://www.smartkpis.com/blog/meeting-the-kpi-institute-team-at-the-balanced-scorecard-strategy-summit-2013/</link>
<pubDate>Fri, 15 Mar 2013 11:09:21 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard &amp; Strategy Summit]]></category>

		<category domain="tag" nicename="balanced-scorecard-strategy-summit"><![CDATA[Balanced Scorecard &amp; Strategy Summit]]></category>

		<category domain="tag"><![CDATA[Risk Management]]></category>

		<category domain="tag" nicename="risk-management"><![CDATA[Risk Management]]></category>

		<category domain="tag"><![CDATA[Strategy]]></category>

		<category domain="tag" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Strategy Execution]]></category>

		<category domain="tag" nicename="strategy-execution"><![CDATA[Strategy Execution]]></category>

		<category domain="tag"><![CDATA[Strategy Map]]></category>

		<category domain="tag" nicename="strategy-map"><![CDATA[Strategy Map]]></category>

		<category domain="tag"><![CDATA[The KPI Institute]]></category>

		<category domain="tag" nicename="the-kpi-institute"><![CDATA[The KPI Institute]]></category>

		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9986</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">There is one day left until the start of the <a title="Balanced Scorecard" href="http://www.iirme.com/bsc" target="_blank">Balanced Scorecard &amp; Strategy Summit</a> held in Dubai, at The Address Hotel, Dubai Marina, between 16-21 March 2013. The event is a 6 days intensive learning experience structured in the following sections:</p>

<table width="580" border="0">
<tbody>
<tr>
<td style="text-align: left;" bgcolor="#EBEBEB" width="9%"><strong>Agenda </strong></td>
<td style="text-align: left;" bgcolor="#4664ad" width="12%"><span style="color: #ffffff;">Saturday
16 March </span></td>
<td style="text-align: left;" bgcolor="#4664ad" width="11%"><span style="color: #ffffff;">Sunday
<span style="line-height: 19px;">17 March</span></span></td>
<td style="text-align: left;" bgcolor="#4664ad" width="11%"><span style="color: #ffffff;">Monday
<span style="line-height: 19px;">18 March</span></span></td>
<td style="text-align: left;" bgcolor="#4664ad" width="11%"><span style="color: #ffffff;">Tuesday
<span style="line-height: 19px;">19 March</span></span></td>
<td style="text-align: left;" colspan="2" bgcolor="#4664ad"><span style="color: #ffffff;">Wednesday
<span style="line-height: 19px;">20 March</span></span></td>
<td style="text-align: left;" bgcolor="#4664ad" width="17%"><span style="color: #ffffff;">Thursday
<span style="line-height: 19px;">21 March</span></span></td>
</tr>
<tr>
<td bgcolor="#4664ad"><span style="color: #ffffff;">AM</span></td>
<td style="text-align: left;" rowspan="2" bgcolor="#EBEBEB">Pre-Forum workshops</td>
<td style="text-align: left;" rowspan="2" bgcolor="#EBEBEB">Strategy Summit</td>
<td style="text-align: left;" rowspan="2" colspan="2" bgcolor="#EBEBEB">Kaplan-Norton Masterclass</td>
<td colspan="2" bgcolor="#EBEBEB">BSC Forum</td>
<td bgcolor="#EBEBEB">BSC Forum</td>
</tr>
<tr>
<td bgcolor="#4664ad"><span style="color: #ffffff;">PM</span></td>
<td style="text-align: left;" bgcolor="#EBEBEB" width="15%">Private Sector Stream</td>
<td style="text-align: left;" bgcolor="#EBEBEB" width="14%">Government Stream</td>
<td style="text-align: left;" bgcolor="#EBEBEB">How-To Clinics</td>
</tr>
</tbody>
</table>
<p style="text-align: justify;">Between 17-21 March, The KPI Institute leadership team will be present at the <a title="Balanced Scorecard" href="http://www.iirme.com/bsc" target="_blank">Balanced Scorecard &amp; Strategy Summit</a>. Aurel Brudan, Founder and CEO of The KPI Institute will facilitate <em><a title="From Key Performance And Risk Indicators To Predictive Analytics" href="http://www.iirme.com/bsc/forum/Forum-Day-Two" target="_blank">From Key Performance And Risk Indicators To Predictive Analytics</a></em> clinic during the second day of the BSC Forum (21 March). His session will explore the relationship between metrics, KPIs and KRIs and how they can be deployed in practice.</p>
<p style="text-align: justify;"><strong><!--more-->From Key Performance And Risk Indicators To Predictive Analytics</strong></p>
<p style="text-align: justify;"><span style="text-align: left;">The <strong>key topics</strong> and <strong>tools </strong>refer to:</span></p>

<table width="580" border="0" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td>
<ul style="text-align: left;">
	<li>Understanding metrics, Key Performance Indicators and Key Risk Indicators</li>
	<li>An overview of predictive analytics</li>
	<li>Metrics activation: documentation and data gathering</li>
	<li>Reporting and communicating results</li>
	<li>Value generation: decision making and improvement</li>
	<li style="text-align: left;">Enablers for working with KPIs, KRIs and analytics.</li>
</ul>
</td>
<td valign="top"><img class="aligncenter" title="Aurel Brudan - KPI Clinic" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/aurel-brudan-kpi-clinic-2.jpg" width="226" height="156" /></td>
</tr>
</tbody>
</table>
<p style="text-align: justify;">In case you are not attending the event, but are in town, we welcome you to stop by at <strong>The KPI Institute stand</strong> at The Address Hotel, Dubai Marina. It is a good opportunity to meet us and find out more about our work and how we can assist you.</p>
<p style="text-align: justify;">The stand will feature some of our latest research work and publications on KPI selection/documentation and KPI Dashboard/Balanced Scorecard architecture best practices. Special offers for our new research releases will also be available.</p>
<p style="text-align: justify;">The KPI Institute team, will be available there between <strong>17-21 March from 8:00 to 17:30.</strong></p>

<h3 style="text-align: justify;">Other events from the summit:</h3>
<h3><strong>Pre-Forum Workshops</strong></h3>
Balanced Scorecard experience will start with 3 workshops. These training sessions will provide core knowledge and skills to support the strategy formulation and execution journey. Workshop topics include:
<table width="580" border="0" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td bgcolor="#FFCC33"><strong>Workshop A: Strategy Execution in Government</strong><em>
Maximise your organisation’s contribution to the national vision</em></td>
</tr>
<tr>
<td>
<ul>
	<li>Understanding the key challenges in strategy execution in government across the GCC</li>
	<li>Learn the latest practices in public sector alignment with national aspirations</li>
	<li>Key success factors in the development of a sustainable process for strategy execution management.</li>
</ul>
</td>
</tr>
</tbody>
</table>
<table width="580" border="0" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td bgcolor="#4664ad"><span style="color: #ffffff;"><strong>Workshop B: Strategy Formulation For The Strategy Driven Organization</strong><em>
Become a strategy driven organisation to outperform the market and achieve sustainable business success</em></span></td>
</tr>
<tr>
<td>
<ul>
	<li>Strategy elements</li>
	<li>Analysis of your competition</li>
	<li>Types of strategies and testing your strategy.</li>
</ul>
</td>
</tr>
</tbody>
</table>
<table width="580" border="0" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td bgcolor="#3289a8"><span style="color: #ffffff;"><strong>Workshop C: Enterprise Risk Management</strong><em>
Keep your business on track by mitigating key risks with a comprehensive risk management process</em></span></td>
</tr>
<tr>
<td>
<ul>
	<li>What is ERM and why is it important for your organization?</li>
	<li>Establishing and embedding a risk management framework and risk aware culture</li>
	<li>Identifying and prioritising the key strategic and operational risks facing your organisation.</li>
</ul>
</td>
</tr>
</tbody>
</table>
<h3 style="text-align: justify;"><strong>Strategy Summit</strong></h3>
<p style="text-align: justify;">The new Strategy Summit goes beyond the Balanced Scorecard to take a broader look at the key strategy formulation, strategy execution, business excellence and risk management challenges and themes faced by businesses and organizations in the Middle East today.</p>
<p style="text-align: justify;">At the Strategy Summit will be present <strong>Jeroen De Flander</strong> with a session that combines the best tips from his appearance at Balanced Scorecard Forum 2012 with new insights from his next book, Strategy Execution Shortcuts.</p>

<table width="580" border="0" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td>
<p style="text-align: left;"><strong>Strategy Execution Shortcuts</strong></p>

<ul>
	<li>The End Of Strategy Tourism:
A 2020 Outlook - A No-Nonsense 2020 Perspective On Strategy And Strategy Execution</li>
	<li style="text-align: left;">4 Hidden Paths To Strategy Execution Success: Practical Tips To Shorten Your Execution Journey.</li>
</ul>
</td>
<td valign="top"><img class="alignnone" title="Jeroen de Flander" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Jeroen-de-Flander.gif" width="226" height="156" /></td>
</tr>
</tbody>
</table>
<h3><strong>Kaplan-Norton Masterclass</strong></h3>
<table width="580" border="0" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td>
<p style="text-align: left;">The Masterclass topics include:</p>

<ul style="text-align: left;">
	<li>Setting Stretch Targets: Selecting And Funding Strategic Initiatives</li>
	<li>Aligning Organisational Units For Corporate Synergies</li>
	<li>Aligning Human Capital To The Strategy</li>
	<li style="text-align: left;">Linking Strategy To Operations.</li>
</ul>
</td>
<td valign="top"><img class="alignnone" title="Masterclass" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Kaplan-.gif" width="226" height="156" /></td>
</tr>
</tbody>
</table>
<h3><strong>Balanced Scorecard Forum</strong></h3>
<p style="text-align: justify;">Balanced Scorecard &amp; Strategy Summit brings a unique collection of case studies. Topics covered:</p>

<ul style="text-align: justify;">
	<li>Roadmap to Successful Strategy Execution at ENOC</li>
	<li>Mission Guardian in Every Employee</li>
	<li>Balanced Scorecard and a Straight Talking Culture in a Public Healthcare Provider</li>
	<li style="text-align: justify;">A Bank’s Journey to be the World’s Best Arab Bank.</li>
</ul>
<h3 style="text-align: justify;"><strong>"How to" Clinics</strong></h3>
<table style="text-align: justify;" width="580" border="0" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td style="text-align: left;" bgcolor="#D1E9F1"><strong>Clinic D: Strategy Execution In Government</strong>
With<strong> Alan Fell</strong>, Managing Director, Alan Fell Consultancy, UK</td>
</tr>
<tr>
<td style="text-align: left;">
<ul>
	<li>Drive the right behaviours and business outcomes for your organisation by successfully linking compensation with performance!</li>
</ul>
</td>
</tr>
<tr>
<td style="text-align: left;" bgcolor="#C2CDE7"><strong>Clinic E: From Key Performance And Risk Indicators To Predictive Analytics</strong>
With <strong>Aurel Brudan</strong>, Founder and CEO, The KPI Institute, Australia</td>
</tr>
<tr>
<td style="text-align: left;">
<ul>
	<li>Make better informed business decisions for better performance outcomes!</li>
</ul>
</td>
</tr>
<tr>
<td style="text-align: left;" bgcolor="#FFDBA6"><strong>Clinic F: Aligning Budget With Strategy</strong>
With <strong>David Jalili</strong>, Managing Partner, Ibtikar Management Services (IMS), UAE</td>
</tr>
<tr>
<td style="text-align: left;">
<ul>
	<li>Clear your biggest obstacle to strategy execution success by aligning your budget with your strategy!</li>
</ul>
</td>
</tr>
</tbody>
</table>
<p style="text-align: justify;"><strong>
Enter the Balanced Scorecard &amp; Strategy Summit Atmosphere!</strong></p>
<p style="text-align: justify;">As an associate sponsor, smartKPIs.com invites you to visit the <a title="BSC &amp; Strategy Summit" href="http://www.iirme.com/bsc" target="_blank">website</a> for more details about the event.</p>]]></content:encoded>
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<title>Day 1 of The Kaplan Norton Masterclass - Session 3</title>
<link>http://www.smartkpis.com/blog/day-1-of-the-kaplan-norton-masterclass/</link>
<pubDate>Mon, 18 Mar 2013 09:17:09 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[David Norton]]></category>

		<category domain="tag" nicename="david-norton"><![CDATA[David Norton]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag" nicename="robert-kaplan"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag"><![CDATA[Targets]]></category>

		<category domain="tag" nicename="targets"><![CDATA[Targets]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=9999</guid>
<description></description>
<content:encoded><![CDATA[The third session on the first day of Kaplan Norton Masterclass was<strong> Setting Stretch Targets: Selecting and Funding Strategic Initiatives</strong>.

<img class="aligncenter size-full wp-image-10000" title="Kaplan - Norton Masterclass" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Kaplan-Norton-Masterclass-Day-1-S-3.gif" width="580" height="326" />

<!--more-->Main points:
<ul>
	<li>Dr. Norton makes good use of the term “BHAG” (Big Hairy Audacious Goals) in explaining that goals of this kind have the tendency to empower the members of the company.</li>
	<li>Also, a new concept, still unknown to some professionals is the term “STRATEX” (cost to support strategic initiatives).</li>
	<li>Dr. Norton makes a case for the fact that, no matter how great, every idea has to go through the budget department.</li>
</ul>
In summation, the dominating idea of this session was that: “I know that if I can create and properly run a strategy based organization I will end up running a potential ‘Hall of fame’ company”.]]></content:encoded>
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<title>Day 1 of The Kaplan Norton Masterclass - Session 4</title>
<link>http://www.smartkpis.com/blog/day-1-of-the-kaplan-norton-masterclass-session-4/</link>
<pubDate>Mon, 18 Mar 2013 12:41:45 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[David Norton]]></category>

		<category domain="tag" nicename="david-norton"><![CDATA[David Norton]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Objectives]]></category>

		<category domain="tag" nicename="objectives"><![CDATA[Objectives]]></category>

		<category domain="tag"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag" nicename="robert-kaplan"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag"><![CDATA[Strategy Map]]></category>

		<category domain="tag" nicename="strategy-map"><![CDATA[Strategy Map]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10003</guid>
<description></description>
<content:encoded><![CDATA[The fourth session on the first day of Kaplan Norton Masterclass was<strong> <strong>Aligning Organizational Units for Corporate Synergies</strong></strong>.

<img class="aligncenter size-full wp-image-10005" title="Kaplan - Norton Masterclass" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Kaplan-Norton-Masterclass-Day-1-S-4.gif" width="580" height="326" />
<p style="text-align: justify;">Dr. Kaplan started by pointing out that, to him, the most important alignment in any company is the one between the corporation and the business groups.</p>
<p style="text-align: justify;"><!--more-->Alignment is most important in companies that have more than one selling points (i.e. commerce), and that fact is due to client expectations as far as the companies’ product/service standards are expected to be. So, in summation, alignment is key in order to uphold or create a positive reputation for any company.</p>
<p style="text-align: justify;"><strong>Objectives can be:</strong></p>

<ul style="text-align: justify;">
	<li>Common objectives: general objectives set by HQ</li>
	<li>Shared objectives (Inter-divisional): force departments to cooperate and improves alignment</li>
	<li>Unique objectives (Intra-divisional): objectives specific to each department.</li>
</ul>
<p style="text-align: justify;">Then Dr. Kaplan tells up about the first time the concept of “Joint Board” and “Joint Scorecard” started being used in the business-world. Two companies (both using BSC) sign a partnership and decide to start monitoring their performance by developing a “Joint Board” (common board containing key members from each organization) that would have its performance measured by a “Joint BSC” and have all the strategies mapped using a common Strategy map.  The joint strategy map is an excellent communication tool to ensure all involved parties understand what the relationship is trying to achieve.</p>
<p style="text-align: justify;">He feels that, in essence, the most important question companies need to ask themselves is: “How do you ensure current value turns into future value?”</p>]]></content:encoded>
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<wp:post_id>10003</wp:post_id>
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<title>Day 1 of The Kaplan Norton Masterclass – Session 5</title>
<link>http://www.smartkpis.com/blog/day-1-of-the-kaplan-norton-masterclass-%e2%80%93-session-5/</link>
<pubDate>Mon, 18 Mar 2013 12:50:58 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[David Norton]]></category>

		<category domain="tag" nicename="david-norton"><![CDATA[David Norton]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag" nicename="robert-kaplan"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag"><![CDATA[Strategy]]></category>

		<category domain="tag" nicename="strategy"><![CDATA[Strategy]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10012</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The fifth session on the first day of Kaplan Norton Masterclass was <strong>Aligning Human Capital to the Strategy </strong><strong>(part 1)</strong>.</p>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-10013" title="Kaplan - Norton Masterclass" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Kaplan-Norton-Masterclass-Day-1-S-5.gif" width="580" height="326" />
<!--more-->Main points:</p>

<ul>
	<li style="text-align: justify;">Dr. Norton draws attention upon the fact that intangible assets have reached a point where they now represent about 80% of a companies’ assets in comparison to the mid 80’s when they only accounted for 15-20% of any companies’ assets.</li>
	<li style="text-align: justify;">Nowadays successful companies, like the ones that apply for the Hall of Fame, tend to adopt a “partnership” like model of relationship with their clients rather than the classic Sales model.</li>
</ul>]]></content:encoded>
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<wp:post_id>10012</wp:post_id>
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<title>Day 2 of The Kaplan Norton Masterclass – Session 1</title>
<link>http://www.smartkpis.com/blog/day-1-of-the-kaplan-norton-masterclass-%e2%80%93-session-1/</link>
<pubDate>Tue, 19 Mar 2013 09:54:10 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[David Norton]]></category>

		<category domain="tag" nicename="david-norton"><![CDATA[David Norton]]></category>

		<category domain="tag"><![CDATA[Employee Engagement]]></category>

		<category domain="tag" nicename="employee-engagement"><![CDATA[Employee Engagement]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Organizational Culture]]></category>

		<category domain="tag" nicename="organizational-culture"><![CDATA[Organizational Culture]]></category>

		<category domain="tag"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag" nicename="robert-kaplan"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag"><![CDATA[Strategy]]></category>

		<category domain="tag" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Strategy Map]]></category>

		<category domain="tag" nicename="strategy-map"><![CDATA[Strategy Map]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10017</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The first session on the second day of Kaplan Norton Masterclass was <strong>Measuring, Managing and Developing Human Capital</strong>.</p>
<p style="text-align: justify;">The session started with a quick review of the previous day presentation. Dr. Norton then moved into clarifying the concepts of employee engagement and organizational culture, as concepts that are critical in understanding the alignment of human capital to strategy.</p>
<img class="aligncenter size-full wp-image-10018" title="Kaplan - Norton Masterclass" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Kaplan-Norton-Masterclass-Day-2-S-1.gif" width="580" height="326" />
<h3><!--more-->Building employee engagement - How do we make strategy everyone’s job?</h3>
<strong>
“The internal employee strategy communication program should be as comprehensive and systematic as an external customer advertising program”</strong>.

There’s a science of communication and marketing best practices should be applied with the same precision internally, for employees, as it is externally, for other key stakeholders. Instead of convincing a customer to buy a product, you are convincing employees to buy into a new strategy.

Internal communication has four key components:
<ul>
	<li>Target</li>
	<li>Message audience</li>
	<li>Communication channels</li>
	<li>Results measurement.</li>
</ul>
<h3>Changing the culture – How do we make the shift?</h3>
<div><strong>“New strategies require new values and cultures in the organization”.</strong></div>
<div id="_mcePaste" style="text-align: justify;">
<ul>
	<li><strong>The strategic change agenda</strong> should be developed based on the strategy map and further be reflected in the human capital development program. To illustrate this approach, a global pharmaceutical company’s practices were showcased; they identified key behaviors, used an assessment of current organizational values and updated their “leadership model” to incorporate new values into their way of managing.</li>
	<li><strong>Linking incentive compensation to the Balanced Scorecard</strong> was mentioned by CEOs of best practice organizations as one of the steps they would have pursued earlier in order to accelerate their successful implementation of Balanced Scorecard practices;</li>
</ul>
</div>]]></content:encoded>
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<title>Day 2 of The Kaplan Norton Masterclass – Session 2</title>
<link>http://www.smartkpis.com/blog/day-2-of-the-kaplan-norton-masterclass-%e2%80%93-session-2/</link>
<pubDate>Tue, 19 Mar 2013 10:08:01 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[David Norton]]></category>

		<category domain="tag" nicename="david-norton"><![CDATA[David Norton]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag" nicename="robert-kaplan"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag"><![CDATA[Strategy Execution]]></category>

		<category domain="tag" nicename="strategy-execution"><![CDATA[Strategy Execution]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10025</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The second day of the Kaplan Norton masterclass – “<strong>Linking Strategic Objectives to Operational Excellence</strong>” analyzed the relationship between strategy and concepts such as process improvement and quality assessment.</p>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-10026" title="Kaplan - Norton Masterclass" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Kaplan-Norton-Masterclass-Day-2-S-2.gif" width="580" height="326" /></p>

<h3>Strategy and Process Improvement</h3>
<span style="text-align: justify;">Dr. Kaplan started his presentation with the idea that <strong>“Organizations execute strategy by linking operational improvement programs to their strategies.”</strong> One cannot be successful without the other, as illustrated in organizations with worldwide recognition for operational improvement programs (Thai-Carbon Black, Motorola and Orange).</span>
<h3><!--more-->Best practice examples</h3>
<span style="text-align: justify;">Southwest Airlines was once again provided as a best practice example. Starting from their insight that ground time in the airline industry is a critical “waste”, they pursued their process improvement as a way to close their performance gap. A key performance indicator they focused on in their process improvement approach was <strong># Turnaround time between flights</strong>. By analyzing turnaround activities, they identified a way to shift from an average turnaround time between flights of 50 minutes and 5 seconds to 27 minutes and 41 second.</span>

<span style="text-align: justify;">To further illustrate the fact that strategy and process improvement are complementary, Lanier’s strategy map and business process model were presented.</span>

<span style="text-align: justify;">Key take-aways included:</span>
<ul>
	<li>Identify key business processes</li>
	<li>For each of those steps, identify sub-steps</li>
	<li>Map the process flow for each sub-step</li>
	<li>Improve the process flows that are inefficient.</li>
</ul>
<h3>Strategy and quality assessment</h3>
<p class="MsoNormal" style="text-align: justify;">The linkage between the Balanced Scorecard (BSC) approach and quality assessment models such as EFQM and Baldrige was synthesized in two-by-two tool for clustering business processes. On one hand, based on the <strong>BSC approach</strong>, <strong>business processes</strong> can be divided into <strong>strategic </strong>(competitive advantages, processes that reflect excellent quality levels) and <strong>vital </strong>(hygiene factors, processes that reflect acceptable quality levels). On the other hand, based on the <strong>quality assessment models</strong>, <strong>business processes</strong> can be divided into <strong>weak </strong>and <strong>strong</strong>. By using these two lenses together, companies can identify relevant next steps. For instance, when an organization’s processes are vital and strong, the company should consider the option on cutting back on current investment.</p>

<h3>Tools and their roles in Balanced Scorecard implementations</h3>
Dashboards’ role in linking strategy and operations was further discussed, with the core message that their role is a critical one and that their development should ensure the most suitable visualization options given the target audience’s preferences.
<p class="MsoNormal">The idea that <strong>software should support the strategy execution system</strong> was also emphasized. These software solutions should empower communication of strategy across the organization, display linkages between different BSC tools, capture and analyze data across the organization and provide relevant information in a concise and useful manner.</p>
<p class="MsoNormal">Another best practice is to <strong>assign owners for each measurement</strong>. For instance, the HR department could be the owner for Learning and Growth KPIs.</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>10025</wp:post_id>
<wp:post_date>2013-03-19 21:08:01</wp:post_date>
<wp:post_date_gmt>2013-03-19 10:08:01</wp:post_date_gmt>
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<title>Day 2 of The Kaplan Norton Masterclass – Session 3</title>
<link>http://www.smartkpis.com/blog/day-2-of-the-kaplan-norton-masterclass-%e2%80%93-session-3/</link>
<pubDate>Tue, 19 Mar 2013 11:12:28 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[David Norton]]></category>

		<category domain="tag" nicename="david-norton"><![CDATA[David Norton]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Risk Management]]></category>

		<category domain="tag" nicename="risk-management"><![CDATA[Risk Management]]></category>

		<category domain="tag"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag" nicename="robert-kaplan"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag"><![CDATA[Strategy Execution]]></category>

		<category domain="tag" nicename="strategy-execution"><![CDATA[Strategy Execution]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10031</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Dr. Kaplan started the third session of the Kaplan Norton Masterclass - “Introducing Risk Management into your Strategy Execution” by giving examples of risks in the financial and academic industries and went on to present a framework that could be used for differentiating among different types of risk:</p>

<ul style="text-align: justify;">
	<li><strong>Preventable risks</strong> – organizations should aim to reduce their likelihood to zero; e.g. employees’ unauthorized or undesirable behavior and actions; for instance, a laboratory technician in Massachusetts contaminated drug samples by mistake; this led to wrongfully convicted criminals and trial cost of hundreds of millions of dollars.</li>
	<li><strong>Strategy risks</strong> – voluntarily accepted by the company as a way to do business and improve key results; for instance, banks take on a credit risk whenever they lend money; <strong>“The riskiest thing is to take no risks”</strong> (M. Zuckerberg); BP took the risk to drill for oil and gas 3 miles below surface of Gulf of Mexico, which led to their highly publicized oil spill; another example is Boeing launching the Dreamliner airplane model.</li>
	<li style="text-align: justify;"><strong>External risks</strong> – risks that <strong>“we don’t know that we don’t know”</strong>; as an example, Infosys is hiring in US mainly graduates from top IT universities in India; a change in immigration regulations represented at some point an external risk for them.</li>
</ul>
<p style="text-align: justify;"><img class="aligncenter" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Kaplan-Norton-Masterclass-Day-1-S-5.gif" width="580" height="326" /></p>
<p style="text-align: justify;"><!--more-->He warned about the use of standards in regards to employing risk standards. Risks have an inherent unknown component. Trying to manage that by establishing standards will diminish focus from the real problem at hand, which is that many and often most dangerous risks are not foreseen.</p>
<p style="text-align: justify;">A good example of cost-efficient risk management solution is partnering with another organization to address risks, as in the case of Stanford University and University of North Carolina backing up each other’s data.</p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>10031</wp:post_id>
<wp:post_date>2013-03-19 22:12:28</wp:post_date>
<wp:post_date_gmt>2013-03-19 11:12:28</wp:post_date_gmt>
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<title>Day 2 of The Kaplan Norton Masterclass – Session 4</title>
<link>http://www.smartkpis.com/blog/day-2-of-the-kaplan-norton-masterclass-%e2%80%93-session-4/</link>
<pubDate>Tue, 19 Mar 2013 11:59:45 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[David Norton]]></category>

		<category domain="tag" nicename="david-norton"><![CDATA[David Norton]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag" nicename="robert-kaplan"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

		<category domain="tag"><![CDATA[Strategy Map]]></category>

		<category domain="tag" nicename="strategy-map"><![CDATA[Strategy Map]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10034</guid>
<description></description>
<content:encoded><![CDATA[The fourth session on the second day of Kaplan Norton Masterclass was <strong><strong>Completing the loop: Monitoring, Adapting and Sustaining your Strategy execution system</strong></strong>.
<p style="text-align: center;"><img class="aligncenter" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Kaplan-Norton-Masterclass-Day-1-S-4.gif" width="580" height="326" /></p>
<!--more-->Main points:
<ul>
	<li style="text-align: justify;">Most items on a strategy map can’t be measured that often so you don’t need to talk about strategy monthly. Quarterly seems to be the accepted interval, but that also has it’s short comings and only coming together once every three months it’s hard to keep all the board members on one page. Would recommend meeting monthly, but only tackling some strategy map details quarterly.</li>
	<li style="text-align: justify;"><strong>“A good Scorecard contains a maximum of 25 measures”.</strong></li>
	<li style="text-align: justify;">“Red warning on a Scorecard has drastically changed over the past years, starting to be viewed as an opportunity to better yourself instead of a tragedy.”</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>10034</wp:post_id>
<wp:post_date>2013-03-19 22:59:45</wp:post_date>
<wp:post_date_gmt>2013-03-19 11:59:45</wp:post_date_gmt>
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<title>Day 2 of The Kaplan Norton Masterclass – Final Session Q&amp;A</title>
<link>http://www.smartkpis.com/blog/day-2-of-the-kaplan-norton-masterclass-%e2%80%93-final-session-qa/</link>
<pubDate>Tue, 19 Mar 2013 12:34:32 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[David Norton]]></category>

		<category domain="tag" nicename="david-norton"><![CDATA[David Norton]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag" nicename="robert-kaplan"><![CDATA[Robert Kaplan]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10036</guid>
<description></description>
<content:encoded><![CDATA[<img class="aligncenter size-full wp-image-10037" title="Kaplan Norton Masterclass - Q&amp;A" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Kaplan-Norton-Masterclass-Day-2-QA.gif" width="580" height="326" /><!--more-->
<table width="580" border="0" cellspacing="1" cellpadding="1">
<tbody>
<tr>
<td bgcolor="#CCCCCC" width="213"><strong>Question</strong></td>
<td bgcolor="#009900" width="310"><strong><span style="color: #ffffff;">Answer</span></strong></td>
</tr>
<tr>
<td style="text-align: left;" valign="top" bgcolor="#F2F2F2"><strong>Q1:</strong> I have a new manager that does not buy  into the BSC way of managing strategy. Can I turn him around? And if yes, HOW?</td>
<td style="text-align: left;" valign="top" bgcolor="#E8FFE8"><strong>A1:</strong> You should schedule a meeting with your new manager and present the situation to him as it is, meaning that he is lucky to have “landed” in an organization that uses such good practices to manage strategies and also you should present to him the benefits your company has had so far with the implementation of the BSC framework.</td>
</tr>
<tr>
<td style="text-align: left;" valign="top" bgcolor="#F2F2F2"><strong>Q2:</strong> How do you measure the R/Y/G ? Execution of process or progress of initiative?</td>
<td style="text-align: left;" valign="top" bgcolor="#E8FFE8"><strong>A2:</strong> Measure how you are doing with the initiative and then the process. <span style="line-height: 19px;">Objective -&gt; Measure -&gt; Target -&gt; Initiative</span></td>
</tr>
<tr>
<td style="text-align: left;" valign="top" bgcolor="#F2F2F2"><strong>Q3:</strong> How do we make sure the assignment theme teams don’t overlap?</td>
<td style="text-align: left;" valign="top" bgcolor="#E8FFE8"><strong>A3:</strong> Do not put people working with the things they should objectively measure.</td>
</tr>
<tr>
<td style="text-align: left;" valign="top" bgcolor="#F2F2F2"><strong>Q4:</strong> If there is a plan that doesn’t show red reports. Why?</td>
<td style="text-align: left;" valign="top" bgcolor="#E8FFE8"><strong>A4:</strong> Usually that means that either the strategy is not aggressive enough or the thresholds are also not challenging. The whole goal of implementing such a system is to push yourself (your company).
<p style="text-align: left;">Also it could be the case that the people in charge of reporting the results. The environment should make it safe to report red. As a manager, or somebody in charge, you should have a “problem solving” session instead of a “finger pointing” session.</p>
</td>
</tr>
<tr>
<td style="text-align: left;" valign="top" bgcolor="#F2F2F2"><strong>Q5:</strong> When and how do you say: I am doing too much? My department should only be in charge of collecting data and presenting results but we almost always end up implementing initiatives.</td>
<td style="text-align: left;" valign="top" bgcolor="#E8FFE8"><strong>A5:</strong>You should “coach” your superiors to let them know that the implementation of initiatives is not your responsibility and never exit a strategy meeting without everybody knowing what they are in charge and you should never back off from telling them “hey this is your job”. Do not allow anybody to dump tasks on you.</td>
</tr>
<tr>
<td style="text-align: left;" valign="top" bgcolor="#F2F2F2"><strong>Q6:</strong> How do we involve all people in the firm into implementing the BSC in a very diverse crowd of  human capital.?</td>
<td style="text-align: left;" valign="top" bgcolor="#E8FFE8"><strong>A6:</strong> Adopt by implementing the idea that they are part of the same team and that a good development of the company benefits everybody.</td>
</tr>
<tr>
<td style="text-align: left;" valign="top" bgcolor="#F2F2F2"><strong>Q7:</strong>How do I handle a failed initiative?</td>
<td style="text-align: left;" valign="top" bgcolor="#E8FFE8"><strong>A7:</strong> Firstly, you need to determine if it was the strategy at fault or the implementation of said strategy. And then acting in determining what to do going forward becomes that much clearer.</td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>10036</wp:post_id>
<wp:post_date>2013-03-19 23:34:32</wp:post_date>
<wp:post_date_gmt>2013-03-19 12:34:32</wp:post_date_gmt>
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<title>Day 1 Forum - Session 1</title>
<link>http://www.smartkpis.com/blog/day-1-forum-session-1/</link>
<pubDate>Wed, 20 Mar 2013 09:32:05 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Kiwibank]]></category>

		<category domain="tag" nicename="kiwibank"><![CDATA[Kiwibank]]></category>

		<category domain="tag"><![CDATA[Leadership]]></category>

		<category domain="tag" nicename="leadership"><![CDATA[Leadership]]></category>

		<category domain="tag"><![CDATA[New Zealand]]></category>

		<category domain="tag" nicename="new-zealand"><![CDATA[New Zealand]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10045</guid>
<description></description>
<content:encoded><![CDATA[Dr. Wu, General Manager Corporate Social Responsibility at Kiwibank New Zealand.
<ul>
	<li>Worked with Palladium</li>
	<li>BSC rollout took 3 months</li>
	<li>They received “hall of fame” recognition from them</li>
</ul>
<img class="aligncenter size-full wp-image-10046" title="Forum Day 1 " alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Forum-Day-1-S-1.gif" width="580" height="326" />

<strong><!--more-->Critical success factors:</strong>
<ul>
	<li>Leadership</li>
	<li>Theme teams</li>
	<li>Speed and patience</li>
	<li>Do a few critical things very well</li>
</ul>
<p style="text-align: justify;">Visual representations are key to the implementation – showed pics of room where all employees can go in and have the balanced scorecard, identified impediments to their objectives and strategic initiatives project tracking tools on the wall.</p>
<p style="text-align: justify;"><strong>“Sustainability changes strategic thinking”</strong>. Their strategy maps are generally developed for a time frame of 305 years. Also, they have developed their 2050 vision and run 1 hour long workshops focused on the following three questions:</p>

<ul>
	<li>Which trends should we influence?</li>
	<li>Which trends are going to affect us?</li>
	<li>What should we do now to prepare?</li>
</ul>
Based on these workshops, they were able to better understand their “why”, the fact that they “stand for something more than banking” and what that something is, focusing on the well-being of New Zealanders, them being wealthier and happier.

<img class="aligncenter size-full wp-image-10047" title="Forum Day 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Forum-Day-1-S-1-2.gif" width="580" height="326" />

<strong>Next steps:</strong>
<ul>
	<li>Better understand impact on society</li>
	<li>Translate long term goals into value creation</li>
	<li>Incorporate sustainability into strategy thinking (e. make changes in strategy maps due to sustainability focus)</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>10045</wp:post_id>
<wp:post_date>2013-03-20 20:32:05</wp:post_date>
<wp:post_date_gmt>2013-03-20 09:32:05</wp:post_date_gmt>
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<title>Day 1 Forum – Session 2</title>
<link>http://www.smartkpis.com/blog/day-1-forum-%e2%80%93-session-2/</link>
<pubDate>Wed, 20 Mar 2013 09:38:33 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Strategy Execution]]></category>

		<category domain="tag" nicename="strategy-execution"><![CDATA[Strategy Execution]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10050</guid>
<description></description>
<content:encoded><![CDATA[Mr. Verma presented <strong>“A Four Year Roadmap to Successful Strategy Execution at ENOC”</strong>, highlighting the company’s approach for Balanced Scorecard implementation and the results the company has achieved.

<img class="aligncenter size-full wp-image-10051" title="Forum Day 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Forum-Day-1-S-2.gif" width="580" height="326" />

<strong><!--more-->Steps of implementation:</strong>
<ol>
	<li style="text-align: justify;">They built a <strong>4 year roadmap for BSC implementation</strong>; besides the planning function, this roadmap also considered the processes that are linked to it and the IT support they would need; they address resistance to change through bridging the skill gap at individual level.</li>
	<li style="text-align: justify;">They adopted a <strong>“Big-Bang: approach” for BSC cascading</strong>, developing 39 scorecards across the organization, at three levels.</li>
	<li style="text-align: justify;">An <strong>“alignment matrix” </strong>was used to enhance the alignment process; it highlighted which are identical, contributable and unique objectives when comparing all their scorecards.</li>
	<li style="text-align: justify;">They run <strong>strategic review meetings</strong> to facilitate collective performance discussions; each business segment is responsible for these meetings.</li>
	<li style="text-align: justify;">On a quarterly basis, the leadership team has <strong>strategic performance meetings</strong>.</li>
	<li style="text-align: justify;">Once a year over 300 employees attend the <strong>performance communication meeting</strong>; one of the tools they use is the Enterprise Risk Management framework but they look not only at the risk’s impact and probability, but also the residual risk score reflecting the level of control for each risk; the <strong>BPPM </strong>(Budgeting, Planning and Performance Management) team is the owner of the performance management process, at the same hierarchical level as the Risk Management team and reporting directly to the CFO; they also use a structure of BSC champions and coordinators.</li>
</ol>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>10050</wp:post_id>
<wp:post_date>2013-03-20 20:38:33</wp:post_date>
<wp:post_date_gmt>2013-03-20 09:38:33</wp:post_date_gmt>
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<title>Day 1 Forum – Session 3</title>
<link>http://www.smartkpis.com/blog/day-1-forum-%e2%80%93-session-3/</link>
<pubDate>Wed, 20 Mar 2013 09:46:00 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Department of Economic Development]]></category>

		<category domain="tag" nicename="department-of-economic-development"><![CDATA[Department of Economic Development]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Strategy Management]]></category>

		<category domain="tag" nicename="strategy-management"><![CDATA[Strategy Management]]></category>

		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10053</guid>
<description></description>
<content:encoded><![CDATA[Karola Lepasar from the Department of Economic Development in Dubai delivered a presentation on the topic of <strong>automating the performance reporting process</strong>.

<img class="aligncenter size-full wp-image-10054" title="Forum Day 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Forum-Day-1-S-3.gif" width="580" height="326" />

<!--more-->Her initial message was that in some case the strategy implementation does not get the traction we were hoping for in the design stage. In order to help organizations recognize this problem, she identified several symptoms:
<ul>
	<li style="text-align: justify;">The problem is not one of commitment, rather a <strong>lack of context</strong></li>
	<li style="text-align: justify;">The reporting process is mostly  focused on collecting data, with the analysis having only a much smaller amount of time dedicated</li>
	<li style="text-align: justify;">You notice <strong>“shocking points”</strong> in the strategy execution – certain steps at which the execution is not progressing as it should.</li>
</ul>
Once you identify symptoms like this in your organization, you might want to check whether the automation could be a solution and whether you as a team are ready for such as an initiative.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Forum-Day-1-S-3-2.gif"><img class="aligncenter size-full wp-image-10055" title="Forum Day 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Forum-Day-1-S-3-2.gif" width="580" height="326" /></a>

<strong>Key things to keep in mind</strong> when doing automation:
<ul>
	<li><strong>Strategy management system </strong>well established and recorded</li>
	<li><strong>Stakeholder requirements</strong> – who, what, why; this should further stand as foundation for the system requirements</li>
	<li>Gradual acquisition planning – analyze different supplier options</li>
	<li style="text-align: justify;"><strong>Project plan</strong> – do regular quality check</li>
	<li><strong>Configuration and design</strong> – slow down</li>
	<li>Software and acceptance based on pre-defined criteria.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>10053</wp:post_id>
<wp:post_date>2013-03-20 20:46:00</wp:post_date>
<wp:post_date_gmt>2013-03-20 09:46:00</wp:post_date_gmt>
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<title>Day 1 Forum – Session 4</title>
<link>http://www.smartkpis.com/blog/day-1-forum-%e2%80%93-session-4/</link>
<pubDate>Wed, 20 Mar 2013 09:53:28 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[International Medical Center]]></category>

		<category domain="tag" nicename="international-medical-center"><![CDATA[International Medical Center]]></category>

		<category domain="tag"><![CDATA[Saudi Arabia]]></category>

		<category domain="tag" nicename="saudi-arabia"><![CDATA[Saudi Arabia]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10057</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Dr. Fitaihi, CEO of International Medical Center in Saudi Arabia gave a presentation on the topic of <strong>“Protecting the Life of a Shared Vision: How to Create a Mission Guardian in Every Employee”.</strong></p>
<img class="aligncenter size-full wp-image-10058" title="Forum Day 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Forum-Day-1-S-4.gif" width="580" height="326" />
<p style="text-align: justify;"><!--more-->He explained the vision based on which he established the medical center – <strong>“not just a hospital, a way of life”</strong>. Throughout his presentation he enlisted some of the tactics used in the process of establishing and developing the International Medical Center while making its mission every employee’s job. Some of these <strong>tactics </strong>include:</p>

<ul style="text-align: justify;">
	<li>Promoted the organization’s mission through conferences and press releases</li>
	<li>Used creative approaches such as creating a song called „Healing” as a way to spread the concept that each of us could be a source of healing</li>
	<li>Start with the driver within – <strong>the importance of having the right intention</strong></li>
	<li><strong>Addressed the problem of organizational alignment</strong> – encourage productive criticism, create multidisciplinary teams, focus on stakeholders’ needs</li>
	<li>Identified key performance dimension and conducted a<strong> “from-to” analysis</strong></li>
	<li>Developed their strategy map with Financial perspective at the bottom and by analyzing the linkage between the strategy map and their key stakeholder groups.</li>
</ul>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-10060" title="Forum Day 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Forum-Day-1-S-4-2.gif" width="580" height="326" /></p>
<p style="text-align: justify;">Among the results obtained from the approach of turning each employee into a mission guardian, Dr. Fitaihi mentioned that they received JCI medical accreditation with great evaluation scores. However, they believe the true value comes from their patients being happy with the treatment received. This was reflected in numerous awards for the organization and its leader, as well as the highest patient satisfaction score.</p>
<p style="text-align: justify;">As the corporate social responsibility (CSR) topic had already been discussed by other speakers at the conference, Dr. Fitaihi expressed his own perspective on the CSR topic, synthesizing it as <strong>“CSR is not about giving an amount a money at the end of the year, it’s about abiding with the highest standards of ethics every day.”</strong></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>10057</wp:post_id>
<wp:post_date>2013-03-20 20:53:28</wp:post_date>
<wp:post_date_gmt>2013-03-20 09:53:28</wp:post_date_gmt>
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<title>Day 1 Forum – Session 5</title>
<link>http://www.smartkpis.com/blog/day-1-forum-%e2%80%93-session-5/</link>
<pubDate>Wed, 20 Mar 2013 09:56:57 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Performance Culture]]></category>

		<category domain="tag" nicename="performance-culture"><![CDATA[Performance Culture]]></category>

		<category domain="tag"><![CDATA[Performance Management System]]></category>

		<category domain="tag" nicename="performance-management-system"><![CDATA[Performance Management System]]></category>

		<category domain="tag"><![CDATA[Strategy Map]]></category>

		<category domain="tag" nicename="strategy-map"><![CDATA[Strategy Map]]></category>

		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10062</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Ramakrishna Krovvidi, Senior Vice-President of DU UAE, presented a case study on the <strong>challenges faced by the company when putting in place aspects such as pay for performance</strong>, as well as broader concepts such as <strong>developing a performance culture and ensuring alignment between individual and strategic level.</strong></p>
<p><img class="aligncenter size-full wp-image-10063" title="Forum Day 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Forum-Day-1-S-5.gif" width="580" height="326" /></p>
<p><!--more-->Some of the <strong>specific actions </strong>taken by DU UAE included:</p>
<ul>
<li style="text-align: justify;"><strong>‘DU Passport’</strong> program – employees can nominate colleagues as Brand Value Champions for internal awards</li>
<li style="text-align: justify;">Developed <strong>“the DU way” </strong>– they defined guiding principles of the organization based on employee workshops</li>
<li style="text-align: justify;">Put in place <strong>variable compensation</strong>, with different percentage for different job groups</li>
<li style="text-align: justify;">Conducted a <strong>workshop for top executives</strong> with external consultant as a step towards improving alignment among the executive team</li>
<li style="text-align: justify;">Assessed effectiveness of strategy deployment and strategy awareness through <strong>polls and live quizzes</strong></li>
<li style="text-align: justify;"><strong>Strategy Map</strong> communicated in creative manners such as providing pens with small rollups containing DU’s strategy map</li>
<li style="text-align: justify;"><strong>Performance event </strong>where employees are encouraged to request visibility on the organization’s strategy</li>
<li style="text-align: justify;">Focused on increasing<strong> vertical and horizontal alignment</strong> – for instance, they used the 360 degree alignment, which focused on identifying value drivers for certain performance aspects</li>
<li style="text-align: justify;">Run a <strong>‘Top 10 Innovators’</strong> campaign to recognize employees with most innovative proposals</li>
<li style="text-align: justify;">Embedded the employee engagement concept into the organization by implementing a specific survey and by focusing on <strong>action planning</strong></li>
<li style="text-align: justify;">Introduced a <strong>“Great Manager” award</strong>, linking aspects such as brand awareness, employee engagement and financial results</li>
<li style="text-align: justify;">Tracked progress in emiratization practices - increasing the percentage of UAE citizens among Du’s workforce.</li>
</ul>
<p style="text-align: justify;">All these actions were reflected in a revenue increase from 1,537 to 8,885 between 2007 and 2011.</p>
]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>10062</wp:post_id>
<wp:post_date>2013-03-20 20:56:57</wp:post_date>
<wp:post_date_gmt>2013-03-20 09:56:57</wp:post_date_gmt>
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<title>Day 1 Forum – Session 6 (Government stream)</title>
<link>http://www.smartkpis.com/blog/day-1-forum-%e2%80%93-session-6-government-stream/</link>
<pubDate>Wed, 20 Mar 2013 13:53:25 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[ADWEA]]></category>

		<category domain="tag" nicename="adwea"><![CDATA[ADWEA]]></category>

		<category domain="tag"><![CDATA[Communication]]></category>

		<category domain="tag" nicename="communication"><![CDATA[Communication]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Strategy]]></category>

		<category domain="tag" nicename="strategy"><![CDATA[Strategy]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10066</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Dr. Guidoum from ADWEA, a water electricity governmental conglomerate, presented a case study on <strong>“Driving Value Creation and Total Alignment Through Communication, Education and Engagement at ADWEA”</strong>.</p>
<p style="text-align: justify;"><!--more-->Some of the key ideas discussed included:</p>

<ul>
	<li>Internally, ADWEA has gone through several reorganizations</li>
	<li style="text-align: justify;">Externally, ADWEA has been facing growth in the electricity demand, growth which is projects to still increased through 2020; UAE also has among the highest levels of power consumption globally; they conducted special research and identified the air conditioning systems as main sources of consumption</li>
	<li>Two of their most relevant KPIs are <strong># Duration of power interruptions</strong> and <strong># Frequency of power interruptions</strong></li>
	<li>ADWEA developed an organizational mission, vision and a strategy focused on the following aspects:</li>
</ul>
<span style="text-align: justify;">- Culture &amp; mindset</span>
<span style="text-align: justify;">- Human capital management</span>
<span style="text-align: justify;">- Asset management</span>
<span style="text-align: justify;">- Project management</span>
<span style="text-align: justify;">- Strategy management</span>
<ul>
	<li style="text-align: justify;">One of the biggest challenges is managing change; ADWEA decided not only to have a reactive approach of compliance towards government rules but to also take the opportunity for a <strong>transformational </strong>opportunity</li>
	<li><span style="text-align: justify;">They adapted the Kaplan Norton strategy execution framework and also identified strategic themes labeled as Growth &amp; Sustainability, Customer Focus, Operational Excellence and High Performing Organization; For each of these they defined <strong>“theme teams”</strong>, at different hierarchical levels; they have also put in place an ASTRO bootcamp, where they try to break silo thinking and further encourage employee participation</span></li>
	<li><span style="text-align: justify;">They highly leveraged communication in the strategy execution faze; for this purpose, they conducted a <strong>communication survey</strong>, developed a <strong>communication strategy</strong>, identified a variety of <strong>communication channels</strong> and then designed the <strong>communication materials</strong></span></li>
	<li><span style="text-align: justify;">Used tools such as <strong>learning map</strong>, <strong>strategy cards</strong> and<strong> strategy video.</strong></span></li>
</ul>
<p style="text-align: justify;">Some of the <strong>key lessons learned</strong> were:</p>

<ul>
	<li>Find a way to create a <strong>sense of urgency</strong></li>
	<li>Brand the effort of <strong>changing the strategy</strong> – name, logo, tagline, etc.</li>
	<li>Build <strong>a team of strategy experts</strong> to facilitate the process</li>
	<li><span style="text-align: justify;">Be <strong>patient </strong>with people</span></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>10066</wp:post_id>
<wp:post_date>2013-03-21 00:53:25</wp:post_date>
<wp:post_date_gmt>2013-03-20 13:53:25</wp:post_date_gmt>
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<title>Day 1 Forum – Session 7 (Government stream)</title>
<link>http://www.smartkpis.com/blog/day-1-forum-%e2%80%93-session-7-government-stream/</link>
<pubDate>Wed, 20 Mar 2013 13:59:03 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Government]]></category>

		<category domain="tag" nicename="government-performance-management"><![CDATA[Government]]></category>

		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10068</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Ahmed Abdul Salam Kazim presented the <strong>Balanced Scorecard implementation journey at Dubai Customs</strong>, with focus on the <strong>cultural change aspects of the process</strong>.</p>
<p style="text-align: justify;">Some of the <strong>key messages</strong> included:</p>

<ul>
	<li style="text-align: justify;">The Dubai Government’s aim to become a place of choice for working and living and also as a source of best practices for other governmental entities worldwide</li>
	<li style="text-align: justify;">In this context, following research reports from a variety of sources, Dubai Customs’ defined its vision focused on <strong>facilitation and compliance</strong>; the organization aims to become a <strong>“gateway of prosperity”</strong></li>
	<li style="text-align: justify;">UAE has significantly improved its rankings in international third party reports (The World Bank, World Economic Forum and Transparency International)</li>
	<li style="text-align: justify;">Dubai Customs is member in three out of five public sectors and has established a network of partners internationally, regionally and locally</li>
	<li style="text-align: justify;">One of the challenges in BSC implementation is fear of measurements and new systems.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>10068</wp:post_id>
<wp:post_date>2013-03-21 00:59:03</wp:post_date>
<wp:post_date_gmt>2013-03-20 13:59:03</wp:post_date_gmt>
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<title>Day 1 Forum – Session 8 (Government stream)</title>
<link>http://www.smartkpis.com/blog/day-1-forum-%e2%80%93-session-8-government-stream/</link>
<pubDate>Wed, 20 Mar 2013 14:04:54 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Risk Management]]></category>

		<category domain="tag" nicename="risk-management"><![CDATA[Risk Management]]></category>

		<category domain="tag"><![CDATA[Strategic Plan]]></category>

		<category domain="tag" nicename="strategic-plan"><![CDATA[Strategic Plan]]></category>

		<category domain="tag"><![CDATA[Strategy Execution]]></category>

		<category domain="tag" nicename="strategy-execution"><![CDATA[Strategy Execution]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10070</guid>
<description></description>
<content:encoded><![CDATA[A Project Manager of The Executive Council in Dubai presented some of the changes, practices and achievements of The Dubai Government in regards to <strong>strategy execution</strong>.

<img class="aligncenter size-full wp-image-10071" title="Forum Day 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Forum-Day-1-S-8-1.gif" width="580" height="326" />

<!--more-->Some of the <strong>ideas discussed</strong> were:
<ul>
	<li>The Dubai Government has switched towards a strategy driven entity</li>
	<li>In 2005, all government entities participated in developing the <strong>Strategic Plan 2015</strong>, which is the cornerstone for putting Dubai’s strategy into action</li>
	<li>Governance system was modified to ensure <strong>proper implementation</strong> – including a sector committee, sector strategies and support teams</li>
	<li style="text-align: justify;">They cascade objectives through an IT solutions and report back at the same time; reporting takes place bi-annually and The Executive Council reviews items that are identified as critical for the government’s strategy; three different processes are integrated for this purpose:</li>
</ul>
- Report development
- Strategic Review
- Performance Communicated to Strategy Execution
<ul>
	<li style="text-align: justify;">As achievements, five new government entities were launched and a series of cross-functional teams were put in place; the government’s efforts in regards to strategy will continue to focus on <strong>alignment &amp; integration</strong>, capability building and risk management</li>
	<li style="text-align: justify;">When certain KPI tap into more than one sector, they leverage support teams put in place specifically for this purpose; for instance, after trying to assign a KPI that referred to three different sector, they noticed that this approach did not work so they formed a permanent team (named as KPI owner) to encourage the reporting and communication between those three sectors.</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>10070</wp:post_id>
<wp:post_date>2013-03-21 01:04:54</wp:post_date>
<wp:post_date_gmt>2013-03-20 14:04:54</wp:post_date_gmt>
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<title>Day 2 Forum – Morning sessions</title>
<link>http://www.smartkpis.com/blog/day-2-forum-%e2%80%93-morning-sessions/</link>
<pubDate>Fri, 22 Mar 2013 04:00:34 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard Forum]]></category>

		<category domain="tag" nicename="balanced-scorecard-forum"><![CDATA[Balanced Scorecard Forum]]></category>

		<category domain="tag"><![CDATA[Events]]></category>

		<category domain="tag" nicename="events"><![CDATA[Events]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10074</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The second day of the Balanced Scorecard Forum continued to exhibit practical examples of how the Balanced Scorecard framework can be used in practice.</p>
<p style="text-align: center;"><img class="aligncenter" title="Forum Day 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Forum-Day-1-S-4-2.gif" width="580" height="326" /></p>
<p style="text-align: justify;"><strong><!--more-->The presenters included:</strong></p>

<ol style="text-align: justify;">
	<li>Dr. Dan C. Lachica, President of First Philec Solar Corporation, from Philippines</li>
	<li>Adil Khalfan, Regional Director of University Health Network International Programme, from Kuwait</li>
	<li>Ramana Kumar, Senior Manager Business Planning and Strategy at National Bank of Abu Dhabi, from UAE</li>
	<li>Pedro Pereira, Vice President of Coporater Middle East, from UAE</li>
	<li>Mark Limpkin, Senior Strategy Manager of Abu Dhabi General Services Company (Musanada), from UAE.</li>
</ol>
<p style="text-align: justify;"><strong>The first presentation</strong> focused on how <strong>the Balanced Scorecard implementation combined with a variety of business excellence models</strong> have helped First Philec Solar Corporation achieve “Hall of Fame” recognition in 2010, from Palladium Group.</p>
<p style="text-align: justify;"><strong>The second presenter </strong>highlighted <strong>the interconnections between building a Balanced Scorecard and developing a “straight talking” culture in a public healthcare organization</strong>.</p>
<p style="text-align: justify;"><strong>The third presentation</strong> emphasized <strong>the importance of establishing challenging goals</strong>. The National Bank of Abu Dhabi did not take its market leader position for granted. The Balanced Scorecard approach has helped them become more competition oriented. After reaching the milestone of becoming the best bank in the country, the public organization is now aiming even higher, with the goal of becoming “the world’s best Arab bank”. The organization takes pride in its productivity, focus on continuous improvement, as well as its role modeling role for other banks and public organizations worldwide.</p>
<p style="text-align: justify;"><strong>The fourth presenter</strong> showcased <strong>how a software can help you in different stages of strategy implementation</strong>:</p>

<ol>
	<li>to document a strategy</li>
	<li>to structure and to clarify the strategy</li>
	<li>to follow up and review it, and finally,</li>
	<li>to communicate it.</li>
</ol>
<p style="text-align: justify;"><strong>The fifth presentation </strong>was <strong>a unique example of an organization that had the Balanced Scorecard framework imbedded in its strategy </strong>ever since the organizations’ establishment. In the context of Abu Dhabi’s Government having established a goal of becoming one of the top 5 governments worldwide, Musanada was established as a shared service organization aiming to:</p>

<ul style="text-align: justify;">
	<li>Reduce the size and scale of operations of the core government entities</li>
	<li>Improve the quality of service</li>
	<li>Achieve economy of scale</li>
</ul>
<p style="text-align: justify;">At Musanada, strategy is understood as responses to questions such as what is our vision, value proposition, scope of services, funding approach, form of entity, demand, service provision model, etc.</p>
<p style="text-align: justify;">Some of the <strong>lessons learned</strong> from this young organization’s Balanced Scorecard journey included:</p>

<ul style="text-align: justify;">
	<li>Strategy is defined at the highest level as <strong>“a set of deliberated choices”</strong></li>
	<li><strong>Annual priorities should be aligned with Scorecard perspectives</strong>. Core competencies were introduced in strategy map to better understand how Musanada differentiates itself from others</li>
	<li>Future destinations and directions should also be defined and KPIs should help assess performance on those tracks throughout the year</li>
	<li>The strategic initiative management process should be <strong>elaborated based on the scorecards</strong></li>
	<li style="text-align: justify;">Employees working either to deliver a service or to plan a strategic initiative, need to set objectives and report to the specific KPIs of the service they are offering.</li>
</ul>]]></content:encoded>
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<wp:post_id>10074</wp:post_id>
<wp:post_date>2013-03-22 15:00:34</wp:post_date>
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<title>Day 2 Forum – The KPI Institute’s “How To” Clinic “From Key Performance And Risk indicators to Predictive Analytics”</title>
<link>http://www.smartkpis.com/blog/day-2-forum-%e2%80%93-the-kpi-institute%e2%80%99s-%e2%80%9chow-to%e2%80%9d-clinic-%e2%80%9cfrom-key-performance-and-risk-indicators-to-predictive-analytics%e2%80%9d/</link>
<pubDate>Fri, 22 Mar 2013 06:10:16 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[Key Risk Indicators]]></category>

		<category domain="tag" nicename="key-risk-indicators"><![CDATA[Key Risk Indicators]]></category>

		<category domain="tag"><![CDATA[Predictive Analytics]]></category>

		<category domain="tag" nicename="predictive-analytics"><![CDATA[Predictive Analytics]]></category>

		<category domain="tag"><![CDATA[risk indicators]]></category>

		<category domain="tag" nicename="risk-indicators"><![CDATA[risk indicators]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10076</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">On the second day of the Balanced Scorecard Forum, the afternoon sessions were structured into three “How To” Clinics.</p>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-10077" title="The KPI Institute Workshop" src="http://www.smartkpis.com/blog/wp-content/uploads/The-KPI-Institute-Workshop-2.gif" alt="" width="580" height="327" /></p>
<p style="text-align: justify;"><!--more-->The KPI Institute, represented by Aurel Brudan, Founder and CEO, had the pleasure to organize one of these clinics that aimed to provide participants with interactive, practical learning opportunities. There were three clinics running simultaneously and focused on the following topics:</p>

<ol style="text-align: justify;">
	<li>“Linking Performance to Reward” – Alan Fell Consultancy</li>
	<li>“From Key Performance and Risk Indicators to Predictive Analytics” – The KPI Institute</li>
	<li>“Aligning Budget with Strategy” – Ibtikar Management Services.</li>
</ol>
<p style="text-align: justify;">The KPI Institute’s clinic started off with a review of essential tools and concepts in using Key Performance Indicators, Key Risk Indicators and Predictive Analytics, followed by a short Q&amp;A session.</p>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-10078" title="The KPI Institute Workshop" src="http://www.smartkpis.com/blog/wp-content/uploads/The-KPI-Institute-Workshop-1.gif" alt="" width="580" height="327" /></p>
<p style="text-align: justify;">In line with The KPI Institute’s focus on experiential learning, most of the clinic’s time was dedicated to a competition among participants. Four teams were formed and each of them received a set of exercises that they had to solve one by one, with correct answers being provided and discussed after each round. For each correct answer, the four teams received a certain amount of point, which points being allocated and announced at the end of each exercise.</p>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-10079" title="The KPI Institute Workshop" src="http://www.smartkpis.com/blog/wp-content/uploads/The-KPI-Institute-Workshop-3.gif" alt="" width="580" height="327" /></p>
<p style="text-align: justify;">Although all participants were very engaged in the activity and debated over each correct answer, only the top three were awarded prizes at the end of the competition.</p>
<p style="text-align: justify;"><img class="aligncenter size-full wp-image-10080" title="The KPI Institute Workshop" src="http://www.smartkpis.com/blog/wp-content/uploads/The-KPI-Institute-Workshop-4.gif" alt="" width="580" height="327" /></p>]]></content:encoded>
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<title>Microsoft’s Downfall – How management can affect creativity</title>
<link>http://www.smartkpis.com/blog/microsoft%e2%80%99s-downfall-%e2%80%93-how-management-can-affect-creativity/</link>
<pubDate>Mon, 22 Apr 2013 13:40:30 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Bill Gates]]></category>

		<category domain="tag" nicename="bill-gates"><![CDATA[Bill Gates]]></category>

		<category domain="tag"><![CDATA[Microsoft]]></category>

		<category domain="tag" nicename="microsoft"><![CDATA[Microsoft]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Steve Ballmer]]></category>

		<category domain="tag" nicename="steve-ballmer"><![CDATA[Steve Ballmer]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10085</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">I think we all agree that nowadays, Microsoft is not the company it was once. A decade ago, they were ‘on top of the mountain’ and now, because of the “astonishingly foolish management decisions”, as Kurt Eichenwald (two-time George Polk Award winner and <em>VanityFair’</em>s newest contributing editor) stated, they are barely keeping their heads above the water. He made some investigations, and thanks to dozens of interviews and internal corporate records, he managed to find out details that show Microsoft’s true colors, while under ‘the reign’ of Steve Ballmer, the current C.E.O.</p>
<img class="aligncenter size-full wp-image-10086" title="Microsoft" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/microsoft.gif" width="580" height="176" />
<p style="text-align: justify;"><!--more-->To paint a picture of how things work at Microsoft, today, one Apple product, namely the iPhone, generates more revenue than all of Microsoft’s wares combined.</p>
<p style="text-align: justify;">How did this happen, exactly?</p>
<p style="text-align: justify;">After interviewing a great number of employees, Kurt Eichenwald found out that, basically, a management system known as “stack ranking” reduced dramatically Microsoft’s ability to innovate, by forcing all the units to grade the employees’ performance (therefore ranking them as top performers, average and poor, by using percentages). The following example portraits the issue quite well. According to a former developer, if you were part of a team of 10 people, for instance, you already knew that, no matter how good the others were doing the day you came in the office, 2 people would get a spotless review, 7 mediocre reviews and 1 a terrible review. So, instead of focusing on competing with other companies, the employees were competing with each other. Moreover, a former engineer at Microsoft stated that the reviews conducted inside the company were not about improving the employees’ work quality and their further development, but about the need of making themselves more visible among the managers. Another former employee, a marketing manager this time, part of the Microsoft ship for over 16 years, stated that although the company had a great lead, the bureaucracy was one of the company’s biggest problems.</p>
<p style="text-align: justify;">Another aspect revealed by Eichenwald was the fact that Microsoft had an e-reader prototype ready for market launch in 1998, but Bill Gates refused the team that presented this device, arguing that it wasn’t right for Microsoft: he didn’t like the user interface, because it wasn’t Windows material, according to a programmer that was involved in the project. The group was removed from the reporting line to Gates and then included in the major-product group, assigned to develop software for Office. Another issue was the touchscreen of the device: because Office was designed to inputting with a keyboard, not a stylus of finger, and because of the company’s loyalty to Windows and Office, they couldn’t jump on emerging technologies. Everything had to be designed for Windows.</p>
<p style="text-align: justify;">To Kurt Massey, a former senior marketing manager, Microsoft is the technology’s answer to Sears: “In the 40s, 50s, and 60s, Sears had it nailed. It was top-notch, but now it’s just a barren wasteland. And that’s Microsoft. The company just isn’t cool anymore.”</p>
<p style="text-align: justify;">What is there to learn from the Microsoft case? That things always change? That we have to be open-minded and at pace with technology? That performance reviews should be a combination of the current performance and future potential? Or that the employees should be listened to from times to time? Or all the above?</p>
References:

Vanity Fair (2012), Microsoft’s downfall: Inside the executive e-mails and cannibalistic culture that felled a tech giant, available at:  <a href="http://www.vanityfair.com/online/daily/2012/07/microsoft-downfall-emails-steve-ballmer.print" target="_blank">http://www.vanityfair.com/online/daily/2012/07/microsoft-downfall-emails-steve-ballmer.print</a>]]></content:encoded>
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<title>Failure: Is it an option?</title>
<link>http://www.smartkpis.com/blog/failure-is-it-an-option/</link>
<pubDate>Wed, 24 Apr 2013 12:01:42 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[failure]]></category>

		<category domain="tag" nicename="failure"><![CDATA[failure]]></category>

		<category domain="tag"><![CDATA[Knowledge and Innovation]]></category>

		<category domain="tag" nicename="knowledge-and-innovation"><![CDATA[Knowledge and Innovation]]></category>

		<category domain="tag"><![CDATA[learning]]></category>

		<category domain="tag" nicename="learning"><![CDATA[learning]]></category>

		<category domain="tag"><![CDATA[Theory]]></category>

		<category domain="tag" nicename="theory"><![CDATA[Theory]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10090</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: right;">“There are no secrets to success. It is the result of preparation, hard work, and learning from failure.” (Colin Powell)</p>
<p style="text-align: justify;">What FINAO stands for? It is an acronym for Failure Is Not An Option. In the military or in hospitals, indeed failure cannot be an option because there are so many lives depending on every decision. But, in the world of business and innovation, failure should always be taken into account.</p>
<p style="text-align: justify;">However, a lot of companies use the same mantra as a head quote for their business. They do not consider or they treat with shallowness the possibility of failure, as well as its consequences, and when it comes, it hits them harder than they could imagine.</p>
<p style="text-align: justify;"><!--more-->How should companies proceed when it comes to failure? First, they should find a proper definition and establish clearly what failure means to them. Nowadays, in most organizations, failure means:</p>
<p style="text-align: justify;">-          Bad reflection on the company</p>
<p style="text-align: justify;">-          Bad reflection on the career</p>
<p style="text-align: justify;">-          A one-time thing because it has terrible consequences</p>
<p style="text-align: justify;">-          An end point</p>
<p style="text-align: justify;">-          Great costs</p>
<p style="text-align: justify;">-          Unpredictability</p>
<p style="text-align: justify;">From the above ‘definitions’ it appears that only success is accepted. Would that mean that if you fail once, you shouldn’t try again because, well, you already saw it didn’t work? No. What would have happened if Apple had stopped because they have encountered ‘some’ difficulties? No iPhone, iPad or other i… for us today. And this is by far the worst example I could come up with, but the only one that came to my mind on such a short notice.</p>
<p style="text-align: justify;">We all know that failure is important to innovation because we learn from our mistakes. But we have to keep in mind the conditions in which failure is acceptable. I read an interesting quote today: “If I tell you to ride a horse and you fall, the next time I have to ask somebody to do it, I would still pick you, because you already know how to fall.” (Andreas Holler – Manager for Adama)</p>
<p style="text-align: justify;">If some characteristics can be established, then failure could actually be meaningful and people could learn a lot more:</p>
<p style="text-align: justify;">Failure:</p>
<p style="text-align: justify;">-          is contained and inexpensive</p>
<p style="text-align: justify;">-          is a likely outcome</p>
<p style="text-align: justify;">-          is not an end point</p>
<p style="text-align: justify;">-          is a part of the learning and developing process</p>
<p style="text-align: justify;">-          is predictable</p>
<p style="text-align: justify;">-          due to those mentioned above, it can be accepted ‘gracefully’</p>
<p style="text-align: justify;">Seen as a part of the learning process, it doesn’t look so bad, does it? Because, ultimately, it leads to new insights, knowledge or even a new product (if the case). So, rather than having a big, risky and unplanned failure, experiments should be created with some small, contained and predictable failures that afterwards lead to greater success.</p>
<p style="text-align: justify;">References:</p>
<p style="text-align: left;">Phillips, J. (2010), Failure must always be an option, available at: <a href="http://www.innovationexcellence.com/blog/2010/12/09/failure-must-always-be-an-option/">http://www.innovationexcellence.com/blog/2010/12/09/failure-must-always-be-an-option/</a></p>
<p style="text-align: left;">Farmery, A. (2012), Why failure is an option, available at: <a href="http://www.theengagingbrand.com/2012/11/why-failure-is-an-option.html">http://www.theengagingbrand.com/2012/11/why-failure-is-an-option.html</a></p>
<p style="text-align: left;">Porter-Magee,K. (2012), Failure is (and must be) an option, available at: <a href="http://www.edexcellence.net/commentary/education-gadfly-daily/common-core-watch/2012/failure-is-and-must-be-an-option.html">http://www.edexcellence.net/commentary/education-gadfly-daily/common-core-watch/2012/failure-is-and-must-be-an-option.html</a></p>]]></content:encoded>
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<wp:post_id>10090</wp:post_id>
<wp:post_date>2013-04-24 23:01:42</wp:post_date>
<wp:post_date_gmt>2013-04-24 12:01:42</wp:post_date_gmt>
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<title>Towards excellent performance reviews</title>
<link>http://www.smartkpis.com/blog/towards-excellent-performance-reviews/</link>
<pubDate>Fri, 26 Apr 2013 12:47:28 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance review]]></category>

		<category domain="tag" nicename="performance-review"><![CDATA[Performance review]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10098</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">If you mention the words “performance reviews” into an office, you will observe how most of the employees will either groan, or make faces. And that is because everyone sees the yearly performance measurement as a painful experience.<a href="http://www.smartkpis.com/blog/wp-content/uploads/performance-review1.jpg"><img class="aligncenter size-full wp-image-10102" title="performance-review" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/performance-review1.jpg" width="480" height="320" /></a></p>
<p style="text-align: justify;"><!--more-->Why would that be?</p>
<p style="text-align: justify;">First, employees think that these assessments - performance evaluations, performance management, employee evaluations, employee appraisals or whatever they are called in different organizations - involve unpleasant surprises and that the feedback is sometimes irrelevant. Second, managers consider they make their schedule even busier, as they are responsible with all the paperwork required and third, in the eyes of the executives, they seem a necessary evil.</p>
<p style="text-align: justify;">However, this doesn’t mean that they are uncalled for. On the contrary, they are recommended in order to hold the employees accountable for their work, actions and objectives.</p>
<p style="text-align: justify;">There are two ways of looking at this matter: you either see performance evaluations as the most stressful aspect of management (and this is not going to be helpful at all), or you see it as a simple, logical and satisfying process. In other words, regardless of the position you have in your organization, you should focus on the bright sight of things. If you follow four simple steps, you might end up even enjoying the performance reviews. These steps are destined both to employees and managers.</p>

<ol style="text-align: justify;">
	<li>Think outside the box. Establish your objectives clearly – they have to be realistic, measurable and agreed-upon. This is the very core of a sound performance management. If you know your objectives, then you know where you’re going; therefore, you can plan ahead and be more involved in your actions. Thus you can even develop certain competences, so it’s nothing but a win-win: the organization wins performance and the employees knowledge. If  in addition, the objectives are metrically based and easily measurable, you are on the right track. The more specific you are, the less room you have for mistakes.</li>
	<li>Search, search and…research. In order to have clear objectives, you have to do a thorough documentation. You have to know all the information regarding the projects you’re working on (actually this goes without saying). In addition, you should keep a log of your work. Note both the good and the bad things. Note the problems you have had in resolving a certain situation. If it went smoothly, even better. But you should know what you have to work at, what you should improve and what you are really good at. A basic example of the log: the task; the objectives; the resolution part: what went well and what not – problems you encountered (if any).</li>
	<li>Formal mid-year evaluation (managers pay attention – this mostly regards you). Although there is no general rule, it might be good to also organize a formal evaluation at the middle of the year, not only at the end of it, so that you gather the necessary data and see how the employees are doing so far. Thus, the process will be a lot easier when you get to year end. This doesn’t mean that your organization cannot organize other informal assessments throughout the year, the idea is to have two formal evaluations (if there are a lot more, this may put pressure on your employees, and you do not want them to be stressed out).</li>
	<li>Frequent meetings with good feedback. Feedback is important because it helps you catch the problems you have in time and to address them, thus being more productive at work and improving your own skills. Feedback should focus both on positive and negative sides, and it should also mention possible solutions for the person receiving it. Moreover, this encourages communication, both between co-workers and between employees and managers. As you already know, communication is the key to a successful relationship.</li>
</ol>
<p style="text-align: justify;">So, to draw a line and arrive to our conclusion, all you have to do is prepare yourself thoroughly and have confidence in yourself. And without even noticing, the performance reviews would have passed.</p>
<p style="text-align: justify;">References:</p>
<p style="text-align: left;">1. Lipman, V. (2012), 4 Steps to painless (and effective) performance evaluations, available at: <a href="http://www.forbes.com/sites/victorlipman/2012/10/04/4-steps-to-painless-and-effective-performance-evaluations/">http://www.forbes.com/sites/victorlipman/2012/10/04/4-steps-to-painless-and-effective-performance-evaluations/</a></p>
<p style="text-align: left;">2. Wkerman, C. (2013), The evolution of performance management, available at: <a href="http://www.smartkpis.com/blog/wp-admin/post.php?action=edit&amp;post=10098&amp;message=10">http://www.smartkpis.com/blog/wp-admin/post.php?action=edit&amp;post=10098&amp;message=10</a></p>]]></content:encoded>
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<wp:post_id>10098</wp:post_id>
<wp:post_date>2013-04-26 23:47:28</wp:post_date>
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<title>The best hospitals in the world</title>
<link>http://www.smartkpis.com/blog/the-best-hospitals-in-the-world/</link>
<pubDate>Tue, 30 Apr 2013 08:30:56 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Top 10 Hospitals]]></category>

		<category domain="tag" nicename="top-10-hospitals"><![CDATA[Top 10 Hospitals]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10112</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">People are driven by ambition and we all want to be the best: the best employee, the best company. And we want the best for us: the best phone, the best car, the best house. But what about our health? Although sometimes taken as granted, we have to admit that it is the most precious thing we have because without it, we cannot be the best. So, if we get sick, then probably we want the best care in the world. But which hospitals are the best in the world?</p>
<p style="text-align: justify;">According to healthcareglobal.com, five of the best hospitals in the world are in U.S., three in Europe and two in Asia. The top contains the best 10 hospitals in the world, taking into account aspects like specialization, medical innovation, research, teaching, patient care, recovery and medical tourism. The top also considers their surface, conditions and how eco-friendly they are.<a href="http://www.smartkpis.com/blog/wp-content/uploads/Hospital.jpg"><img class="aligncenter size-full wp-image-10113" title="Hospital" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Hospital.jpg" width="519" height="600" /></a><!--more-->The top:</p>
<p style="text-align: justify;">1. Best in the world: Johns Hopkins Hospital, Baltimore, U.S</p>
<p style="text-align: justify;">This hospital has earned its name and the first position in this top. Over the last 20 years, it has been number one in the <em>U.S News and World Report</em> hospital ranking, as it has provided the best services in medical care, teaching and research.</p>
<p style="text-align: justify;">In what concerns the medical innovation, suffice to say it was the first to perform the first male-female sex reassignment. And this is not even by far the most impressive thing. The discovery of restriction enzymes and their application to problems of molecular genetics, made by Werner Arber, Daniel Nathans and Hamilton O. Smith – winning  the Nobel Prize in Physiology or Medicine in 1978 for it – was made in this hospital, using its resources, obviously. This discovery basically laid at the very core of the genetic engineering industry.</p>
<p style="text-align: justify;">According to its ranking, the Johns Hopkins Hospital is in top 5 for 15 out of 16 specialties. It is ranked number one for gynecology, neurology and neurosurgery, urology and rheumatology.</p>
<p style="text-align: justify;">2<strong>. </strong>Largest hospital: Chris Hani Baragwanath Hospital, Johannesburg, South Africa</p>
<p style="text-align: justify;">This hospital is the largest hospital in the world: it has 172 buildings, which cover 173 acres and provide  2, 964 patient beds. It serves 3.5 million people in the Soweto area of South Africa, provides 50% of hospital services in Southern Gauteng and it has 5, 000 people employed.</p>
<p style="text-align: justify;">3. Medical innovations: Stanford Hospitals and Clinics</p>
<p style="text-align: justify;">Here, the first successful heart-lung transplant in the world was performed, as well as the first adult heart transplant in America. This hospital is known around the globe for its medical advances and pioneering treatments, for incorporating medical breakthrough into patient care.</p>
<p style="text-align: justify;">4. Children’s hospital: Great Ormond Street Hospital, London, UK</p>
<p style="text-align: justify;">The Great Ormond Street Hospital was founded in 1852 and it was the first hospital in the English speaking world to provide services for children only, now being one of the world’s leading hospitals in this area. It has become internationally famous especially after receiving the copyrights to J.M. Barrie’s Peter Pan, with the condition that the amounts earned are not disclosed.</p>
<p style="text-align: justify;">5. Cancer care treatment: University of Texas MD Anderson Cancer Center, Houston, U.S</p>
<p style="text-align: justify;">The <em>U.S News and World Report</em> has considered this hospital the best in cancer treatment seven out of the past nine years. The groundbreaking knowledge is quickly transferred and adapted to its clinical patients and in 2010, more than $547 million were invested in research.</p>
<p style="text-align: justify;">6. Medical training: Harvard Medical School, Boston, U.s</p>
<p style="text-align: justify;">Apparently Harvard is the best in every kind of training, whether it is law or medicine. Harvard Med is famous for its research levels and for the primary care it offers. Of course, the budget cannot be overlooked: annually, it spends around $600 million. As they stated, their mission is to “create and nurture a diverse community of the best people committed to leadership in alleviating human suffering caused by disease”.</p>
<p style="text-align: justify;"><strong>7. </strong>Environmentally friendly: Karolinska Hospital, Stockholm, Sweden</p>
<p style="text-align: justify;">Although still in renovation – which costs €1.8 billion – the 70 year-old hospital is going to be in 2016 “the world’s most environmentally friendly university hospital”, using half of the electricity of the existing hospital, as it’s going to use wind turbines and solar panels.</p>
<p style="text-align: justify;">8. Rehabilitation: The Priory, UK</p>
<p style="text-align: justify;">Famous for its VIP clients, it’s the leader in Europe for its rehabilitation services. It offers first-class treatment for addiction and mental health conditions, as well as psychological and psychiatric services. Most of the patients, more specifically, 96%, declared themselves as being “very satisfied” with the treatment and the conditions offered.</p>
<p style="text-align: justify;">9. Medical tourism: Bumrungrad International Hospital, Bangcock, Thainlad</p>
<p style="text-align: justify;">This hospital treats more than 400, 000 medical tourism patients every year, being known in the entire world for this fact. Patients receive internationally acclaimed medical procedures in a high-class setting compared to a 5 star hotel. It even has an in-house travel agency to organize Visa extensions and its own interpreters to help the international patients and the doctors communicate.</p>
<p style="text-align: justify;">10.  Most luxurious hospital: Cedars-Sinai Medical Center, Los Angeles, U.S</p>
<p style="text-align: justify;">Celebrities love this hospital. The eight floor has 32 “Super Deluxe Suites”, which offer great views over the Hollywood Hills. The price? $ 912 each. Of course, there are other facilities involved: the patients can admire original Picasso paintings and their food is prepared by a gourmet chef. There are four luxurious OB suites, reserved for celebrities ‘soon-to-be moms’, just as they find out they are pregnant.</p>
References:
<p style="text-align: left;">Smith, A. (2013), Top 10 Hospitals in the world, available at: <a href="http://www.healthcareglobal.com/top_ten/top-10-business/top-10-hospitals">http://www.healthcareglobal.com/top_ten/top-10-business/top-10-hospitals</a></p>]]></content:encoded>
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<wp:post_id>10112</wp:post_id>
<wp:post_date>2013-04-30 19:30:56</wp:post_date>
<wp:post_date_gmt>2013-04-30 08:30:56</wp:post_date_gmt>
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<title>Community indicators for sustainable aging in place</title>
<link>http://www.smartkpis.com/blog/community-indicators-for-sustainable-aging-in-place/</link>
<pubDate>Tue, 07 May 2013 11:12:25 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Personal performance]]></category>

		<category domain="category" nicename="personal-performance"><![CDATA[Personal performance]]></category>

		<category domain="tag"><![CDATA[Aging in Place]]></category>

		<category domain="tag" nicename="aging-in-place"><![CDATA[Aging in Place]]></category>

		<category domain="tag"><![CDATA[MetLife Mature Market Institute]]></category>

		<category domain="tag" nicename="metlife-mature-market-institute"><![CDATA[MetLife Mature Market Institute]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Stanford University Center on Longevity]]></category>

		<category domain="tag" nicename="stanford-university-center-on-longevity"><![CDATA[Stanford University Center on Longevity]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10119</guid>
<description></description>
<content:encoded><![CDATA[What does aging in place mean?

It is the ability to remain in one’s home or community, in spite of potential changes in health and functioning in later life. In a livable community, residents of all ages can maintain their independence and enjoy a high quality of life.
<p style="text-align: justify;">When people hear about this concept, they usually tend to overlook it, especially if they are young or in their prime. But they do not see the entire picture: it can bring benefits not only to the elders, but also to their families, communities and governments, as sustainable aging in place involves helping the older residents remain in their community, thus addressing the long-term economic, social and environmental health of the current and the future generations.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Aging_in_Place.jpg"><img class="aligncenter size-full wp-image-12867" title="Aging_in_Place" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Aging_in_Place.jpg" width="634" height="450" /></a></p>
<p style="text-align: justify;"><!--more-->For older adults, the benefits come from the sense of attachment, familiarity and identity, as they cherish their homes and their neighborhood environment. Studies show that if a person is sent to a nursing home, the quality of life is reduced and the risk of mortality increased, leading to mental distress for their family. Moreover, aging in place is considerably less expensive than an institutional long-term care. Furthermore, the community as a whole can be improved, as older adults can make valuable contribution as neighbors, caregivers and volunteers.</p>
<p style="text-align: justify;">The MetLife Mature Market Institute, in collaboration with the Stanford University Center on Longevity has developed a list of indicators that use information that is already available and adaptable to local governments. Therefore, the governments can examine the needs of their aging population, while maintaining the costs as low as possible. These indicators show how aging in place is influenced by certain community characteristics. These characteristics include a variety of social and physical features that could lead to more livable communities, ease sustainable aging in place for the elders and improve the quality of life for all residents. Communities should adapt these indicators to best suit their needs, while also pointing out what has to be changed.</p>
<p style="text-align: justify;">A livable community:</p>
<p style="text-align: left;">-          offers accessible housing options so that the older adults can have a place to live;</p>
<p style="text-align: left;">-          promotes access to the community, including: safe neighborhoods, safe transportation options, emergency readiness;</p>
<p style="text-align: left;">-          provides support, services and opportunities to participate in the community life: health care, supportive services, general retail, healthy food and social integration.</p>
<p style="text-align: justify;">According to MetLife Mature Market Institute and Stanford University Center on Longevity, specific criteria for the indicators include:</p>
<p style="text-align: justify;">-          strength of research evidence;</p>
<p style="text-align: justify;">-          strength of support by  aging in place experts;</p>
<p style="text-align: justify;">-          ability to measure the indicator using existing data sources;</p>
<p style="text-align: justify;">-          potential for multiple benefits;</p>
<p style="text-align: justify;">-          degree of adaptability to different kinds of communities.</p>
<p style="text-align: justify;">The indicator system developed by the above mentioned institutions represents a first step in understanding how aging in place can be influenced by the community and how both can benefit from one another.</p>
<p style="text-align: justify;">References:</p>
<p style="text-align: left;">MetLife Mature Market Institute and Stanford Center on Longevity (2013), Livable community indicators for sustainable aging in place, available at: <a href="https://www.metlife.com/assets/cao/mmi/publications/studies/2013/mmi-livable-communities-study.pdf">https://www.metlife.com/assets/cao/mmi/publications/studies/2013/mmi-livable-communities-study.pdf</a></p>
<p style="text-align: left;">Image Source: <a href="http://bethepro.com/aging-place-remodeling/">http://bethepro.com/aging-place-remodeling/</a></p>]]></content:encoded>
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<wp:post_id>10119</wp:post_id>
<wp:post_date>2013-05-07 22:12:25</wp:post_date>
<wp:post_date_gmt>2013-05-07 11:12:25</wp:post_date_gmt>
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<title>Top best universities in the world 2011-2012</title>
<link>http://www.smartkpis.com/blog/top-best-universities-in-the-world-2011-2012/</link>
<pubDate>Fri, 10 May 2013 11:50:23 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Academic]]></category>

		<category domain="tag" nicename="academic"><![CDATA[Academic]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Higher Education]]></category>

		<category domain="tag" nicename="higher-education"><![CDATA[Higher Education]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[University]]></category>

		<category domain="tag" nicename="university"><![CDATA[University]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10127</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Everyone has been through this: trying to choose a university that best suits their needs. Fortunately, nowadays people can benefit from official rankings of the best universities in the world. One of the key annual events in the international higher education calendar is represented by the publication of the Times Higher Education Rankings, which helps undergraduates and postgraduates to choose their degree courses form a large “pallet of colors”. Moreover, academics can take informed decisions regarding their career, research teams can identify new partners and university managers can benchmark their performance and set their strategic objectives.</p>
<p style="text-align: justify;"><!--more-->The 2011-2012 ranking published by Times Higher Education and powered by Thompson Reuters, comprises the best universities in the world, relying on input regarding their missions – teaching, research, knowledge transfer and international outlook. The Times Higher Education World Universities Rankings contains the first 400 universities in the world, also classifying them in terms of region and subject.</p>
<p style="text-align: justify;">Although at its 8<sup>th</sup> edition, new approaches were developed during 10 months of open consultations, involving expert input from over 50 leading figures from 15 countries. The rankings used 13 performance indicators, grouped into five main areas:</p>

<ul>
	<li>Teaching – referring to the learning environment (30% of the overall ranking score)</li>
	<li>Researching – volume, income and reputation (30%)</li>
	<li>Citations – research influence (30%)</li>
	<li>Industry income – innovation (2.5%)</li>
	<li>International outlook – staff, students and research (7.5%)</li>
</ul>
During the academic year 2011-2012, the best 10 universities in the world were the following:
<table width="558" border="1" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td width="52">Rank</td>
<td width="205">Institution</td>
<td>Country</td>
<td width="163">Overall score</td>
</tr>
<tr>
<td width="52">1</td>
<td width="205">California Institute of Technology</td>
<td>United States</td>
<td width="163">94.8</td>
</tr>
<tr>
<td width="52">2</td>
<td width="205">Harvard University</td>
<td>United States</td>
<td width="163">93.9</td>
</tr>
<tr>
<td width="52">2</td>
<td width="205">Stanford University</td>
<td>United States</td>
<td width="163">93.9</td>
</tr>
<tr>
<td width="52">4</td>
<td width="205">University of Oxford</td>
<td>United Kingdom</td>
<td width="163">93.6</td>
</tr>
<tr>
<td width="52">5</td>
<td width="205">Princeton University</td>
<td>United States</td>
<td width="163">92.9</td>
</tr>
<tr>
<td width="52">6</td>
<td width="205">University of Cambridge</td>
<td>United Kingdom</td>
<td width="163">92.4</td>
</tr>
<tr>
<td width="52">7</td>
<td style="text-align: left;" width="205">Massachusetts Institute of Technology</td>
<td>United States</td>
<td width="163">92.3</td>
</tr>
<tr>
<td width="52">8</td>
<td width="205">Imperial College London</td>
<td>United Kingdom</td>
<td width="163">90.7</td>
</tr>
<tr>
<td width="52">9</td>
<td width="205">University of Chicago</td>
<td>United States</td>
<td width="163">90.2</td>
</tr>
<tr>
<td width="52">10</td>
<td width="205">University of California, Berkeley</td>
<td>United States</td>
<td width="163">89.8</td>
</tr>
</tbody>
</table>
<span style="text-align: justify;">As it can be seen, the Top 10 is dominated by the U.S with 7 universities, the other 3 spots being occupied by universities from UK.</span>
<p style="text-align: justify;">California Institute of Technology takes the first position, which during the previous year was occupied by Harvard. In Europe, the leading university is Oxford, ranked the 4<sup>th</sup> in the world top. Other European Universities that can be found in top 400 (besides those presented above) are <span style="color: #000000;">ETH Zürich – Swiss Federal Institute of Technology Zürich</span> (Switzerland), Karolinska Institute (Sweden) and Ludwig-Maximilians-Universität München (Germany). These are in top 50.</p>
<p style="text-align: justify;">The Asian leading university is University of Tokyo (rank 30), followed by University of Honk Kong (34). Australia is also in the first 50 positions, with University of Melbourne (37) and Australian National University (38).</p>
<p style="text-align: justify;">For more information regarding the top, check out the official website of Times Higher Education.</p>
<p style="text-align: justify;">References:</p>

<ol>
	<li>THE Times Higher Education (2011), The World University Rankings 2011-2012, available at: <a href="http://www.timeshighereducation.co.uk/world-university-rankings/2011-12/world-ranking">http://www.timeshighereducation.co.uk/world-university-rankings/2011-12/world-ranking</a></li>
	<li>THE Times Higher Education (2011), THE global rankings: Change for the better, available at: <a href="http://www.timeshighereducation.co.uk/world-university-rankings/2011-12/world-ranking/methodology">http://www.timeshighereducation.co.uk/world-university-rankings/2011-12/world-ranking/methodology</a></li>
</ol>]]></content:encoded>
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<wp:post_id>10127</wp:post_id>
<wp:post_date>2013-05-10 22:50:23</wp:post_date>
<wp:post_date_gmt>2013-05-10 11:50:23</wp:post_date_gmt>
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<title>Top Universities 2013 - by reputation   </title>
<link>http://www.smartkpis.com/blog/top-universities-2013%e2%80%a6-by-reputation/</link>
<pubDate>Mon, 13 May 2013 13:03:58 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Academic]]></category>

		<category domain="tag" nicename="academic"><![CDATA[Academic]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Higher Education]]></category>

		<category domain="tag" nicename="higher-education"><![CDATA[Higher Education]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[University]]></category>

		<category domain="tag" nicename="university"><![CDATA[University]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10135</guid>
<description></description>
<content:encoded><![CDATA[Recently, I have posted a top containing the best universities in the world for the academic year 2012-2013. The universities were chosen in terms of academic performance, research, innovation degree and staff, a very complex process involving performance indicators being set in place. I figured I would post an update of the top, given the fact that another year has passed and that the data have been collected. However, the top did not change that much, except the fact that Harvard got its leading position back. So, I decided to post a top of universities … by reputation. But what would be the difference between these two tops? Isn't reputation a "sum-up word” for those mentioned above?

<!--more-->The Times Higher Education World Reputation Rankings basically employ the world’s largest invitation-only academic survey. And that is how the first 100 most powerful universities around the globe are put down into a top. This top is based on subjective judgment. But IT IS the expert judgment of senior, published academics – those who know everything there is to know about excellence in universities.

The 2013 rankings are based on a survey carried out in April last year, receiving 16, 639 responses from 144 countries, these responses being spread among disciplines in a balanced manner: social sciences (22.1%), engineering and technology (21.3 %), physical sciences (18%), clinical subjects (15.4%), life sciences (12.7%), with arts and humanities taking the last position (10.5%).

The scholars are questioned at the level of their subject discipline, obviously. Contrary to what some might expect, they are not asked to rank or to list a large range of institutions, but to name no more than 15 universities that they consider to be the best, based on their experience. For more meaningful responses, they are asked to answer to some “action-based questions”, such as: “Which university would you send your most talented graduates to for the best postgraduate supervision?”

The questionnaire is available in 10 languages and uses data from United Nations in order to ensure that it is properly distributed to best reflect the demographics of world scholarship, while also being spread across academic disciplines. It is administered by IPsos MediaCT, a polling company for Thomson Reuters, data supplier for the ranking of Times Higher Education.

The data collected from the survey was used alongside 11 objective indicators, unveiled last October.

The reputation ranking includes universities based on a general measure of their esteem, combining data on their reputation for research and teaching. The ratio is 2:1, as more attention is given to research because the experts consider that the respondents are more accurate when it comes to this matter.

The first ten Universities, by reputation, are the following:
<table width="588" border="1" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td><strong>Rank</strong></td>
<td width="191"><strong>Institution</strong></td>
<td>Location</td>
<td width="130">Overall score</td>
</tr>
<tr>
<td><strong>1</strong></td>
<td width="191"><strong>Harvard University</strong><strong></strong></td>
<td>United States</td>
<td width="130">100.0</td>
</tr>
<tr>
<td><strong>2</strong></td>
<td width="191"><strong>Massachusetts Institute of Technology</strong><strong></strong></td>
<td>United States</td>
<td width="130">87.6</td>
</tr>
<tr>
<td><strong>3</strong></td>
<td width="191"><strong>University of Cambridge</strong><strong></strong></td>
<td>United Kingdom</td>
<td width="130">81.3</td>
</tr>
<tr>
<td><strong>4</strong></td>
<td width="191"><strong>University of Oxford</strong><strong></strong></td>
<td>United Kingdom</td>
<td width="130">73.0</td>
</tr>
<tr>
<td><strong>5</strong></td>
<td width="191"><strong>University of California, Berkeley</strong><strong></strong></td>
<td>United States</td>
<td width="130">72.4</td>
</tr>
<tr>
<td><strong>6</strong></td>
<td width="191"><strong>Stanford University</strong><strong></strong></td>
<td>United States</td>
<td width="130">70.6</td>
</tr>
<tr>
<td><strong>7</strong></td>
<td width="191"><strong>Princeton University</strong><strong></strong></td>
<td>United States</td>
<td width="130">36.2</td>
</tr>
<tr>
<td><strong>8</strong></td>
<td width="191"><strong>University of California, Los Angeles</strong><strong></strong></td>
<td>United States</td>
<td width="130">35.6</td>
</tr>
<tr>
<td><strong>9</strong></td>
<td width="191"><strong>University of Tokyo</strong><strong></strong></td>
<td>Japan</td>
<td width="130">32.9</td>
</tr>
<tr>
<td><strong>10</strong></td>
<td width="191"><strong>Yale University</strong><strong></strong></td>
<td>United States</td>
<td width="130">32.8</td>
</tr>
</tbody>
</table>
The top contains the best 100 universities, but only the first 50 have been ranked because the differentials between institutions at that point were very narrow. In the second half of the table, the institutions are listed in groups of 10, in alphabetical order.

For further information, I recommend the official site of Times Higher Education.

References:
<ul>
	<li>Times Higher Education (2013), Top universities by reputation 2013, available at: <a href="http://www.timeshighereducation.co.uk/world-university-rankings/2013/reputation-ranking">http://www.timeshighereducation.co.uk/world-university-rankings/2013/reputation-ranking</a></li>
	<li>Times Higher Education (2013), Rankings methodology: Experts recognize these as the best, available at: <a href="http://www.timeshighereducation.co.uk/world-university-rankings/2013/reputation-ranking/methodology">http://www.timeshighereducation.co.uk/world-university-rankings/2013/reputation-ranking/methodology</a></li>
	<li>Thomson Reuters (2012), Methodology and logistics, available at: <a href="http://ip-science.thomsonreuters.com/globalprofilesproject/gpp-reputational/methodology/">http://ip-science.thomsonreuters.com/globalprofilesproject/gpp-reputational/methodology/</a></li>
</ul>]]></content:encoded>
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<title>KPIs in football – How do they work?</title>
<link>http://www.smartkpis.com/blog/kpis-in-football-%e2%80%93-how-do-they-work/</link>
<pubDate>Fri, 17 May 2013 13:20:53 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Football]]></category>

		<category domain="tag" nicename="football"><![CDATA[Football]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Qatar Football Association]]></category>

		<category domain="tag" nicename="qatar-football-association"><![CDATA[Qatar Football Association]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10149</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">A recent article published in <em>The Guardian</em> was related to KPIs in football. What might all that be about? Measuring performance in football? How do you do that? Well, for starters, it’s all about establishing a set of goals that players must achieve in order to gain financial rewards. Then, it goes on to keeping track of all players and recording their every movement. The article presents the example of the Qatar Football Association’s trying to improve the performance measurement of their players and the advice they give for pursuing this target. They say that the method they are currently using is feasible in all football clubs, and that the results do not fail to appear.</p>
<p style="text-align: justify;"><img class="aligncenter" title="Football Field" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/football-performance-coaching-1024x631.jpg" width="614" height="379" /></p>
<p style="text-align: justify;"><!--more-->Assessing performance in a football team is crucial for the game and further winnings. It is important to stimulate players by rewarding their performance, but this should be done according to some well-defined criteria. So let us proceed to the presentation of the method currently used by the Qatar Football Association so that we may have a better understanding of the whole process.</p>
<p style="text-align: justify;">First of all, salaries for football players in Qatar are a lot smaller as compared to those in other regions. Therefore, the players have to show a great deal of interest for the improvement of their performance, followed by concrete attempts to hit targets and visual results. In this respect, Valter Di Salvo, director of football and science of the Qatar Football Association and its Aspire Academy, talks about the implementation of performance-related pay in the Qatar Star League. And the rewards system is constructed as it follows:</p>

<ul style="text-align: justify;">
	<li>40% of the maximum bonus takes into consideration the total number of appearances a player reaches. This means that every presence and activity in games is recorded. Di Salvo says that whether you are a first-team player,  a national team player or play on a regular basis carries a great deal of weight in the final division of bonuses.</li>
	<li>Another 40% is attributed to players’ skill levels, to their commitment to the game and self-improvement as well as to the level of professionalism they show. This share also includes the attendance to training and charity days, and also the fulfillment of media commitments.</li>
	<li>The last 20% are assigned to players’ physical performance. Each player is fitness-tested three times a season and the resulting numbers are then compared to other players.</li>
</ul>
<p style="text-align: justify;">The article also argues the possibility of KPIs being detrimental to a team’s performance, in the sense that some players may be trying to overshadow their team-mates in a vicious attempt to score points for bonuses. This is indeed a real issue, as the desired result of the whole performance assessment and rewarding process does not focus on this. The purpose of the implementation of the performance-related pay, as Blake Wooster (Business Development Director at Prozone) puts it, is to establish incentives that “reward the individual while recognizing the team”.</p>
<p style="text-align: justify;">To put it in a nutshell, the establishment of key performance indicators is becoming more and more efficient in the development of football teams in Qatar. As in every other area of activity, team sports require a constant assessment of performance as to help them decide which aspects require improvement and which are already giving great results.</p>
<p style="text-align: justify;">For further reading, check out the original article.</p>
<p style="text-align: justify;">References:</p>
<p style="text-align: left;">Ingle, S. (2013), KPIs and GPS put the geeks in charge of players' pay packets, <em>The Guardian</em>: <a href="http://www.guardian.co.uk/football/blog/2013/may/12/geeks-players-pay-packets?INTCMP=SRCH">http://www.guardian.co.uk/football/blog/2013/may/12/geeks-players-pay-packets?INTCMP=SRCH</a></p>]]></content:encoded>
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<title>Key performance indicators for professional athletes</title>
<link>http://www.smartkpis.com/blog/key-performance-indicators-for-professional-athletes/</link>
<pubDate>Mon, 20 May 2013 13:31:23 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[KPIs for sports]]></category>

		<category domain="tag" nicename="kpis-for-sports"><![CDATA[KPIs for sports]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10155</guid>
<description></description>
<content:encoded><![CDATA[People are driven by ambition and this means that they want to become better at what they do as time passes. In order to be the best at something, you have to start by monitoring your performance and then find ways to improve it. But the key is the measurement: you have to know what to improve, meaning you have to set goals and then attain them, one by one.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Athletics-field1.jpg"><img class="aligncenter size-full wp-image-10200" title="Athletics-field" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Athletics-field1.jpg" width="600" height="250" /></a>

<!--more-->We talk about performance management and measurement in a lot of fields, from Sales to IT security, for instance. But what about sports? Those performing physical activities at professional levels also need to track their performance in order to be aware of what they have to work on in order to become the best in their field of action. This means that a football player should focus on developing different skills than an athlete. And an athlete, according to his or her category (e.g. track – sprints, middle distance, long distance, hurdles or relays; fields – jumps or throws; road running, mountain running, obstacle races etc.), should train differently. Their needs, their bodies and therefore their goals differ from one another. As a consequence, the tools that help them keep track of their performance need to be different.

As technology and sport come closer day by day, the new measurements and their relationships with success are to become more popular with coaches.

In today’s post, I am going to focus on those key performance indicators that are of use for Men’s 110m hurdles. Unfortunately, in this category, not much has changed since Renaldo Nehemiah’s extraordinary performance from 20 years ago: he managed to run the high hurdles in less than 13 seconds. Maybe the reason for this stagnation is the fact that there is a lack of meaningful split data for hurdles over touchdowns. While touchdowns are accepted measures to evaluate the hurdle clearance performance, they are not very complete since hurdle mechanics repeat 10x during a race and thus, small changes that might occur to hurdle clearance can turn into significant changes in the race. Below, there are the five key performance indicators in sprint hurdles for 110m:
<ol>
	<li>Air time: the period of time from toe off of the trail leg to lead leg touchdown</li>
	<li>Flight distance: the length from take-off of the trail leg to touchdown of the lead leg</li>
	<li>Pelvic projection: the distance from mid stance phase of the center of the pelvis to the highest point of the flight plan</li>
	<li>Apex displacement: The distance from the highest point of the flight path to the hurdle</li>
	<li>Hurdle Cycle Split: The duration of time between one complete hurdle sequences. Touchdowns are an example of one hurdle cycle but other options exist.</li>
</ol>
A combination of all the above mentioned measures will most likely lead to a great hurdle practice and performance. Also, measuring the angles and reviewing the sequence between opposing arms and legs, as well as the body posture during sprinting and hurdle clearance can create valuable insight, especially if the results are compared with previous performances of the athlete and with those of other athletes.

All in all, the indicators have the role to create the best hurdling technique, which lies in combining the necessary mechanics to safely position the athlete to run in and out of a 42 inch barrier ten times. In order to improve the athlete’s performance, it is essential for the coaches to understand that the main purpose of this technique is to decrease all aspects of hurdling time, the time in the air and on the ground being included. On short, they must provide practices and training elements that diminish the ground contact and the time spent in the air, by exposing the athletes to methods that encourage efficiency and power.

As a general conclusion, it is important to keep in mind the fact that through hard work, determination and motivation one can succeed. But those who work efficiently, monitoring their own performance and their progress, will be the ones to win the race. Because, after all, it is the winner that matters, and not those who took the lead the first half of the race.

References
<p style="text-align: left;">Valle, C. (2011), Key performance indicators for the men’s 110m hurdles, available at: <a href="http://speedendurance.com/2011/08/24/key-performance-indicators-men-110m-high-hurdles/">http://speedendurance.com/2011/08/24/key-performance-indicators-men-110m-high-hurdles/</a></p>]]></content:encoded>
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<title>The most attractive employers in the world</title>
<link>http://www.smartkpis.com/blog/the-most-attractive-employers-in-the-world/</link>
<pubDate>Tue, 21 May 2013 12:15:29 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Employer Branding]]></category>

		<category domain="tag" nicename="employer-branding"><![CDATA[Employer Branding]]></category>

		<category domain="tag"><![CDATA[Google]]></category>

		<category domain="tag" nicename="google"><![CDATA[Google]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Top Employers]]></category>

		<category domain="tag" nicename="top-employers"><![CDATA[Top Employers]]></category>

		<category domain="tag"><![CDATA[Universum]]></category>

		<category domain="tag" nicename="universum"><![CDATA[Universum]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10162</guid>
<description></description>
<content:encoded><![CDATA[Which employers are the best in the world? Obviously, this information is of great interest for both employees and potential employees, as for companies themselves because attracting, hiring and retaining the best people – one of the top priorities for today’s organizations – depend on the company’s image. Therefore, employer studies are conducted in order to inform all the categories in their matter of interest, whether it’s an unemployed person that tries to choose between two or more companies or a company interested on how it is perceived on the labor market.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/images-1.jpg"><img class="aligncenter size-full wp-image-12419" title="Google" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/images-1.jpg" width="634" height="400" /></a></p>
<!--more-->Nowadays, when the competition for talent is fierce in any industry and region, employer branding is important for every employer, with no regards to the size of the organization, as opposed to past years when only the biggest companies were concerned with such an issue. The CEOs take this topic very seriously  because they know it is important for their own success. As a result, they are developing long-term employer branding strategies that are focused, professional and specially created to meet their needs.

Universum Global, a pioneer in employer branding, publishes every year a top of the most attractive employers. The top measures how frequently a company was selected as an ‘Ideal Employer’, highlighting the world’s most powerful employer brands – those companies that are the best at drawing and retaining talents. The World’s Most Attractive Employers Index 2012 is based on the preferences of over 144 000 career seekers having a business or an engineering background from one of the world’s 12 leading economies. This top is divided, as one might guess from the previous sentence, into two categories – business and engineering – and it reveals how attractive companies are in terms of employment. We might infer that it basically reveals their potential to lead tomorrow’s world.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/APAC-Top-50-2013.jpg"><img class="aligncenter size-full wp-image-12420" title="APAC-Top-50-2013" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/APAC-Top-50-2013.jpg" width="276" height="269" /></a>

Below, the first 10 companies in business and engineering. To see the entire top, visit the official site of Universum Global.
<table width="100%" border="0" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td><strong>Company (Engineering)</strong></td>
<td width="59"><strong>Ranking 2012</strong></td>
<td width="59"></td>
<td><strong>Company (Business)</strong></td>
<td width="59"><strong>Ranking 2012</strong></td>
</tr>
<tr>
<td>Google</td>
<td>1</td>
<td></td>
<td>Google</td>
<td>1</td>
</tr>
<tr>
<td>IBM</td>
<td>2</td>
<td></td>
<td>KPMG</td>
<td>2</td>
</tr>
<tr>
<td>Microsoft</td>
<td>3</td>
<td></td>
<td>Procter &amp; Gamble</td>
<td>3</td>
</tr>
<tr>
<td>BMW</td>
<td>4</td>
<td></td>
<td>Microsoft</td>
<td>4</td>
</tr>
<tr>
<td>Intel</td>
<td>5</td>
<td></td>
<td>Deloitte</td>
<td>5</td>
</tr>
<tr>
<td>General Electric</td>
<td>6</td>
<td></td>
<td>Ernst &amp; Young</td>
<td>6</td>
</tr>
<tr>
<td>Siemens</td>
<td>7</td>
<td></td>
<td>PwC</td>
<td>7</td>
</tr>
<tr>
<td>Apple</td>
<td>8</td>
<td></td>
<td>J.P. Morgan</td>
<td>8</td>
</tr>
<tr>
<td>Sony</td>
<td>9</td>
<td></td>
<td>The Coca-Cola Company</td>
<td>9</td>
</tr>
<tr>
<td>Procter &amp; Gamble</td>
<td>10</td>
<td></td>
<td>Goldman Sachs</td>
<td>10</td>
</tr>
</tbody>
</table>
<h4><span style="font-weight: normal;"><em>References:</em></span></h4>
<p style="text-align: left;">1. Welinder, E. (2012), Google is the world’s most attractive employer, available at: <a href="http://www.universumglobal.com/stored-images/d1/d1ab7acf-1f7c-4cc0-9dba-edef590321a5.pdf">http://www.universumglobal.com/stored-images/d1/d1ab7acf-1f7c-4cc0-9dba-edef590321a5.pdf</a></p>
<p style="text-align: left;">2. Universum Global (n.d.), About employer branding, available at: <a href="http://www.universumglobal.com/Employer-Branding---Universum/About-Employer-Branding">http://www.universumglobal.com/Employer-Branding---Universum/About-Employer-Branding</a></p>
<p style="text-align: left;"><em>Image Sources:</em></p>
<p style="text-align: left;"><a href="http://www.headhoncha.com/2012_12_01_archive.html">http://www.headhoncha.com/2012_12_01_archive.html</a></p>
<p style="text-align: left;"><a href="http://asiahrblog.com/2013/09/worlds-most-attractive-employers-2013-who-is-in-in-asia/">http://asiahrblog.com/2013/09/worlds-most-attractive-employers-2013-who-is-in-in-asia/</a></p>]]></content:encoded>
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<title>Moneyball – Lessons from baseball</title>
<link>http://www.smartkpis.com/blog/moneyball-%e2%80%93-lessons-from-baseball/</link>
<pubDate>Mon, 27 May 2013 09:42:08 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Book review]]></category>

		<category domain="tag" nicename="book-review"><![CDATA[Book review]]></category>

		<category domain="tag"><![CDATA[Lagging]]></category>

		<category domain="tag" nicename="lagging"><![CDATA[Lagging]]></category>

		<category domain="tag"><![CDATA[Leading]]></category>

		<category domain="tag" nicename="leading"><![CDATA[Leading]]></category>

		<category domain="tag"><![CDATA[Michael Lewis]]></category>

		<category domain="tag" nicename="michael-lewis"><![CDATA[Michael Lewis]]></category>

		<category domain="tag"><![CDATA[Moneyball: The art of winning an unfair game]]></category>

		<category domain="tag" nicename="moneyball-the-art-of-winning-an-unfair-game"><![CDATA[Moneyball: The art of winning an unfair game]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10177</guid>
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<content:encoded><![CDATA[The subject of the book <em>Moneyball: The art of winning an unfair game</em>, written by Michael Lewis and published in 2003, revolves around the Oakland Athletics baseball team and its manager, Billy Beane. In 2011, a film based on the book was released, starring Brad Pitt.

Whether you have read the book or seen the movie, the message you must have stumbled upon is the same: <em>Moneyball </em>delivers a business lesson. You have to know your limits, establish your objectives and create business strategy to attain your goals.<img class="aligncenter" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/baseball-catch.gif" width="580" height="387" />

<!--more-->The team had a restraint budget and only some talented superstars who were not team players at all. Basically, what Billy Beane (the head coach) did was to take a look at the entire picture and see what had to be done. He came up with a strategic plan based on competitive drivers.

But before explaining his tactics, a short insight on performance indicators. They are of two types: leading and lagging. Leading indicators signal future events, while lagging indicators present information that follow an event, telling us how we did in the measured circumstances. While it is important to know how the company is doing, it is equally important, or even more, to know where it is going. Using only lagging indicators is like looking in a rear mirror while driving a car and reacting to obstacles without actually knowing what you are reacting to until after you have stumbled upon them, without planning ahead. For instance, most business usually check out the financial statements once a month and try to figure out what to do. Using both types regularly (with a slight emphasis on leading indicators) is very important because it helps a great deal the cash flow planning purposes and the strategic decision making.

And, on short, that it is what Beane did. He planned ahead. In addition, as opposed to ‘old school’ scouts, who did not pay attention to statistics, but rather to the athletes’ physical abilities, such as speed, quickness, arm strength, hitting ability and toughness, Beane did not put a great emphasis on their body and physical tools. Instead, he focused his attention on two questions: “Does the player get on base? Can he hit?”. According to Lewis, Beane based his drafting of position players and hitters on certain statistics, which included on-base percentage and slugging percentage. By combining these two, he created a new statistic: ‘on base plus slugging’. Moreover, an athlete’s power was not of primary importance for Beane. He thought that this can be developed, as opposed to the patience at plate and the ability to get on base.

Although this approach didn’t work as expected at the beginning, he trusted it and went on with it. This is the problem with implementing a new campaign or a new plan: it gets worse before getting better. Like a pill: to recover from an illness, first you have to endure its awful, bitter taste. The result? His team managed to win 20 games in a row. A record!

Business leaders should learn from this example. Because developing new strategies to attain your goals can go even better than one might first expect. All you have to do is trust the process, be confident and give it a little time to see whether results appear or not. Look and plan ahead, as you see the obstacles so that when you encounter them, you know what to do to make the most out of them.

References:
<p style="text-align: left;">1. Gotts, I. (2009), Leading indicators vs. lagging indicators, available at: <a href="http://www.bptrends.com/publicationfiles/TWO%2003-09-ART-Leading%20vs%20Lagging-Gotts-final.doc.pdf">http://www.bptrends.com/publicationfiles/TWO%2003-09-ART-Leading%20vs%20Lagging-Gotts-final.doc.pdf</a></p>
<p style="text-align: left;">2. Jarvis, J. F. (2009), A survey of baseball player performance evaluation measures, available at: <a href="http://knology.net/johnfjarvis/runs_survey.html">http://knology.net/johnfjarvis/runs_survey.html</a></p>
<p style="text-align: left;">3. Wassermann, E., Czech, D. R, Wilson M. J and Joyner, A. B. (2005), An examination of the moneyball theory: A baseball statistical analysis, available at: <a href="http://www.thesportjournal.org/article/examination-moneyball-theory-baseball-statistical-analysis">http://www.thesportjournal.org/article/examination-moneyball-theory-baseball-statistical-analysis</a></p>
<p style="text-align: left;">4. Padva, G. (2011), Moneyball and the game of business, available at: <a href="http://30000ft.ca/moneyball-and-the-game-of-business/">http://30000ft.ca/moneyball-and-the-game-of-business/</a></p>]]></content:encoded>
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<wp:post_id>10177</wp:post_id>
<wp:post_date>2013-05-27 20:42:08</wp:post_date>
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<title>Performance management in fashion</title>
<link>http://www.smartkpis.com/blog/performance-management-in-fashion/</link>
<pubDate>Tue, 28 May 2013 09:49:29 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Fashion]]></category>

		<category domain="tag" nicename="fashion"><![CDATA[Fashion]]></category>

		<category domain="tag"><![CDATA[Marks &amp; Spencer]]></category>

		<category domain="tag" nicename="marks-spencer"><![CDATA[Marks &amp; Spencer]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10187</guid>
<description></description>
<content:encoded><![CDATA[When someone hears the word ‘fashion’, he or she automatically thinks of skinny models, catwalk, glamorous life, maybe eating disorders, shallowness or why not, money. But, as usual, there’s more here than meets the eye.

What people seem to forget is that in order to have a (successful) collection, some bullet points need to be ‘checked’. A lot of people are involved, from designers to manufacturers, models to managers and sales persons, for instance.  Just like a very complex, well-oiled machine. The fashion industry is just like any other industry. Brands have to be creative, to impose themselves on the market, to attract clients and to sell their products.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/website-kpis-seo-success.jpg"><img class="aligncenter" title="website-kpis-seo-success" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/website-kpis-seo-success.jpg" width="634" height="400" /></a></p>
<!--more-->Because <em>l'haute couture</em> is not something that everyone can afford, as most of the creations are custom-made and from high-quality, expensive fabric, sewn with extreme attention by the most experienced and capable seamstresses, we take our heads off the clouds and continue with one of the most famous retailers (and also affordable).

Let’s take a look at Marks &amp; Spencer, one of the leading retailers in the UK, having over 21 million customers in their stores, every week. They sell high quality clothing, home products and… food (as surprisingly as that may seem).

Lately, although the progress of the company was a bit altered by the well-known recession, they were able to keep their heads up, even emerging in a stronger position, as they managed their costs with prudence, responded to the customers’ needs and respected their core values. Basically, while tackling the short-term issues caused by the downturn, the company remained focused on the long-term strategy. Thus, they came up with a project, called Project 2020, which has the main objective to create long term sustainable growth in shareholder value, by aiming at increasing the pace of change and the operational execution, turning the company into a multi-channel retailer as fast as possible and driving the international business.

To monitor the financial performance, key performance indicators have been used, such as Group Revenue or Adjusted Group operating profit, both at national and international level. Also, analyses of the markets they operate on have been made, and it can be seen that in terms of clothing and footwear, they managed to grow their value market share. Moreover, they monitor the customer visits and calculate the average footfall by analyzing the ratios between visits and sales. Half of the stores have cameras which help with this monitoring and for those that do not have cameras installed, they apply the figures obtained in the other stores. Furthermore, mystery shoppers visit the stores once a month in order to get a glimpse on the levels of service, taking into account factors such as how staff welcome the customers nad how the store environment is managed.

So, as it can be seen, the fashion industry hides a lot of ‘secrets’, as besides designing a new collection, a lot of other factors impact the success of a brand. Companies have to take into account short term-objectives, as well as the long-term strategy, while also knowing how they’re currently doing on the market.

References: Marks &amp; Spencer (2010), Your annual report and financial statements 2010, available at: <a href="http://corporate.marksandspencer.com/documents/publications/2010/annual_report_2010">http://corporate.marksandspencer.com/documents/publications/2010/annual_report_2010</a>]]></content:encoded>
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<title>Strategy and execution in organizations</title>
<link>http://www.smartkpis.com/blog/strategy-and-execution-in-organizations/</link>
<pubDate>Thu, 30 May 2013 09:37:29 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Booz &amp; Company]]></category>

		<category domain="tag" nicename="booz-company"><![CDATA[Booz &amp; Company]]></category>

		<category domain="tag"><![CDATA[Cesare Mainardi]]></category>

		<category domain="tag" nicename="cesare-mainardi"><![CDATA[Cesare Mainardi]]></category>

		<category domain="tag"><![CDATA[Leadership]]></category>

		<category domain="tag" nicename="leadership"><![CDATA[Leadership]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Richard Rumelt]]></category>

		<category domain="tag" nicename="richard-rumelt"><![CDATA[Richard Rumelt]]></category>

		<category domain="tag"><![CDATA[Successful Strategy Execution]]></category>

		<category domain="tag" nicename="successful-strategy-execution"><![CDATA[Successful Strategy Execution]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10202</guid>
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<content:encoded><![CDATA[Strategies, decisions, choices, visions, implementation. These concepts are found in every organization’s vocabulary. However, not all organizations understand the full meaning of the terms, thus resulting a series of unsatisfactory outcomes. Richard Rumelt, in his book Good Strategy / Bad Strategy, talks about the way leaders of organizations misinterpret the meaning of strategy: “Leaders are misleading people (…) They are using this word, this concept, and are not delivering on it.” It is crucial to comprehend the terms and separate them in order to successfully develop and implement an idea in an organization.

Quite often organization leaders have great visions in what regards the way things are to be done in their company. However, a vision is not enough. In order to see a certain idea working it is necessary to do a lot more than just assess information and make decisions. Once the plan is created, the leader is responsible for getting everyone in the company involved in the implementation process. It is primordial to structure the plan and assign responsibilities, so that everyone knows what they are supposed to do.
<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/strategy.png"><img class="aligncenter size-full wp-image-12787" title="strategy" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/strategy.png" width="541" height="316" /></a><!--more-->It is quite easy to decide on strategy. What stands as a considerable difficulty is execution. And this is one of the most frequent issues in a company. Michel Syrett, author of Successful Strategy Execution, says that the difficulty consists of people thinking of strategy and execution as different things. The two concepts are strictly connected and leaders not knowing this are headed towards a failure of their plan. Once you create a plan, it is important to see it through.</p>
And how does one see a plan through? Well, first of all, by doing a great deal of thinking. In order to make the best decision, one has to create several tangible options from which to choose. Cesare Mainardi, chief executive of Booz &amp; Company, states that the key to execution is a right strategy that meets all abilities and possibilities of the company. Budget holds an important position in the implementation of a plan, and the leader is responsible for an adequate allocation of resources. The necessity of proper allocation should not be neglected, as quite often money tends to be spent on projects that are not urgent or for the benefit of certain departments. Furthermore, all the members of the team should be properly informed about the implementation process. Consulting the team is beneficial to the development of the plan, and much attention should be paid to the feedback and its contribution to the initial plan.

It is important for the well-functioning of an organization to focus on a constant improvement of work processes and especially on getting things done. It’s no good for a company to have a leader with great, outstanding visions if he does not possess the ability and the knowledge to put them in practice. It’s just like having the latest model of an automobile, but not knowing how to drive it and having no choice of destinations.

To put it in a nutshell, one may easily conclude that the best way to lead an organization towards success is to possess the knowledge that gives birth to visions and foremost the ability to turn those visions into real, tangible results.

References:
<ol>
	<li style="text-align: left;">Chynoweth, C. (2011), Spare us a vision, give us a strategy, The Sunday Times Online, available at: <a href="http://www.thesundaytimes.co.uk/sto/public/Appointments/article656063.ece">http://www.thesundaytimes.co.uk/sto/public/Appointments/article656063.ece</a></li>
	<li style="text-align: left;">Chynoweth, C. (2012), Don’t think…just do it!, The Sunday Times Online, available at: <a href="http://www.thesundaytimes.co.uk/sto/public/Appointments/article1066335.ece">http://www.thesundaytimes.co.uk/sto/public/Appointments/article1066335.ece</a></li>
	<li style="text-align: left;">Rumelt, R. (2011), Good Strategy / Bad Strategy: The difference and why it matters, Crown Publishing, available at: <a href="http://www.amazon.com/Good-Strategy-Bad-Difference-Matters/dp/0307886239">http://www.amazon.com/Good-Strategy-Bad-Difference-Matters/dp/0307886239</a></li>
</ol>
Image Source: <a href="http://www.recruitingblogs.com/profiles/blogs/can-your-business-strategy-pass-the-test">http://www.recruitingblogs.com/profiles/blogs/can-your-business-strategy-pass-the-test</a>]]></content:encoded>
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<title>Accelerate! Progress in delivering our full potential</title>
<link>http://www.smartkpis.com/blog/accelerate-progress-in-delivering-our-full-potential/</link>
<pubDate>Mon, 03 Jun 2013 09:14:06 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Dow Jones]]></category>

		<category domain="tag" nicename="dow-jones"><![CDATA[Dow Jones]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Philips]]></category>

		<category domain="tag" nicename="philips"><![CDATA[Philips]]></category>

		<category domain="tag"><![CDATA[Strategy]]></category>

		<category domain="tag" nicename="strategy"><![CDATA[Strategy]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10221</guid>
<description></description>
<content:encoded><![CDATA[“Supersector leader” in the Dow Jones Sustainability Index in 2012 and 2011, and 124 design awards in 2012. How is that possible? By having implemented a realistic performance management approach. Philips Electronics understood the importance of using performance management tools to effectively and efficiently monitor their targets, so as to reach their objectives.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/poza-post2.png"><img class="aligncenter size-full wp-image-10222" title="Key Indicators for Philips" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/poza-post2.png" width="552" height="407" /></a>

<!--more-->Performance management refers to how to monitor, control and manage the strategic and operational direction of an organization. It aims to drive continuous organizational improvement through constant reviewing and taking corrective actions, while continuing to make necessary adjustments within the organization.

In 2001, when the Balanced Scorecard - a specific performance management tool - was introduced at Philips, the project responsible confessed that the aim for adopting this instrument was “to consistently communicate strategy deep down into Philips’ 80 businesses and support more than 10,000 managers with tools to turn strategy into action by sharing knowledge, aligning actions, monitoring progress and learning”.

The Balanced Scorecard is used to evaluate actual performance against targets and to monitor future plans. Philips believed that understanding what drives present performance is the basis for determining how to achieve future results.

Philips’ top management identified the key factors needed to create value, and grouped them under four perspectives: competence (knowledge, technology, leadership and teamwork), process (drivers for performance), customers (value propositions) and financial (value, growth, and productivity).

Through the Balanced Scorecard, company’s vision was aligned and cascaded down throughout the organization. Top management sets annual operational targets, which are translated into goals for the divisions worldwide and objectives at the business unit level. This system links short-term actions with long-term strategy, making employees see how their day-to-day activities help achieve company’s goals.

So, accelerate! Through a comprehensive multi-year change and performance management program, Philips continues to develop and unlock its full potential for long-term success.

References:
<ol>
	<li style="text-align: left;">Philips Electronics (2013), Annual Report 2012: Financial, social and environmental performance, available at: <a href="http://www.annualreport2012.philips.com/downloads/pdf/PhilipsFullAnnualReport2012_English.pdf?rnd=789234">http://www.annualreport2012.philips.com/downloads/pdf/PhilipsFullAnnualReport2012_English.pdf?rnd=789234</a></li>
</ol>
<ol>
	<li>IBS Center for Management Research (2007), Balanced Scorecard implementation at Philips, available at: <a href="http://www.icmrindia.org/casestudies/catalogue/Business%20Strategy/BSTR270.htm">http://www.icmrindia.org/casestudies/catalogue/Business%20Strategy/BSTR270.htm</a></li>
</ol>
<ol>
	<li>Gumbus, A. and Lyons, B. (n.d.), The balanced at Philips Electronics, available at: <a href="http://www.oocities.org/espanol/lionelpineda/bs/bs25.htm">http://www.oocities.org/espanol/lionelpineda/bs/bs25.htm</a></li>
</ol>]]></content:encoded>
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<title>Performance management and measurement in healthcare </title>
<link>http://www.smartkpis.com/blog/performance-management-and-measurement-in-healthcare/</link>
<pubDate>Mon, 03 Jun 2013 09:38:10 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Quality Improvement]]></category>

		<category domain="tag" nicename="quality-improvement"><![CDATA[Quality Improvement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10209</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">In healthcare, performance measurement is very important as many lives depend on the doctors’ performance, and therefore, process perfection should be promoted in this domain, together with productivity. Moreover, the hospital administration needs to know where the hospital is heading; they have to plan the budget, thus being important to consider how much money to invest in research or innovation, for instance, and how much to allocate for medicines or equipment. Furthermore, the mission of the organization should be always kept in mind, just like patient outcomes, which are a way of reflecting the image of the hospital.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Healthcare_1.jpg"><img class="aligncenter size-full wp-image-10210" title="Healthcare_1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Healthcare_1.jpg" width="675" height="449" /></a></p>
<p style="text-align: justify;"><!--more-->So, as it can be seen, it is crucial to set in place a measuring system, because what is measured, gets improved. Quality and performance improvement is a key driver of cost containment and higher value, where quality equals health outcomes. Put in a different way, the drive for better quality of health outcomes and that for increased productivity do not exclude one another. So, when an organization, in this case a medical institution, improves quality, the costs decrease. And this decrease occurs due to the fact that the costs of wasted effort on solving certain problems, correcting medical errors, reassuring dissatisfied patients and reconciling invoices are eliminated. Therefore, productivity gets improved because of the increased use of human capital, technology and working capital that produce good patient outcomes.</p>
<p style="text-align: justify;">Quality and performance metrics should take into account three main perspectives when analyzing the data: operational excellence, value proposition and economic value.</p>
<p style="text-align: justify;">Operational excellence</p>
<p style="text-align: justify;">Defined as the extent to which the core administrative and clinical function are managed correctly, it is a key driver of patient outcomes and economic value as well. Metrics should evaluate how the professional expertise, together with technology and protocols deliver care in a productive manner; they should track throughput, cycle times, costs and defect levels.</p>
<p style="text-align: justify;">Value proposition</p>
<p style="text-align: justify;">Healthcare organizations deliver value to their patients, their families and third party payers. Metrics should evaluate the quality of the healthcare outcomes and whether these outcomes are in favor of the patient or not, over the care cycle. Moreover, they should measure if the needs of the patient have been fulfilled, as well as the extent to which administrative functions satisfy the payers’ requirements.</p>
<p style="text-align: justify;">Economic value</p>
<p style="text-align: justify;">Quality and performance metrics should evaluate whether the healthcare delivery operations provide financial profits, as they have to sustain the activities of the institution and fund its long-term growth. Financial return, financial viability and budget performance are only a few examples of what needs to be measured.</p>
<p style="text-align: justify;">Performance needs to be measured and kept track of because, as Vince Lombardi said, “if winning isn’t everything, why do they keep score?”. And this quote can be applied in any industry, not just in healthcare.</p>
References:
<p style="text-align: left;">1. Lean Six Sigma Healthcare (2012), The value of key performance indicators for healthcare providers, available at: <a href="http://leansixsigmahealthcare.wordpress.com/2012/12/19/the-value-of-key-performance-indicators-for-healthcare-providers/">http://leansixsigmahealthcare.wordpress.com/2012/12/19/the-value-of-key-performance-indicators-for-healthcare-providers/</a></p>
<p style="text-align: left;">2. McCann, E. (2012), Clinical analytics ‘next big thing’, available at: <a href="http://www.healthcareitnews.com/news/survey-clinical-analytics-next-big-thing-health-it">http://www.healthcareitnews.com/news/survey-clinical-analytics-next-big-thing-health-it</a></p>
<p style="text-align: left;">3. Versel, N. (2012), Clinical analytics boosts HER effectiveness, available at: <a href="http://www.informationweek.co.uk/healthcare/clinical-systems/clinical-analytics-boosts-ehr-effectiven/232602439">http://www.informationweek.co.uk/healthcare/clinical-systems/clinical-analytics-boosts-ehr-effectiven/232602439</a></p>]]></content:encoded>
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<title>Create your Better Life Index!</title>
<link>http://www.smartkpis.com/blog/create-your-better-life-index/</link>
<pubDate>Tue, 04 Jun 2013 13:56:37 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Personal performance]]></category>

		<category domain="category" nicename="personal-performance"><![CDATA[Personal performance]]></category>

		<category domain="tag"><![CDATA[Better Life Index]]></category>

		<category domain="tag" nicename="better-life-index"><![CDATA[Better Life Index]]></category>

		<category domain="tag"><![CDATA[Gross National Happiness Index]]></category>

		<category domain="tag" nicename="gross-national-happiness-index"><![CDATA[Gross National Happiness Index]]></category>

		<category domain="tag"><![CDATA[Quality of Life]]></category>

		<category domain="tag" nicename="quality-of-life"><![CDATA[Quality of Life]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10234</guid>
<description></description>
<content:encoded><![CDATA[How do we measure the quality of our lifes? Is the GDP per capita an indication of citizens’ happiness?
<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/life-quality.jpg"><img class="aligncenter size-medium wp-image-10235" title="life quality" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/life-quality-300x258.jpg" width="634" height="488" /></a><span style="font-size: 13px; line-height: 19px;">These are questions that have more than one right answer and there has been a lot of struggle on finding the most adequate KPIs to measure the well-being of societies. The world’s richest countries by GDP, don’t have the best structured societies and systems. For example, based on a Forbes analysis made in 2010, Qatar has the highest GDP per capita, but doesn’t have an equal distribution of its wealth, as some areas are really poor and its economy is based on one resource – oil. Other countries, like Australia (no. 11) or Canada (no. 14) may not be in the top 3, but their wealth is better distributed to the society and they have more solid economies.</span></p>
<!--more-->Over time, innovative methods of measuring the well-being of societies appeared in an attempt to capture all social aspects of the economy. <span style="font-size: 13px; line-height: 19px;">In the ’70 His Majesty the Fourth King of Bhutan, Jigme Singye Wangchuck created the Gross National Happiness Index (GNH) based on nine domains: well-being, health, education ,time use, cultural diversity and resilience, good governance, community vitality, ecological diversity and living standards. The index has 33 indicators and the domains are equally weighted. The 2010 GNH Index reflected that 74% of the Bhutanese are happy and that rural areas do better in community vitality, cultural resilience and good governance than urban areas.</span>

A recent initiative to assess societies belongs to The Organisation for Economic Cooperation and Development (OECD). Through the Better Life Index, citizens can express their opinion regarding what makes their life better. The index takes into consideration 11 dimensions: housing, income, jobs, community, education, civic engagement, health, life satisfaction, safety and work-life balance. Each dimension is reflected  by 3 specific KPIs and their weight in the index is given by the citizen. By accessing the OECD’s website, people can choose what matters most for them and so, build  their own index. Every time an index is created, it will enter a publicly accessible database and comparisons can be done between indexes created by people around the world.

The Better Life Index allows citizens to assess performance of 34 countries in a way that is relevant for them, but the lack of a standard methodology limits the possibility to compare this index over time. The feedback received from citizens can be used in creating a standardized index with pre-set weights for each dimension that can be adopted at international level as an new expression of a nation’s wealth and quality of life.

Until then, make your own Better Life Index and see who scores best!

References:
<ol>
	<li style="text-align: left;"><span style="font-size: 13px; line-height: 19px;">OECD (2013), Better Life Index, available at: </span><a style="font-size: 13px; line-height: 19px;" href="http://www.oecdbetterlifeindex.org/#/20515335553">http://www.oecdbetterlifeindex.org/#/20515335553</a></li>
	<li style="text-align: left;"><span style="font-size: 13px; line-height: 19px;">Grossnationalhappiness.com (2013), GNH Index, available at: </span><a style="font-size: 13px; line-height: 19px;" href="http://www.grossnationalhappiness.com/articles/">http://www.grossnationalhappiness.com/articles/</a></li>
	<li style="text-align: left;"><span style="font-size: 13px; line-height: 19px;">Forbes (2012), The world’s richest countries, available at: </span><a style="font-size: 13px; line-height: 19px;" href="http://www.forbes.com/sites/bethgreenfield/2012/02/22/the-worlds-richest-countries/">http://www.forbes.com/sites/bethgreenfield/2012/02/22/the-worlds-richest-countries/</a></li>
</ol>]]></content:encoded>
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<title>Improving through simplification</title>
<link>http://www.smartkpis.com/blog/improving-through-simplification/</link>
<pubDate>Wed, 05 Jun 2013 08:31:51 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Knowledge and Innovation]]></category>

		<category domain="tag" nicename="knowledge-and-innovation"><![CDATA[Knowledge and Innovation]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Simplification]]></category>

		<category domain="tag" nicename="simplification"><![CDATA[Simplification]]></category>

		<category domain="tag"><![CDATA[Southwest Airlines]]></category>

		<category domain="tag" nicename="southwest-airlines"><![CDATA[Southwest Airlines]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10242</guid>
<description></description>
<content:encoded><![CDATA[Striving for continuous improvement represents the most difficult task that a company is faced with in its road to achieving, and more importantly, maintaining organizational performance. Firms improve their performance by adapting business processes to their specific needs so that they can perform effectively and efficiently.

In the current business world, one of the most daunting challenges enterprises have to deal with is complexity. Be it in the public sector, where bureaucracy has overwhelmed even the most common social and civic services, or in the private sector, where the lack of clear objectives and proper performance management initiatives have managed to make customer services an overly complicated process.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/simplicity.jpg"><img class="aligncenter size-medium wp-image-10243" title="simplicity" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/simplicity-300x218.jpg" width="300" height="218" /></a>

<!--more-->One of the most successful examples of a company achieving profitability through simplification is Southwest Airlines. They changed the general approach used by their competitors. Some of Southwest’s innovations were: one-plane-fits-all approach, point-to-point flying system, lower fares and zero hidden taxes on customers. Adopting a streamlined business plan with clear objectives and a focus on customer and employee satisfaction has led to undeniable success. Yearend financial results for 2012 marked Southwest's 40th consecutive year of profitability.

Streamlining processes is not an easy task by any means, but the results simplification yields make it a must for businesses. A term used by Siegel and Etzkorn in their latest book, “breakthrough simplicity” describes an approach to innovation that is rooted in finding new ways to make everything simpler. This concept implies that today’s innovations represent better customer experiences, and the shortest way to arrive at better customer experiences is simplification.

Simplifying processes makes the company’s values and practices more open and transparent to its customers. The findings of the 2008 MS&amp;L Global Values Study, conducted by MS&amp;L Worldwide and GfK Roper Public Affairs, strengthen its importance. When asked how likely it is that an organization or company can be financially successful by being completely open and honest with the public about their business practices,  consumers in the US (72%) and Sweden (71%) said it was very or somewhat likely, followed by Italy (65%), China (63%), France (55%) and the UK (51%). “This study shows that the correlation between transparent communication and corporate success is very strong and very clear,” said Mark Hass, CEO of MS&amp;L Worldwide.

Simplification is key to making it in today’s complex business world. It requires knowledge, patience and vision, but it heralds success, both financial and social.

“Simple can be harder than complex: You have to work hard to get your thinking clean to make it simple. But it’s worth it in the end because once you get there, you can move mountains.”
― Steve Jobs

References:
<ol>
	<li>Siegel, A. and Etzkorn, I. (2013), Simple: Conquering the crisis of complexity, available at: <a href="http://books.google.com/books?id=N1YSryYXkzUC&amp;dq=Simple:+Conquering+the+Crisis+of+Complexity&amp;source=gbs_navlinks_s">http://books.google.com/books?id=N1YSryYXkzUC&amp;dq=Simple:+Conquering+the+Crisis+of+Complexity&amp;source=gbs_navlinks_s</a></li>
	<li>Gittell, J. (2003), The Southwest Airlines way: Using the power of relationships to achieve high performance, available at: <a href="http://www.theclci.com/resources/TheSouthwestAirlinesWay.PDF">http://www.theclci.com/resources/TheSouthwestAirlinesWay.PDF</a></li>
	<li>MS&amp;L Worldwide (2008), In turbulent economic times, some good news for business: Consumers have realistic expectations for companies, available at: <a href="http://www.mslworldwide.com/in-the-news/press-releases/in-turbulent-economic-times-some-good-news-for-business-consumers-have-realistic-expectations-for-companies-1">http://www.mslworldwide.com/in-the-news/press-releases/in-turbulent-economic-times-some-good-news-for-business-consumers-have-realistic-expectations-for-companies-1</a></li>
</ol>]]></content:encoded>
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<wp:post_id>10242</wp:post_id>
<wp:post_date>2013-06-05 19:31:51</wp:post_date>
<wp:post_date_gmt>2013-06-05 08:31:51</wp:post_date_gmt>
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<title>Good environmental performance</title>
<link>http://www.smartkpis.com/blog/good-environmental-performance/</link>
<pubDate>Wed, 05 Jun 2013 09:43:37 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Environment]]></category>

		<category domain="tag" nicename="environement"><![CDATA[Environment]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10247</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The Industrial Revolution has had a great impact on modern society and its development, but also on nature. Apparently, all good things must come with a price: our lives have become easier, but our planet’s not. So, the downside is the fact that the environment has had a lot to suffer in these past years, mainly because of greenhouse emissions, water waste, soil contamination, habitat destruction and resource use. Unfortunately, these examples are only the tip of the iceberg.<a href="http://www.smartkpis.com/blog/wp-content/uploads/Committed-to-sustainability.jpg"><img class="aligncenter size-full wp-image-10248" title="Committed-to-sustainability" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Committed-to-sustainability.jpg" width="480" height="480" /></a>
<!--more-->To some extent, environmental risks and uncertainties affect all companies, influencing investment decisions, consumer behavior and Government policies. In other words, on long-term, the business may suffer if there is no proper management for energy, natural resources or waste. On the other hand, if they use measurements, while also managing and communicating their environmental performance, they are well placed. However, the CEOs have to keep in mind the fact that the landscape of environmental, sustainability and corporate reasonability can turn out to be quite complex. The use of Key Performance Indicators will help companies to better track, manage and communicate the relations between environmental and financial performance.</p>
<p style="text-align: justify;">Reasons to use environmental KPIs</p>
<p style="text-align: justify;">Basically, what environmental KPIs do is provide businesses with tools for measurement, as they are quantifiable measures reflecting the environmental performance of a company in terms of goals and objectives achievement. Moreover, they help with the strategy implementation by connecting various levels of an organization (units, departments and individuals) and by setting clearly defined targets and benchmarks. Furthermore, there are new regulations, like the Business Review required by the EU Accounts Modernization Directive that ask for environmental issues to be reported using KPIs.</p>
<p style="text-align: justify;">How reporting boundaries should be determined</p>
<p style="text-align: justify;">This process can turn out to be rather complicated. One way of clarifying this issue is the polluter pays principle. This principle simply renders responsible the parties that have caused directly the pollution or used a natural source. By using this model, companies can see what falls under its direct responsibility, for instance, emissions or resources that were used directly.</p>
<p style="text-align: justify;">The direct environmental impacts category includes the greenhouse gas emissions from heating boilers and vehicles, other emissions from any manufacturing operations and the waste produced. Indirect actions on environment include the purchase of finished products, like electricity and outsourced logistics, supplied water or raw materials.
Businesses must report their impacts on the environment, regardless of their type, in order for the system to work as it is supposed to.</p>
<p style="text-align: justify;">It is well known the fact that performance management is crucial for the success of businesses and fortunately, companies can use KPIs to also track their effects on the environment, which means they care about the world they live in and that they are doing their best in order for our planet to have a bright future, while also ensuring that next generations will still be here. Or maybe all they think about is the fact that if the Earth will no longer be able to sustain life, well, their business is, obviously, doomed.</p>
<p style="text-align: justify;">References:</p>
<p style="text-align: left;">Department for Environment, Food and Rural Affairs (2006), Environmental Key Performance Indicators, available at: <a href="http://archive.defra.gov.uk/environment/business/reporting/pdf/envkpi-guidelines.pdf">http://archive.defra.gov.uk/environment/business/reporting/pdf/envkpi-guidelines.pdf</a></p>]]></content:encoded>
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<title>FBI Strategy</title>
<link>http://www.smartkpis.com/blog/fbi-strategy/</link>
<pubDate>Thu, 06 Jun 2013 08:09:59 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[FBI]]></category>

		<category domain="tag" nicename="fbi"><![CDATA[FBI]]></category>

		<category domain="tag"><![CDATA[Government - State / Federal]]></category>

		<category domain="tag" nicename="government-state-federal"><![CDATA[Government - State / Federal]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Strategy management system]]></category>

		<category domain="tag" nicename="strategy-management-system"><![CDATA[Strategy management system]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10255</guid>
<description></description>
<content:encoded><![CDATA[When managing an organization as large and as complex as the FBI, it’s not enough to have only a defined mission and a set of priorities. In order to turn it into an intelligence-driven, threat-based entity, a definitive strategy is required.

After the 9/11 attacks, the FBI Director, Robert Mueller, published a list of priorities, which clearly showed that the Bureau’s intention to fight terrorism was the main priority. But the list was not enough for a long-term organizational change; therefore, a new strategy was needed. In 2006, the Strategy Management System was implemented (SMS) throughout the organization, providing a framework for achieving the FBI’s mission and vision.
<p style="text-align: center;"><img class="aligncenter" title="fbi_logo_twitter" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/fbi_logo_twitter.jpg" width="400" height="414" /></p>
<!--more-->This system allows the Bureau to focus on short term goals, as well as on long-term ones, while also addressing the problem of national security and other daily criminal threats. It makes strategy a part of the daily activities and decision making processes, by using the Balanced Scorecard methodology in order to measure and track performance. The SMS process ensures that all entities across the Bureau establish their objectives based on the way in which they support the overall FBI strategy.

The SMS represents a strategy execution framework, as objectives at multiple levels (enterprise, branch or division) are measured and tracked, while performance is reviewed against attaining those objectives on a quarterly basis.

This system has four components:
<ol>
	<li>Strategic Shifts – describe the strategic changes necessary for the vision attainment;</li>
	<li>Strategy Map – shows the objectives required in order for the strategic shifts to be achieved;</li>
	<li>Scorecard – measures success and informs the FBI leader regarding the progress made in attaining the established objectives;</li>
	<li>Special Projects (initiatives) – improve the strategic performance.</li>
</ol>
Now, a more detailed description of the first two components, as information regarding the other two couldn’t be found.

Strategic Shifts

Mission: from law enforcement to both national security and law enforcement;

Focus: from case-drive to intelligence-driven and threat-focus to ;

Success measurement: from activity-based to impact-based;

Information sharing: timely, secure and relevant sharing;

Intelligence community: from partner to domestic leader;

Scope: from global presence to global impact;

Leadership: from tactical to strategy drives tactics;

Internal and external communications: from unfocused and uncoordinated to, obviously, focused and coordinated;

Organization: from program-focused to workforce development focus;

Human capital: from process-focused to integrated teams;

Workforce culture: from value based on role to value based on contribution;

IT: from disparate IT systems to integrated IT solutions;

Resource management: from budget drives strategy to strategy drives resources.

Strategy Map

The Bureau’s strategy map is divided into four perspectives, each perspective having a set of objectives:

The first perspective – FBI Mission (4 objectives):
<ol>
	<li>Protect US from foreign threats, terrorism and intelligence activity</li>
	<li>Fight criminal activity</li>
	<li>Preserve civil liberties</li>
	<li>Provide leadership, intelligence and law enforcement assistance to their partners</li>
</ol>
The second perspective – FBI Capacity (3 themes, each of it having its objectives – these objectives are not going to be mentioned, as they are too many; for further information, enter the official site of the FBI))
<ol>
	<li>Management Excellence</li>
	<li>Operational Excellence</li>
	<li>Maximize Partnerships</li>
</ol>
The third perspective – Talent and Technology (2 themes, with associated objectives):
<ol>
	<li>Maximize Workforce Success</li>
	<li>Leverage Technology and Science</li>
</ol>
The last perspective – Resource (1 theme, with two objectives)
<ol>
	<li>Optimize resources</li>
</ol>
The strategic shifts and the objectives of the Strategy Map are revised and revalidated every year in order to ensure the fact that they are still accurate and that they reflect the FBI’s strategic aims and efforts.

References:
<p style="text-align: left;">FBI (n.d.), Strategy management – Overview, available at: <a href="http://www.fbi.gov/about-us/strategy-management/overview">http://www.fbi.gov/about-us/strategy-management/overview</a></p>
<p style="text-align: left;">FBI (n.d.), Strategy management – FBI Strategic Shifts, available at: <a href="http://www.fbi.gov/about-us/strategy-management/strategic-shifts">http://www.fbi.gov/about-us/strategy-management/strategic-shifts</a></p>
<p style="text-align: left;">FBI (n.d.), Strategy management -  FBI Strategy Map, available at: <a href="http://www.fbi.gov/about-us/strategy-management/fbi-strategy-map-1">http://www.fbi.gov/about-us/strategy-management/fbi-strategy-map-1</a></p>]]></content:encoded>
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<wp:post_id>10255</wp:post_id>
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<title>Always start with the WHY</title>
<link>http://www.smartkpis.com/blog/always-start-with-the-why/</link>
<pubDate>Thu, 06 Jun 2013 10:23:40 +0000</pubDate>
<dc:creator><![CDATA[teodora.gorski]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Apple]]></category>

		<category domain="tag" nicename="apple"><![CDATA[Apple]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Simon Sinek]]></category>

		<category domain="tag" nicename="simon-sinek"><![CDATA[Simon Sinek]]></category>

		<category domain="tag"><![CDATA[Theory]]></category>

		<category domain="tag" nicename="theory"><![CDATA[Theory]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10260</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: left;">How can companies explain when things don`t go as expected? Their potential customers want to buy brands, not products. That is the reason why in order not to lose out on these people, a company has to articulate not what it does, but the reason why it exists. Therefore companies should start to ask themselves:</p>

<ul>
	<li>Why do we do what we do?</li>
	<li>What do we truly believe?</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/men_meeting2-460x250.jpg"><img class="aligncenter size-full wp-image-12837" title="men_meeting2-460x250" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/men_meeting2-460x250.jpg" width="634" height="350" /></a></p>
<!--more-->Answering these questions, enable companies to have a clear <em><strong>vision and purpose</strong></em><em>, </em>inspiring the organization to be aligned in terms of strategies, business goals and objectives. The lack of having a shared vision results in lack of focus, not having a differentiated value proposition and in most cases, bad decision-making.

Simon Sinek explains the concept of <strong>The Golden Circle</strong>, of Why-How-What, showcasing how successful companies such as Apple, inspire costumer to behave beyond what they are currently doing. He explains how all organizations know <strong>WHAT</strong> they do, in terms of products or the services they offer. Some companies know <strong>HOW</strong> they do it, referring to the things that differentiate them from their competitors. But few organizations know <strong>WHY</strong> they do what they do, the cause or the belief why the organization exists.

A company transmitting to its stakeholders the core beliefs, attracts customers who share those same beliefs and creates a more emotional connection to them, driving behavior of brand trust and ultimately purchase. Customers today take a great number of decisions, like whether to buy something or not, mostly on emotion. Only afterwards do they rationalize those decisions based on actual facts such as: product features or price.

To clarify the concept, Simon Sinek takes the example of Apple and highlights the reason why it is so innovative on long term, while being a computer company, like all other. The thing that allows Apple to sell products beyond computers, is the fact that selling computer is not the thing that defines them, but the belief they stand for. Here is what Apple transmits:
<blockquote>Everything we do, we believe is challenging the status quo, we believe in thinking differently. The way we challenge the status quo is by making our products beautifully designed, simple to use, and user-friendly. We just happen to make great computers. Want to buy one?</blockquote>
For this reason every person is comfortable buying a computer from Apple, but they are also comfortable buying an MP3 player or a phone. Because when a company communicates from the inside out, from the WHY they are doing what they are doing, they talk to the part of the brain that controls the behavior and allows people to rationalize all the tangible things the companies says or does.

<strong>Take time to define WHY of your company.</strong> Align strategies and objective with it. Engage employees with the same beliefs. Transmit your vision to your customers. And remember: “People don`t buy what you do, people buy why you do it.” Simon Sinek.

References:
<ol>
	<li><strong>TED Talks - Simon Sinek: How great leaders inspire action, </strong><strong>avaliable at:</strong><strong> <a href="http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html">http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html</a></strong></li>
	<li><strong>Inspire action: Start with WHY, </strong><strong>available at:</strong><strong> <a href="http://www.startwithwhy.com/">http://www.startwithwhy.com/</a></strong></li>
	<li><strong>Inc Magazine (2012) - Great companies start with WHY</strong>, available at: <a href="http://www.inc.com/tom-searcy/great-companies-start-with-why.html">http://www.inc.com/tom-searcy/great-companies-start-with-why.html</a></li>
</ol>
&nbsp;

<strong>Image Source: <a href="http://operationchurchrescue.com/our-process/">http://operationchurchrescue.com/our-process/</a></strong>]]></content:encoded>
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<wp:post_id>10260</wp:post_id>
<wp:post_date>2013-06-06 21:23:40</wp:post_date>
<wp:post_date_gmt>2013-06-06 10:23:40</wp:post_date_gmt>
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<title>Staying on top</title>
<link>http://www.smartkpis.com/blog/staying-on-top/</link>
<pubDate>Fri, 07 Jun 2013 07:44:26 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[A.G. Lafley]]></category>

		<category domain="tag" nicename="a-g-lafley"><![CDATA[A.G. Lafley]]></category>

		<category domain="tag"><![CDATA[Business Strategy]]></category>

		<category domain="tag" nicename="business-strategy"><![CDATA[Business Strategy]]></category>

		<category domain="tag"><![CDATA[Leadership]]></category>

		<category domain="tag" nicename="leadership"><![CDATA[Leadership]]></category>

		<category domain="tag"><![CDATA[Roger Martin]]></category>

		<category domain="tag" nicename="roger-martin"><![CDATA[Roger Martin]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10276</guid>
<description></description>
<content:encoded><![CDATA[Boss or leader? Which of the two do we want to be?

<span style="text-align: center;">Bosses are quite often seen as an unreachable entity in the company, set aside from the team, like some sort of an outside supervisor. Many companies fail to achieve success due to this negative view. A true leader knows </span><span style="text-align: center;">how to connect with a team and most importantly, he does not order, he demonstrates by doing it himself.</span>
<p style="text-align: center;"><span style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/org-leadership-coaching-web.jpg"><img class="aligncenter size-full wp-image-12835" title="org-leadership-coaching-web" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/org-leadership-coaching-web.jpg" width="480" height="320" /></a>
</span></p>
<!--more-->A leader is responsible for taking decisions and creating strategies for improving performance and achieving results. Wrong decisions may bring down the company’s work for years, and bad strategies have the exact same result. According to A.G. Lafley and Roger Martin, there are six common varieties of strategic errors that we encounter at the basis of a company’s failure:
<ul>
	<li>The Do-It-All strategy, meaning the lack of ability in choosing priorities.</li>
	<li>The Don Quixote strategy which unwisely attacks the company’s strongest competitor first.</li>
	<li>The Waterloo strategy which implies pursuing war on too many fronts at once, thus failure in gaining victory on any level.</li>
	<li>The Something-For-Everyone strategy focuses on capturing any king of customers, with no selection at all (priorities lack to be selected in this case as well)</li>
	<li>The Programme-Of-The-Month focuses on whatever strategy is fashionable at the moment in a particular industry.</li>
	<li>The Dreams-That-Never-Come-True strategy means that no ambitious mission statement reaches accomplishment, the result being lost in the process.</li>
</ul>
A great example of what to do in a company is Mr Lafley who has been at the helm of Procter&amp; Gamble for over ten years. In this time, he managed to revive the company, double the sales and increase the profits. The basis of these results relies on a rigorous approach on business strategy in every single department of the company, focusing on everyone’s needs and on the overall implementation process. Along with his advisor, Roger Martin, Mr Lafley has established that there are five fundamental components in every successful strategy:
<ul>
	<li>Establishing the look of an outcome as a victory</li>
	<li>Choosing markets to play in when seeking that victory</li>
	<li>Figuring out the method of winning</li>
	<li>Identifying  and playing to the company’s unique strengths relative to its competitors</li>
	<li>Identifying the particular needs that must be taken care of in order to succeed.</li>
</ul>
The two argue that the first two components are strictly related to one another, as well as the last two, one being useless without the other.

Overall, one important aspect that needs to be taken care of is the ability to prioritize. In order to drive a company through the road of successful results it is primordial to know how to choose your priorities. Not all ideas are perfect for the company, as well as not all strategies should be implemented. The ability to make a right choice and stick to it until it reaches a desired outcome is fundamental for the functioning of a company. So as a leader, choose a strategy that best fits the needs of the company and start implementing it only after you have organized the team and made sure that you are able to put into practice yourself what you expect of others. Once you do it, everyone else will follow.

References:
<ol>
	<li>The Economist (2013), Business Strategy – Staying on top, available at: <a href="http://www.economist.com/news/business-books-quarterly/21569368-staying-top">http://www.economist.com/news/business-books-quarterly/21569368-staying-top</a></li>
	<li>Lafley, A. G. and Martin, R. (n.d.), Playing to win: How strategy really works?, Harvard Business Review Press.</li>
</ol>
Image Source: <a href="http://www.immaculata.edu/academics/departments/org_leadership">http://www.immaculata.edu/academics/departments/org_leadership</a>]]></content:encoded>
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<wp:post_id>10276</wp:post_id>
<wp:post_date>2013-06-07 18:44:26</wp:post_date>
<wp:post_date_gmt>2013-06-07 07:44:26</wp:post_date_gmt>
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<title>Strategy Map and Balanced Scorecard: Driving performance!</title>
<link>http://www.smartkpis.com/blog/strategy-map-and-balanced-scorecard-driving-performance/</link>
<pubDate>Fri, 07 Jun 2013 08:35:59 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Strategy Map]]></category>

		<category domain="tag" nicename="strategy-map"><![CDATA[Strategy Map]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10285</guid>
<description></description>
<content:encoded><![CDATA[<p class="MsoNormal">Why using Strategy Maps alongside Balanced Scorecard? If your balanced scorecard does not use a strategy map, then your scorecard will remain an operational tool, rather than one of strategy communication and execution.  A strategy map sits in front of its balanced scorecard. It is very important to understand that each balanced scorecard has a strategy map. Rather than, each strategy map has a scorecard behind it.</p>
<p class="MsoNormal"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Strategy-Map-BSC-Forum-Dubai-2012-Kaplan-2.jpg"><img class="aligncenter size-medium wp-image-12078" title="Strategy-Map-BSC-Forum-Dubai-2012-Kaplan (2)" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Strategy-Map-BSC-Forum-Dubai-2012-Kaplan-2-300x217.jpg" width="300" height="217" /></a></p>
<p class="MsoNormal"><!--more-->Manpower Inc. is the global leader in contingent and permanent recruitment workforce solutions. Manpower’s global network of 4300 offices in 74 countries and territories enabled the company to meet the needs of its 440,000 customers per year. Its global vision, strategies and values represented a framework for direction and priorities in making decisions, developing opportunities and building relationships for Manpower’s people and customers around the world.</p>
<p class="MsoNormal">Varina Nissen joined Manpower Australia and New Zealand as Managing Director in 2003. According to Varina, when she joined Manpower, the company was facing a number of significant challenges: there had been little successful new product development, the company had been underperforming against the Manpower global standard for the measure of gross profit / total salary cost and was challenged by competitor discounting, among other issues.</p>
<p class="MsoNormal">To help communicate and drive strategic priorities Varina developed a Strategy Map alongside with a Balanced Scorecard at Manpower.</p>
<p class="MsoNormal">One of the Manpower’s directors highlighted how Varina supported the strategy mapping process: “The major reason for adopting the strategy map was its cause and effect linkage and it was Varina who focused the team towards the cause and effect relationship. She repeatedly conveyed during various strategy meetings how the employee engagement and customer measures drove financial results”.<em></em>Having developed the strategy map, the scorecard was developed and implemented in 2004.</p>
<p class="MsoNormal">The scorecard consisted of four perspectives, 7 strategic themes, 9 objectives, and 21 measures. The corporate strategy developed by Varina and her team, and executed through the balanced scorecard had achieved the short-term financial objectives for the company and a turnaround in a relative short period of time. The CFO and Director of Corporate Services, announced confidently, “We have achieved the budget targets. It’s never happened before in the history of Manpower Australia”.</p>
<p class="MsoNormal">Several aspects need to be remembered about strategy maps:</p>

<ul type="disc">
	<li class="MsoNormal" style="mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; line-height: normal; mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;"><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;">A strategy map should be designed before thinking about the scorecard and concentrate on objectives;</span></li>
	<li class="MsoNormal" style="mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; line-height: normal; mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;"><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;">Never add additional perspectives if they destroy the cause and effect relationship. They are not categories of measures but part of a cause and effect relationship; </span></li>
	<li class="MsoNormal" style="mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; line-height: normal; mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;"><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;">The process of creating the strategy map should involve the management team;</span></li>
	<li class="MsoNormal" style="mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; line-height: normal; mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;"><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;">Never try to short-cut the process of conversation and exploration within a management team when creating the strategy map.</span></li>
</ul>
<p class="MsoNormal"><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;">As a minimum, you should be able to read into your strategy map, your business model, the customer’s business model, how you will deliver value to your customer, and how you intend to change. If you cannot, then you have not captured your strategy. If you have not captured your strategy then you won’t be able to communicate your strategy.</span></p>
&nbsp;
<p class="MsoNormal">References:</p>

<ul>
	<li><span style="text-indent: -14.2pt;">Kaplan, R. S. and Norton, D. P. (2000), Having trouble with your strategy? Then map it, Harvard Business Review, available at: </span><a style="text-indent: -14.2pt;" href="http://hbr.org/2000/09/having-trouble-with-your-strategy-then-map-it/ar/1">http://hbr.org/2000/09/having-trouble-with-your-strategy-then-map-it/ar/1</a></li>
	<li><span style="text-indent: -14.2pt;">Cuganesan, S., Ford, G. and Khan, H. (2006), Using strategy maps and the balanced scorecard effectively: The case of Manpower Australia, Macquarie Graduate School of Management</span></li>
</ul>
<p class="MsoNormal"></p>

<div id="_mcePaste" style="position: absolute; left: -10000px; top: 718px; width: 1px; height: 1px; overflow-x: hidden; overflow-y: hidden;">
<p class="MsoListParagraph" style="text-indent: -18.0pt; mso-list: l0 level1 lfo1;"><span style="font-size: 12.0pt; line-height: 115%; font-family: Symbol; mso-fareast-font-family: Symbol; mso-bidi-font-family: Symbol;"><span style="mso-list: Ignore;">·</span></span><span style="font-size: 12.0pt; line-height: 115%; font-family: &amp;amp;">Never add additional perspectives if they destroy the cause and effect relationship. They are not categories of measures but part of a cause and effect relationship. </span></p>

</div>]]></content:encoded>
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<wp:post_id>10285</wp:post_id>
<wp:post_date>2013-06-07 19:35:59</wp:post_date>
<wp:post_date_gmt>2013-06-07 08:35:59</wp:post_date_gmt>
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<title>Google Analytics: Revamped</title>
<link>http://www.smartkpis.com/blog/google-analytics-revamped/</link>
<pubDate>Fri, 07 Jun 2013 09:09:55 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Dashboard]]></category>

		<category domain="tag" nicename="dashboard"><![CDATA[Dashboard]]></category>

		<category domain="tag"><![CDATA[Google]]></category>

		<category domain="tag" nicename="google"><![CDATA[Google]]></category>

		<category domain="tag"><![CDATA[Internet]]></category>

		<category domain="tag" nicename="internet"><![CDATA[Internet]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10297</guid>
<description></description>
<content:encoded><![CDATA[First, what is Google Analytics all about?

The core activity of the site is that of monitoring how many visitors a website receives, by providing elaborate statistics. It also provides a great number of tools to choose from when customizing a website. Moreover, the platform can turn out to be even more valuable for those users who have display ads and want to know exactly how popular they are.

[caption id="" align="aligncenter" width="420"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/Features_Header.png"><img class="    " title="Features_Header" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Features_Header.png" width="420" height="170" /></a> Credits: Google[/caption]

<!--more-->Thanks to Google Analytics, data evaluation has become a reality for a large number of people (which keeps increasing, according to their data), especially in the past few months. By making the interface user-friendly, simple and accessible (well, who would rather have complicated and difficult-to-use metrics?), they basically took advantage of marketing opportunities like no one else.

Now, Google Analytics has been improved. The revamped GA has some new, useful features, which can be found in its customizable dashboards. These features allow users to monitor their goals, while also being able to deal with great volumes of information.

A very helpful feature: the dashboard service, which allows step-by-step statistics monitoring. The dashboards can create extremely complex data and present it instantly, in a simple visual. Just a few examples might include commerce dashboards that allow users to view revenue together with page views and keyword sources, load time, user response time and many others.

Although the dashboards were introduced in 2011, they have evolved over time, now being more customizable and having more features and more accessibility than at the beginning. Actually, this doesn't come as a surprise, as Google has always been in line with changes, improvement and best practices.

According to the official Google blog, “the dashboard is the first thing you see when viewing your reports. Dashboards in the new version of Google Analytics have been redesigned to be completely widget-based and highly customizable.”

References:
<p style="text-align: left;">1. Ruhl, M. (2013), Google Analytics maximizes value through dashboards, available at: <a href="http://en.kioskea.net/news/23675-google-analytics-maximizes-value-through-dashboards">http://en.kioskea.net/news/23675-google-analytics-maximizes-value-through-dashboards</a></p>
<p style="text-align: left;">2. Google (n.d.), Google Analytics: Gain insights that matter, available at: <a href="http://www.google.com/analytics/features/index.html">http://www.google.com/analytics/features/index.html</a></p>
<p style="text-align: left;">3. Kioskea.net (2013), Google Analyitcs updates, available at: <a href="http://en.kioskea.net/news/23471-google-analytics-updates">http://en.kioskea.net/news/23471-google-analytics-updates</a></p>]]></content:encoded>
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<wp:post_id>10297</wp:post_id>
<wp:post_date>2013-06-07 20:09:55</wp:post_date>
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<wp:comment_status>open</wp:comment_status>
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<title>A touch of technology in… sports!</title>
<link>http://www.smartkpis.com/blog/a-touch-of-technology-in%e2%80%a6sports/</link>
<pubDate>Fri, 07 Jun 2013 09:51:59 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Business Intelligence]]></category>

		<category domain="tag" nicename="business-intelligence"><![CDATA[Business Intelligence]]></category>

		<category domain="tag"><![CDATA[KPIs in rugby]]></category>

		<category domain="tag" nicename="kpis-in-rugby"><![CDATA[KPIs in rugby]]></category>

		<category domain="tag"><![CDATA[Sports Management]]></category>

		<category domain="tag" nicename="sports-management"><![CDATA[Sports Management]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10306</guid>
<description></description>
<content:encoded><![CDATA[Talking about KPIs in football is not as unusual today as it used to be years ago. Now, sports clubs focus on all sorts of strategies for measuring and improving performance. Players are monitored at all time and results are given according to the measurements, thus enabling the team managers to adopt one strategy or another. It is highly advisable to monitor the activity of players in order to keep track of the evolution of the team. KPIs are fundamental in a sports team in many respects and this is to be understood in the following lines.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Latest_Rugby_League_385532a.jpg"><img class="aligncenter size-full wp-image-10307" title="Latest_Rugby_League_385532a" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Latest_Rugby_League_385532a.jpg" width="634" height="380" /></a></p>
<!--more-->One sports team that uses technology to track the performance of their players is the Lions (The British and Irish Lions, formerly known as the British Isles or the British Lions). The system they use for measuring every player’s performance consists of a GPS tracking software which helps the team’s management record every movement of every player. The device is placed on the back of the player, between the shoulder blades. The Lions have used the device for about two years now and the system seems to be working, according to the team’s management.

The information is provided in real time, being displayed on laptop screens and later analyzed. Probably the most important advantage of the GPS tracking software relies on health. By monitoring every single move of the player, the muscles and bones activity and the heartbeat, managers are able to replace players in due time during a game, thus avoiding all sorts of injuries. It is important for the team’s managers to keep track of the players’ activity on the field as they get a chance to see the level of performance of every single player, to analyze their moves, speed and response time to field interaction.

However, football does not approve of this practice, even though it is placed among the most dangerous sports and the use of this GPS tracking device could spare a lot of players from being injured on the field, thus heading towards better results in games.

Roy Headey, the RFU’s head of sports science in 2011 says that "a critical piece of information relates to the external loads - visible but virtually impossible to estimate - that players experience during games. These include distances run at various speeds, muscular effort in accelerating, decelerating, changing direction and G-forces in collisions, and GPS is currently the best available vehicle for capturing such data."

The use of such devices is highly regarded in sports, as it gives accurate data on players’ performance. Tests have also been carried out to see if the device could be placed inside the ball as well, with an additional package of information for the team’s management. In addition to this, it is argued whether to make the information available to the spectators as well. The problem is the feedback may be in some cases too much to handle and sometimes over the top for the coaches and managers of the teams.

To put it in a nutshell, this kind of practice allows sports teams to improve performance as they play and team managers to adopt strategies that best fit the need of the team. This way, great results are guaranteed to appear. It is all in measuring steps.

References:

<!--[if !supportLists]-->1. Eurosport (2013), What is that bump at the back of Lions jerseys?, available at: <a href="http://uk.eurosport.yahoo.com/blogs/oval-talk/bump-back-lions-jerseys-162326098.html">http://uk.eurosport.yahoo.com/blogs/oval-talk/bump-back-lions-jerseys-162326098.html</a>

<!--[if !supportLists]-->2. The Economist (2011), GPS and sport: Location, location, location, available at: <a href="http://www.economist.com/blogs/babbage/2011/11/gps-and-sport">http://www.economist.com/blogs/babbage/2011/11/gps-and-sport</a>]]></content:encoded>
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<wp:post_id>10306</wp:post_id>
<wp:post_date>2013-06-07 20:51:59</wp:post_date>
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<title>Orange performance - an internal perspective</title>
<link>http://www.smartkpis.com/blog/orange-performance-an-internal-perspective/</link>
<pubDate>Mon, 10 Jun 2013 08:35:08 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[France]]></category>

		<category domain="tag" nicename="france"><![CDATA[France]]></category>

		<category domain="tag"><![CDATA[France Telecom]]></category>

		<category domain="tag" nicename="france-telecom"><![CDATA[France Telecom]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Orange]]></category>

		<category domain="tag" nicename="orange"><![CDATA[Orange]]></category>

		<category domain="tag"><![CDATA[Telecommunication]]></category>

		<category domain="tag" nicename="telecommunication"><![CDATA[Telecommunication]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10318</guid>
<description></description>
<content:encoded><![CDATA[Financial Key Performance Indicators are crucial for any organization striving for success. However, they are not sufficient. A company nowadays needs to focus on its employees and the first thing to do, is to assure them a safe environment.

How is performing in this direction one of the world’s leaders in telecommunication services? Orange has created in 2011 a dashboard focusing on health, safety and absenteeism key performance indicators, and it aims to extend it to all its subsidiaries. For the time being, the values for the entire Group are not available outside the scope of France Telecom S.A.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Orange-France-Telecom-logo.jpg"><img class="aligncenter  wp-image-12690" title="Orange-France-Telecom-logo" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Orange-France-Telecom-logo-300x168.jpg" width="634" height="320" /></a></p>
<!--more-->The occupational health, safety and quality of life aspects are monitored based on five key performance indicators (KPIs). The <em>number of occupational accidents with lost time</em> reduced with more than 12%, from 777 in 2010 to 677 in 2012. The <em>frequency rate of occupational accidents</em> reduced with almost 14%, from 5.22 in 2010 to 4.49 in 2012. The severity rate of occupational <em>accidents </em>also reduced with more than 14%, from 0.35 in 2010 to 0.30 in 2012.

However, there were two KPIs which had their values increased over time, which means it is still place for improvement. Regarding the <em>number of fatal occupational accidents</em>, in 2012, there were two fatal accidents, compared to just one in 2010. Moreover, the n<em>umber of employees whose cases were classed as occupational illness</em> increased from 49 in 2010 to 116 in 2012. This translates into an increase with almost 137%.

Regarding the absenteeism, Orange France Telecom monitors two indicators. The <em>number of employee days absence due to occupational accidents</em> reduced from 51,957 in 2010 to 45,380 in 2012, which represents a decrease of more than 12%. In what concerns the <em>number of employee days absence due to illness</em>, the reduction was of around 7%, from 1,051,855 in 2010 to 967,857 in 2012.

“Convinced that social performance and economic performance are inseparable for long-term overall success, we have been reviewing our social policy since the end of 2009 to place our employees at the heart of the organization”. With such an approach, Orange continues to be one of the preferred employers, 81% of the personnel being proud to be part of the Group, and a powerful brand: the eighth-most valuable telecom brand worldwide.

References:
<ol>
	<li>France Telecom-Orange (2013), Registration document, available at: <a href="http://www.orange.com/en/content/download/12506/259365/version/2/file/2012+Registration+Document.pdf">http://www.orange.com/en/content/download/12506/259365/version/2/file/2012+Registration+Document.pdf</a></li>
	<li>France Telecom-Orange (2013), Bonds between economic and social performances, available at: <a href="http://www.orange.com/en/responsibility/recognising-and-supporting-our-people/bonds-between-economic-and-social-performances">http://www.orange.com/en/responsibility/recognising-and-supporting-our-people/bonds-between-economic-and-social-performances</a></li>
	<li>France Telecom-Orange (2013), People, available at: <a href="http://www.orange.com/en/group/about/conquests-2015/strategie/people">http://www.orange.com/en/group/about/conquests-2015/strategie/people</a></li>
</ol>
Image Source: <a href="http://www.rudebaguette.com/2013/04/24/sp-highlights-french-mobile-operator-troubles-takes-france-telecom-down-a-grade/">http://www.rudebaguette.com/2013/04/24/sp-highlights-french-mobile-operator-troubles-takes-france-telecom-down-a-grade/</a>]]></content:encoded>
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<wp:post_id>10318</wp:post_id>
<wp:post_date>2013-06-10 19:35:08</wp:post_date>
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<title>Henkel’s strategy: Outperform. Globalize. Simplify. Inspire</title>
<link>http://www.smartkpis.com/blog/henkel%e2%80%99s-strategy-outperform-globalize-simplify-inspire/</link>
<pubDate>Mon, 10 Jun 2013 08:53:44 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Business Megatrends]]></category>

		<category domain="tag" nicename="business-megatrends"><![CDATA[Business Megatrends]]></category>

		<category domain="tag"><![CDATA[Henkel]]></category>

		<category domain="tag" nicename="henkel"><![CDATA[Henkel]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Personal Care]]></category>

		<category domain="tag" nicename="personal-care"><![CDATA[Personal Care]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10334</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Four key concepts that the team behind the Henkel name have defined in order to ensure a successful implementation of their new strategy. Their main goal at the moment and for the years to come is to become a global leader in brands and technologies.</p>
<p style="text-align: justify;">Henkel was founded in 1876. Since then, the company has occupied leading positions in the consumer and industrial businesses with brands such as Persil, Schwarzkopf and Loctite. With over 46.000 employees worldwide, the company is highly focused on achieving results in all departments, thus being categorized as one of the most aligned German-based companies in the world.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Henkel-Logo.svg_.png"><img class="aligncenter size-full wp-image-12782" title="Henkel-Logo.svg" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Henkel-Logo.svg_.png" width="634" height="405" /></a></p>
<!--more-->The new strategy adopted by Henkel is based on their corporate values and is bound to ensure the achievement of their long-term vision: to become a global leader in brands and technologies. How are they going to do that? Well, they have defined four strategic priorities: Outperform, globalize, simplify and inspire. Their vision is shaped as it follows:
<p style="text-align: center;">“<em>We will outperform our competition as a globalized company with simplified operations and a highly inspired team!</em>”</p>
According to the company, there are three megatrends that are going to affect their businesses over the next years: consolidation, emerging markets and speed. Let’s see how these three phenomena are regarded by the company:
<ul>
	<li>Consolidation is to be connected with the supplier, manufacturer and customer base. The competitive environment is also under this umbrella. Along with concentrating their attention on consolidation, the company focuses on the need of growth of their businesses.</li>
	<li>Emerging markets. The company expects a multitude of emerging markets in the future and the target is to expand their presence on these markets.</li>
	<li>Speed is a trend that must be taken into account today. Living in a time when everything is digitalized, thus increasing speed is ordinary, the company has decided to embrace this process of speeding up their activities and decision-making. The relations with the customers, suppliers and competitors are bound to change due to this increasing speed, and the company is ready to deal with the process.</li>
</ul>
The Henkel Company is a very good example of business success, proving over the years that they are set to achieve great things on the global market. Their strategies have proven to be successfully implemented and this is due to a well-prepared team with a strong vision for development. Their future goals focus on a growth in sales to 20 billion euros (by the year 2016), which is to be achieved through the implementation of well-thought strategies.

References
<ol>
	<li>Henkel AG &amp; Co (2013), Strategy, available at: <a href="http://www.henkel.com/about-henkel/strategy-37564.htm">http://www.henkel.com/about-henkel/strategy-37564.htm</a></li>
	<li>Henkel AG &amp; Co (2013), Corporate Culture, available at: <a href="http://www.henkel.com/about-henkel/corporate-culture-11780.htm">http://www.henkel.com/about-henkel/corporate-culture-11780.htm</a></li>
</ol>
Image Source: <a href="http://en.wikipedia.org/wiki/File:Henkel-Logo.svg">http://en.wikipedia.org/wiki/File:Henkel-Logo.svg</a>]]></content:encoded>
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<wp:post_id>10334</wp:post_id>
<wp:post_date>2013-06-10 19:53:44</wp:post_date>
<wp:post_date_gmt>2013-06-10 08:53:44</wp:post_date_gmt>
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<title>Business philosophy: Ten things we know to be true</title>
<link>http://www.smartkpis.com/blog/business-philosophy-ten-things-we-know-to-be-true/</link>
<pubDate>Tue, 11 Jun 2013 10:20:10 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Google]]></category>

		<category domain="tag" nicename="google"><![CDATA[Google]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10342</guid>
<description></description>
<content:encoded><![CDATA[Every company is based on a philosophy that expresses the essence of it. Google is one of the companies that has succeeded in achieving great acknowledgement for its work, based on an initial well-established philosophy. Starting as a merely small idea between two students at Stanford University in the year 1998, Google is now a multinational corporation that specializes in Internet-related services and products.

So what matters most in a company? The team behind the Google name, also known as the “Googlers” have made a list of things that they find useful in managing their company and that they frequently revise to check whether the items are still true and applicable. Their beliefs stand strong in the face of current trends, and the success of their usage is proving to increase day by day.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Google.jpg"><img class="aligncenter size-full wp-image-10343" title="Google" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Google.jpg" width="634" height="398" /></a></p>
<!--more-->The list that they have created contains 10 items, every one of them being backed up by very strong arguments. They refer to the 10 items as “ten things we know to be true”. Years and years of experience in working with the entire world, and yes, they can say they have worked with the whole world, have served to select the best ideas and implement the best strategies. So let’s have a look at the list and briefly go through it, signaling the most important aspects.
<ol>
	<li>Focus on the user and all else will follow.</li>
	<li>It’s best to do one thing really, really well.</li>
	<li>Fast is better than slow.</li>
	<li>Democracy on the web works.</li>
	<li>You don’t need to be at your desk to need an answer.</li>
	<li>You can make money without doing evil.</li>
	<li>There’s always more information out there.</li>
	<li>The need for information crosses all borders.</li>
	<li>You can be serious without a suit.</li>
	<li>Great just isn’t good enough.</li>
</ol>
How do they explain the choice for these particular items? To what extent do these things apply to other companies as well? Let’s see what Google says about it.

First of all, it is primordial for a company of this size to focus their entire attention on the user. The user is what keeps the company running by using the services they provide. The design of their webpages is clear, simple, emphasizing the fact that clutter is not desirable on the Internet. The new tools and applications should be designed in such a matter that does not allow the user to think about the way they were constructed, but only to enjoy a simple, relaxing usage.

Furthermore, the focus on one specific product has proven to be more than satisfactory in regards to other approaches that deal with more things at once, quite often failing to complete any of them. Google is best known as the “perfect search engine”, meaning that the best thing they do is search. Search for information that is already out there, or search for ways to display information that has not yet reached the web. Speed is also important in the search process, and Google describes itself as a company that may be unique in wanting people out of their webpages as soon as possible, thus avoiding space and performance issues.

In regards to the fourth item on the list, the Internet is most probably the best environment in which one can choose and display whatever information they want. The validity of webpages is marked by special measurements made by Google, and the results are that the users get to choose which webpages are the most relevant for a specific topic.

Mobility is an issue to be taken into consideration. As we live in a world of continuous change and our daily activities are done on a fast mode, it is important for a user to be able to access information in any place, at any time. That is why the team at Google are constantly developing new tools for accessing the search engine on all kind of mobile gadgets.

One item in particular that stands in front is the sixth, which focuses on developing your business without harming others. This is primordial in business, as one’s growth should not be based on another’s failure. A balance should be kept and in this respect the display of advertisements is strictly controlled by Google. Only ads that are related to the topic are displayed on a webpage and the policy is very strict: no advertiser is to be put in advantage over the other.

The need for information is constantly growing and Google is aware of this fact. They are constantly looking into ways of bringing more and more information to people. Crossing borders is very important when it comes to the distribution of information: Google has offices in more than 60 countries, ensuring that the information is spread across as many nations and languages as possible. Translation tools developed by the team and volunteer translators help the distribution of information across the world.

Last but not least, the team emphasizes the fact that one does not have to be all dressed up in order to run a successful company. The atmosphere at Google offices is relaxing, pleasant and easy to work with. The team is young and enthusiastic, every one of the employees coming from different backgrounds and bringing new and different ideas. The constant effort to create new things that can benefit the users is going a long way. The team continuously sets targets that are unreachable at the moment, but that can be attained in the future, with great work and effort. This way, they are constantly improving themselves and the company.

So, what is there to learn from the way Google is run? Well, for starters the overall view on how things should be done. A fresh, creative approach to development and problem-solving is what makes a company achieve success. Then, the way they implement new ideas and how they deal with emerging trends. Keeping track of what is fashionable, but preserving the basic principles makes for a recipe of guaranteed success in a company. The main idea is to establish your “why” and “how”.

References:
<ol>
	<li>Google Company (2013), What we believe: Ten things we know to be true, available at: <a href="http://www.google.com/about/company/philosophy/">http://www.google.com/about/company/philosophy/</a></li>
</ol>]]></content:encoded>
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<wp:post_id>10342</wp:post_id>
<wp:post_date>2013-06-11 21:20:10</wp:post_date>
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<title>What drives a company’s success?</title>
<link>http://www.smartkpis.com/blog/what-drives-a-company%e2%80%99s-success/</link>
<pubDate>Wed, 12 Jun 2013 09:18:29 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Leadership]]></category>

		<category domain="tag" nicename="leadership"><![CDATA[Leadership]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10346</guid>
<description></description>
<content:encoded><![CDATA[It is interesting to observe different companies striving to reach their destinations. And above interest, this presents a great opportunity to assess other companies and their way of handling issues, thus benefiting from a chance to compare one’s company and strategies with another’s.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/business_strategy.jpg"><img class="aligncenter size-full wp-image-12780" title="Business Graphs and Charts" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/business_strategy.jpg" width="634" height="383" /></a></p>
<!--more-->Leaders’ approaches to strategy seem similar in the majority of cases; most of them focus on finding a direction, no matter what, without previously thinking through the process of going there. Many companies struggle with huge gaps that can only be filled if the whole team works on it, and if the leader is able to manage the process.

Once there’s a gap, the next step is to figure out what to do with it. The problem of the majority of companies is that they do not realize what they are missing, what they lack. Instead they focus simply on direction, on finding any kind of direction, just as long as it gets them out of the problem. But that only happens at a first glance; in the future, they may confront themselves with the same problem all over again, as they did not handle it properly in due time. Paul Leinwand and Cesare Mainardi argue in an article on Bloomberg that yes, it is commonly seen that leaders want to start at choosing a destination, “where” being their keyword in every possible instance. But this is not enough. Strategy mean much more than just deciding on which direction to take. It means making choices that have to do with one’ identity, purpose and capabilities. Cynthia Montgomery, Professor at Harvard University introduces a question in this respect that all leaders must answer in order to achieve their plans: What will his firm be and why will it matter?

It is important to decide what the purpose of a company is, before going to a particular direction. The direction highly depends on the company’s capabilities and identity. Once we decide that, the direction will be easy to follow. Focusing on what the company is the best at is what drives it on the road of success. Many leaders choose one solution that appears to solve everything, neglecting at the same time the need for filling specific gaps in the company.

In a study performed by Paul Leinwand and Cesare Mainardi, it is proven that the best way to improve one’s company performance is to look at other companies and see how they do it. Having access to different companies and different approaches to strategy may be incredibly useful for the development of a company. And that is due to the concept called comparative analysis which drives the companies competitive advantage, making them want to be better at what they do.

All is all, comparison is efficient in business management as it gives a great opportunity for self-analysis. Once you have established the qualities and flaws of your company, you can start making decisions regarding which way to turn and what strategy to adopt.

References:
<ol>
	<li>Leinwand, P. and Mainardi, C. (2013), Focus your strategy by assessing others’, available at: <a href="http://www.bloomberg.com/news/2013-06-05/focus-your-strategy-by-assessing-others-.html">http://www.bloomberg.com/news/2013-06-05/focus-your-strategy-by-assessing-others-.html</a></li>
	<li>Kleiner, A. and Kubis, N. (2013), What drives a company’s success?, Booz &amp; Company, available at: <a href="http://www.strategy-business.com/article/00165?gko=7a883">http://www.strategy-business.com/article/00165?gko=7a883</a></li>
</ol>
Image Source: <a href="http://www.24tanzania.com/getting-into-your-own-business-part-24-its-all-about-strategy/">http://www.24tanzania.com/getting-into-your-own-business-part-24-its-all-about-strategy/</a>]]></content:encoded>
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<title>Performance management and future changes</title>
<link>http://www.smartkpis.com/blog/performance-management-and-future-changes/</link>
<pubDate>Thu, 13 Jun 2013 10:50:35 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Knowledge and Innovation]]></category>

		<category domain="tag" nicename="knowledge-and-innovation"><![CDATA[Knowledge and Innovation]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[trends]]></category>

		<category domain="tag" nicename="trends"><![CDATA[trends]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10350</guid>
<description></description>
<content:encoded><![CDATA[An article posted in 2012 on <a href="http://www.forbes.com/">www.forbes.com</a> discussed the changes that are likely to occur to performance management in the year 2013. Sylvia Vorhauser-Smith, author of the article, argued that no other organizational practice is more broken than performance management. The reasons she gives for this daring statement reside on the fact that people and technology have changed, as well as the relationships between them.

Employees have changed, there has been a noticeable shift from their being just some passive recipients to being active agents. This is very important in the structure of an organization, as it helps it deal with strategic issues faster and more accurately.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/call_quality_guide2.jpg"><img class="aligncenter size-full wp-image-10351" title="call_quality_guide2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/call_quality_guide2.jpg" width="600" height="350" /></a>

<!--more-->The concept of performance management is not as well received in companies as one might have expected. Even though performance management is widely considered as a good organizational practice, employees as well as managers do not like it at all. Nobody does it well, as they lack experience and motivation and ultimately, the concept fails to pass the test of construct validity.

So why are the employees so little attracted by performance management? Well, in the recent years, it has been proven that what motivates employees is not exactly goal achievement, but goal pursuit. It is just as if they have discovered that it is the journey that matters and not the destination.

What can be done? For starters, have in mind that things have changed indeed and that what used to work no longer does. In this respect, it is managers who need the most to change their approach to leadership. In order to receive better feedback and work results from their team, they must learn to communicate as often as possible and most of all, openly. Nothing beats honesty coming from a leader. Then, it is important to set goals for each and every one of the employees and for the organization as a whole and inspire them to use as much as they can from their potential.

Nevertheless, apart from being an active cooperative leader, one must also know when it is time to step back and let the team do their work. It is crucial to trust the employees to do the jobs they were assigned, that way they were told to; this builds confidence in their own strengths which in turn contributes to the well-being of the entire organization.

Changes in performance management are visible today, as well as in any other domain. Changes have always been regarded as undesirable at the moment, but in time their results have proven wrong the misbelievers. Every company is in debt with performance management, every company owes it to itself and to its members to work on achieving great levels of performance.

References:

Vorhauser-Smith, S. (2012), Three reasons performance management will change in 2013, available at: <a href="http://www.forbes.com/sites/sylviavorhausersmith/2012/12/16/the-new-face-of-performance-management-trading-annual-reviews-for-agile-management/">http://www.forbes.com/sites/sylviavorhausersmith/2012/12/16/the-new-face-of-performance-management-trading-annual-reviews-for-agile-management/</a>]]></content:encoded>
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<title>15 KPI Certification Courses - 13 Cities - 5 Continents - The KPI Institute 2013 Training Schedule</title>
<link>http://www.smartkpis.com/blog/15-kpi-certification-courses-13-cities-5-continents-the-kpi-institute-2013-training-schedule/</link>
<pubDate>Thu, 13 Jun 2013 13:38:26 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Certified KPI Professional]]></category>

		<category domain="tag" nicename="certified-kpi-professional"><![CDATA[Certified KPI Professional]]></category>

		<category domain="tag"><![CDATA[KPI Certification]]></category>

		<category domain="tag" nicename="kpi-certification"><![CDATA[KPI Certification]]></category>

		<category domain="tag"><![CDATA[KPI Certification Courses]]></category>

		<category domain="tag" nicename="kpi-certification-courses"><![CDATA[KPI Certification Courses]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10354</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Attend the premier global certification programs dedicated to rigorous KPI understanding and practice! <strong><img class="aligncenter size-full wp-image-10355" title="Agenda 2013" src="http://www.smartkpis.com/blog/wp-content/uploads/Agenda-2013.gif" alt="Agenda 2013" width="580" height="321" /><!--more-->
</strong></p>

<table border="0" cellspacing="1" cellpadding="1" width="580">
<tbody>
<tr style="font-family: Arial,Helvetica,sans-serif; font-size: 9px; font-weight: bold; color: #ffffff; text-align: center;">
<td width="9%" bgcolor="#000000"><span style="color: #ffffff;"> </span></td>
<td width="22%" bgcolor="#000000"><span style="color: #ffffff;">Course (click for brochure)</span></td>
<td width="15%" bgcolor="#000000"><span style="color: #ffffff;">Dates</span></td>
<td width="12%" bgcolor="#000000"><span style="color: #ffffff;">City</span></td>
<td width="12%" bgcolor="#000000"><span style="color: #ffffff;">Deadline</span></td>
<td width="14%" bgcolor="#000000"><span style="color: #ffffff;">Early Bird</span></td>
<td width="16%" bgcolor="#000000"><span style="color: #ffffff;">More details</span> <span style="color: #ffffff;">(click to contact us)</span></td>
</tr>
<tr style="font-family: Arial,Helvetica,sans-serif; font-size: 11px; text-align: left;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/ro-lgflag.gif" alt="" width="50" height="35" /></td>
<td><a style="color: #090;" href="http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-sibiu" target="_blank">Certified KPI Professional </a></td>
<td>15-17 July</td>
<td>Sibiu</td>
<td>8 July</td>
<td>24 June</td>
<td><a style="color: #090;" href="mailto:office@kpiinstitute.org?subject=Sibiu Certified KPI Professional Registration">Express interest</a></td>
</tr>
<tr style="font-family: Arial, Helvetica, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/uk-lgflag.gif" alt="" width="50" height="26" /></td>
<td bgcolor="#cfe6d5"><a style="color: #090;" href="http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-l" target="_blank">Certified KPI Professional </a></td>
<td bgcolor="#cfe6d5">12-14 August</td>
<td bgcolor="#cfe6d5">London</td>
<td bgcolor="#cfe6d5">5 August</td>
<td bgcolor="#cfe6d5">22 July</td>
<td bgcolor="#cfe6d5"><a style="color: #090;" href="mailto:office@kpiinstitute.org?subject=London Certified KPI Professional Registration">Express interest</a></td>
</tr>
<tr style="font-family: Arial, Helvetica, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/as-lgflag.gif" alt="" width="50" height="26" /></td>
<td><a style="color: #090;" href="http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-melbourne-2013" target="_blank">Certified KPI Professional </a></td>
<td>21-23 August</td>
<td>Melbourne</td>
<td>14 August</td>
<td>31 July</td>
<td><a style="color: #090;" href="mailto:office@kpiinstitute.org?subject=Melbourne Certified KPI Professional Registration">Express interest</a></td>
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<tr style="font-family: Arial, Helvetica, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/my-lgflag.gif" alt="" width="50" height="26" /></td>
<td bgcolor="#cfe6d5"><a style="color: #090;" href="http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-kuala-lumpur" target="_blank">Certified KPI Professional </a></td>
<td bgcolor="#cfe6d5">26-28 August</td>
<td bgcolor="#cfe6d5">Kuala Lumpur</td>
<td bgcolor="#cfe6d5">19 August</td>
<td bgcolor="#cfe6d5">5 August</td>
<td bgcolor="#cfe6d5"><a style="color: #090;" href="mailto:office@kpiinstitute.org?subject=Kuala Lumpur Certified KPI Professional Registration">Express interest</a></td>
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<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/mu-lgflag.gif" alt="" width="50" height="26" /></td>
<td><a style="color: #090;" href="http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-muscat" target="_blank">Certified KPI Professional </a></td>
<td>22-24 September</td>
<td>Muscat</td>
<td>15 September</td>
<td>1st September</td>
<td><a style="color: #090;" href="mailto:office@kpiinstitute.org?subject=Muscat Certified KPI Professional Registration">Express interest</a></td>
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<tr style="font-family: Arial, Helvetica, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/qa-lgflag.gif" alt="" width="50" height="26" /></td>
<td bgcolor="#cfe6d5"><a style="color: #090;" href="http://www.iirme.com/kpi" target="_blank">Certified KPI Professional</a></td>
<td bgcolor="#cfe6d5">22-24 September</td>
<td bgcolor="#cfe6d5">Doha</td>
<td bgcolor="#cfe6d5">15 September</td>
<td bgcolor="#cfe6d5">1st September</td>
<td bgcolor="#cfe6d5"><a style="color: #090;" href="mailto:office@kpiinstitute.org?subject=Doha Certified KPI Professional Registration">Express interest</a></td>
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<tr style="font-family: Arial, Helvetica, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/qa-lgflag.gif" alt="" width="50" height="26" /></td>
<td><a style="color: #090;" href="http://www.iirme.com/kpi" target="_blank">Certified KPI Practitioner</a></td>
<td>25-26 September</td>
<td>Doha</td>
<td>18 September</td>
<td>4st September</td>
<td><a style="color: #090;" href="mailto:office@kpiinstitute.org?subject=Doha Certified KPI Practitioner Registration">Express interest</a></td>
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<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/sf-lgflag.gif" alt="" width="50" height="31" /></td>
<td bgcolor="#cfe6d5"><a style="color: #090;" href="http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-johannesburg" target="_blank">Certified KPI Professional </a></td>
<td bgcolor="#cfe6d5">30 September-2 October</td>
<td bgcolor="#cfe6d5">Johanessburg</td>
<td bgcolor="#cfe6d5">23 September</td>
<td bgcolor="#cfe6d5">9 September</td>
<td bgcolor="#cfe6d5"><a style="color: #090;" href="mailto:office@kpiinstitute.org?subject=Johanessburg Certified KPI Professional Registration">Express interest</a></td>
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<tr style="font-family: Arial, Helvetica, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/be-lgflag.gif" alt="" width="50" height="44" /></td>
<td><a style="color: #090;" href="http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-brussels" target="_blank">Certified KPI Professional </a></td>
<td>14-16 October</td>
<td>Brussels</td>
<td>7 October</td>
<td>23 September</td>
<td><a style="color: #090;" href="mailto:office@kpiinstitute.org?subject=Brussels Certified KPI Professional Registration">Express interest</a></td>
</tr>
<tr style="font-family: Arial, Helvetica, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/br-lgflag.gif" alt="" width="50" height="37" /></td>
<td bgcolor="#cfe6d5"><a style="color: #090;" href="http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-s_fae451c8fa28f1" target="_blank">Certified KPI Professional </a></td>
<td bgcolor="#cfe6d5">9-11 October</td>
<td bgcolor="#cfe6d5">Sao Paolo</td>
<td bgcolor="#cfe6d5">2 October</td>
<td bgcolor="#cfe6d5">18 September</td>
<td bgcolor="#cfe6d5"><a style="color: #090;" href="mailto:office@kpiinstitute.org?subject=Sao Paolo Certified KPI Professional Registration">Express interest</a></td>
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<tr style="font-family: Arial, Helvetica, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/tu-lgflag.gif" alt="" width="50" height="34" /></td>
<td><a style="color: #090;" href="http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-i" target="_blank">Certified KPI Professional </a></td>
<td>30 October-1 November</td>
<td>Istanbul</td>
<td>23 October</td>
<td>9 October</td>
<td><a style="color: #090;" href="mailto:office@kpiinstitute.org?subject=Istanbul Certified KPI Professional Registration">Express interest</a></td>
</tr>
<tr style="font-family: Arial, Helvetica, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/sg-lgflag.gif" alt="" width="50" height="34" /></td>
<td bgcolor="#cfe6d5"><a style="color: #090;" href="http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-s" target="_blank">Certified KPI Professional </a></td>
<td bgcolor="#cfe6d5">4-6 November</td>
<td bgcolor="#cfe6d5">Singapore</td>
<td bgcolor="#cfe6d5">28 October</td>
<td bgcolor="#cfe6d5">14 October</td>
<td bgcolor="#cfe6d5"><a style="color: #090;" href="mailto:office@kpiinstitute.org?subject=Singapore Certified KPI Professional Registration">Express interest</a></td>
</tr>
<tr style="font-family: Arial, Helvetica, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/in-lgflag.gif" alt="" width="50" height="34" /></td>
<td><a style="color: #090;" href="http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-m" target="_blank">Certified KPI Professional </a></td>
<td>11-13 November</td>
<td>Mumbai</td>
<td>4 November</td>
<td>21 October</td>
<td><a style="color: #090;" href="mailto:office@kpiinstitute.org?subject=Mumbai Certified KPI Professional Registration">Express interest</a></td>
</tr>
<tr style="font-family: Arial, Helvetica, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/ae-lgflag.gif" alt="" width="50" height="26" /></td>
<td bgcolor="#cfe6d5"><a style="color: #090;" href="http://www.iirme.com/kpi" target="_blank">Certified KPI Professional</a></td>
<td bgcolor="#cfe6d5">15-17 December</td>
<td bgcolor="#cfe6d5">Dubai</td>
<td bgcolor="#cfe6d5">8 December</td>
<td bgcolor="#cfe6d5">17 November</td>
<td bgcolor="#cfe6d5"><a style="color: #090;" href="mailto:office@kpiinstitute.org?subject=Dubai Certified KPI Professional Registration">Express interest</a></td>
</tr>
<tr style="font-family: Arial, Helvetica, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/ae-lgflag.gif" alt="" width="50" height="26" /></td>
<td><a style="color: #090;" href="http://www.iirme.com/kpi" target="_blank">Certified KPI Practitioner</a></td>
<td>17-19 December</td>
<td>Dubai</td>
<td>10 December</td>
<td>19 November</td>
<td><a style="color: #090;" href="mailto:office@kpiinstitute.org?subject=Dubai Certified KPI Practitioner Registration">Express interest</a></td>
</tr>
</tbody>
</table>
<p style="text-align: justify;">Participants will learn how to establish and work with KPIs by using the latest research findings and examples of best practice. In addition, they have the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s <strong>Key Performance Indicators Management Framework</strong>, the main body of knowledge on the rigorous use of KPIs in business.</p>
<p style="text-align: justify;">The course is designed to enable both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for deploying KPIs correctly across industries and functional areas.</p>
<p style="text-align: justify;">On the last day of the course participants are eligible to complete a test for obtaining the <strong>Certified KPI Professional </strong>status, the premier global certification programme dedicated to rigurous KPI practice.</p>
<p style="text-align: justify;"><strong>Over the last 3 years, the team at The KPI Institute</strong>:</p>

<ul style="text-align: justify;">
	<li>Documented 7,000+ KPIs from 15 functional areas and 24 industries</li>
	<li>Reviewed 1,000+ performance reports from 125 countries</li>
	<li>Referenced 20,000+ resources (books, articles, performance reports) as part of the documentation process</li>
	<li style="text-align: justify;">Developed over 20 KPI Dashboards and Balanced Scorecards.</li>
</ul>
<p style="text-align: justify;"><strong>With the insights gained we: </strong></p>

<ul style="text-align: justify;">
	<li>Assisted over 5,000 organisations in finding solutions for their KPI needs</li>
	<li>Trained over 1,000 participants in 20 countries on how to work rigorously with KPIs.</li>
</ul>
<p style="text-align: justify;"><a href="mailto: office@kpiinstitute.org" target="_blank"><img class="aligncenter size-full wp-image-10357" title="Click on the image to enroll via email" src="http://www.smartkpis.com/blog/wp-content/uploads/Click-on-the-image-to-enroll-via-email.gif" alt="Click on the image to enroll via email" width="580" height="214" /></a><strong> </strong></p>
<p style="text-align: center;"><span style="color: #333333;">Click on the image to enroll via email</span></p>
<p style="text-align: justify;"><strong>3 Key Business Benefits</strong></p>

<ol style="text-align: justify;">
	<li>Understand the complexities of working with KPIs and learn how to address them</li>
	<li>Develop a working knowledge of the Key Performance Indicators Management Framework</li>
	<li>Use over 30 performance measurement tools to facilitate the deployment and value added by KPIs.</li>
</ol>
<h3 style="text-align: justify;"><strong>Why You Should Attend</strong></h3>
<p style="text-align: justify;">Reasons for attending this course:</p>

<ul style="text-align: justify;">
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li> 8 quick reference guides</li>
	<li>6 months of free access to the <a title="smartKPIs.com" href="http://www.smartkpis.com/premium/services/smartKPIs-Premium-membership-47.html" target="_blank">www.smartKPIs.com</a> premium content.</li>
</ul>
<h3 style="text-align: justify;">Who Should Attend?</h3>
<p style="text-align: justify;">The course is designed for executives, operational managers and analysts from both delivery and support functions such as finance, accounting, project management, human resources, sales, marketing, logistics, quality control and improvement, strategy/planning and operations.</p>

<h3 style="text-align: justify;">Participant Certification</h3>
<p style="text-align: justify;">Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to take the certification test for obtaining the status of Certified KPI Professional.</p>

<h3 style="text-align: justify;">In-house</h3>
<p style="text-align: justify;">This courses can also be organised in-house, at client's premises.
Contact us for details: The KPI Institute, T: +61 3 9670 2979, M: +61 42 456 8088,
E: <a title="Office" href="mailto:office@kpiinstitute.org" target="_blank">office@kpiinstitute.org</a>, W: <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a></p>

<h3 style="text-align: justify;"><strong>The KPI Certification
</strong></h3>
<table border="0" cellspacing="0" cellpadding="0" width="580">
<tbody>
<tr>
<td style="text-align: left;" width="289">Exam based certification available to course participants</td>
<td width="291"><span style="text-align: left;">Work samples assessment certification available to Certified KPI Professionals</span></td>
</tr>
<tr>
<td><a href="http://www.smartkpis.com/premium/services/training/certified-kpi-professional-training-course-27.html"></a>

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<a href="http://www.smartkpis.com/premium/services/training/certified-kpi-professional-training-course-27.html" target="_blank">
<p style="text-align: center;"><img src="http://smartkpis.com/newsletters/images/certified-kpi-professional-150.gif" alt="Certified KPI Professional Training Course" /></p>

</a><a href="http://www.smartkpis.com/premium/services/training/certified-kpi-professional-training-course-27.html" target="_blank"></a><a href="http://www.smartkpis.com/premium/services/training/certified-kpi-professional-training-course-27.html" target="_blank"></a><a href="http://www.smartkpis.com/premium/services/training/certified-kpi-professional-training-course-27.html"></a><a href="http://www.smartkpis.com/premium/services/training/certified-kpi-professional-training-course-27.html"></a><a href="http://www.smartkpis.com/premium/services/training/certified-kpi-professional-training-course-27.html"> </a><a href="http://www.smartkpis.com/premium/services/training/certified-kpi-professional-training-course-27.html"></a><a href="http://www.smartkpis.com/premium/services/training/certified-kpi-professional-training-course-27.html"></a></td>
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<p style="text-align: center;"><img src="http://smartkpis.com/newsletters/images/certified-kpi-practitioner-150.gif" alt="Certified KPI Practitioner Training Course" /></p>

</a><a href="http://www.smartkpis.com/premium/services/training/certified-kpi-professional-training-course-27.html" target="_blank"></a><a href="http://www.smartkpis.com/premium/services/training/certified-kpi-professional-training-course-27.html" target="_blank"></a><a href="http://www.smartkpis.com/premium/services/training/certified-kpi-professional-training-course-27.html"></a><a href="http://www.smartkpis.com/premium/services/training/certified-kpi-professional-training-course-27.html"></a><a href="http://www.smartkpis.com/premium/services/training/certified-kpi-professional-training-course-27.html"> </a><a href="http://www.smartkpis.com/premium/services/training/certified-kpi-professional-training-course-27.html"></a><a href="http://www.smartkpis.com/premium/services/training/certified-kpi-professional-training-course-27.html"></a></td>
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<h3 style="text-align: left;">Testimonials</h3>
<p style="text-align: justify;"><em>I would rate the training 10 out of 10 and would highly recommend to others. The facilitator managed to get excellent group interaction right from the beginning, the KPI course was interesting, informative and very well presented.</em></p>
<p style="text-align: justify;"><strong>Mohamed Salah El-Dein, Learning &amp; Development Manager, Salehiya Medical, Saudi Arabia</strong></p>
<p style="text-align: justify;"><em> One of the most interesting and useful trainings I have attended over the course of my career.</em></p>
<p style="text-align: justify;"><em> </em><strong>Mona Abdul Jawad, Royal Univerisity for Women, Bahrain</strong></p>
<p style="text-align: justify;"><em> Thanks for a very informative and enlightening session. Would certainly assist me in the long run to further enhance our Corporate Performance Measurement and Management.</em></p>
<p style="text-align: justify;"><strong>Hasniza Mohd Hassan, Multimedia Development Corporation, Malaysia</strong></p>
<p style="text-align: justify;"><em> Great! So glad I found it. Gave me everything I need to do my job properly and with confidence.</em></p>
<p style="text-align: justify;"><strong>Leonne Jones, Brisbane City Council, Australia </strong></p>
<p style="text-align: justify;"><em> This is one of the best programs regarding performance management I have ever attended. I highly recommend this training for any manager who wants to manage his/her business in the right ways. </em></p>
<p style="text-align: justify;"><strong>Perviz Aslani, Chief Operating Officer, EMBAWOOD, Azerbaijan </strong></p>
<p style="text-align: justify;"><em> Good program, well organized. Well experienced trainer. Great job. Deffinitely recommendable. </em></p>
<p style="text-align: justify;"><strong>M. R. Rajesh Kumar, Synthite Industries Ltd, India </strong></p>
<p style="text-align: justify;"><em> We see the ability to understand and monitor the vital numbers behind the strategies and capabilities of our investments as vital to our competitive edge. I am confident that the course will help us to both sharpen our internal tools and to provide further value in our strategic sparring with company management. </em></p>
<p style="text-align: justify;"><strong>Angus Steel, Portfolio Manager Equities, Delta Lloyd Asset Management, Netherlands</strong></p>

<h3 style="text-align: justify;">Contact</h3>
<p style="text-align: justify;">T: +61 3 9670 2979 | E: <a title="Office" href="mailto:office@kpiinstitute.org" target="_blank">office@kpiinstitute.org</a> | W: <a title="smartKPIs.com" href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a></p>

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<title>Avoiding The Balanced Scorecard Pitfalls</title>
<link>http://www.smartkpis.com/blog/avoiding-the-balanced-scorecard-pitfalls/</link>
<pubDate>Thu, 13 Jun 2013 18:39:53 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[David Norton]]></category>

		<category domain="tag" nicename="david-norton"><![CDATA[David Norton]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag" nicename="robert-kaplan"><![CDATA[Robert Kaplan]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10385</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/ff1.jpg"><img class="aligncenter size-medium wp-image-10386" title="Avoiding The Balanced Scorecard Pitfalls" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/ff1-300x283.jpg" width="300" height="283" /></a></p>
When Kaplan and Norton’s second book, <em>The Strategy Focused Organization</em> was published, the <em>Harvard Business Review</em> hailed the Balanced Scorecard (BSC) as one of the most significant contributions to management practice in the last 75 years. However, despite its well-publicized successes, many organizations that adopt a scorecard still fail to achieve the rewards they expect.

<!--more-->Even the most successful companies faced problems when implementing Balanced Scorecard. In researching these disappointments, some common themes stand out:
<ol>
	<li><strong>Measures that do not focus on clear and comprehensive strategy. </strong>Sometimes, it is difficult for managers to comprehend the company’s strategy and how they can contribute to its implementation<strong>. </strong>However,<strong> </strong>a company with no strategy will never be able to make an effective use of the Balanced Scorecard;</li>
	<li><strong>Failure to communicate and educate. </strong>A scorecard is only effective if it is clearly understood throughout an organization. Ensure that employees really do understand how the scorecard works and how it will benefit them. Frequently, scorecards are developed at the executive level, but not communicated or cascaded down through an organization. When only one person is in charge of BSC, then this tool will never become part of company everyday work;</li>
	<li><strong>No accountability. </strong>Accountability and high visibility are needed to help drive change. This means that each measure, objective, data source and initiative must have an owner. Without this level of detailed implementation, a perfectly constructed scorecard will not achieve success, because nobody will be held accountable for performance;<strong> </strong></li>
	<li><strong>Employees not empowered.</strong> While accountability may provide strong motivation for improving performance, employees must also have the authority, responsibility and tools necessary to impact relevant measures. Otherwise they will resist involvement and ownership. Resources must be made available, and initiatives funded, to achieve success;</li>
	<li><strong>A BSC for a whole organization. </strong>Never, ever, try to build a BSC for the whole organization, as<strong> </strong>this will lead to a scorecard with potentially hundreds of measures, little focus and it will not be clear what is important for whom;</li>
	<li><strong>Using only lagging measures.</strong> Care should be taken to identify not only lagging measures but also leading measures that can be used to plan for future performance;</li>
	<li><strong>Use of generic metrics.</strong> Each organization should put effort to identify the measures that are appropriate for its own strategy and competitive position.</li>
</ol>
Avoid these common mistakes and you are more likely to have a successful implementation that engages people, delivers change and results in improvement. It will help you address strategy, performance and how the organization learns.

References:
<ol>
	<li style="text-align: left;">Norreklit, H., Jacobsen, M. and Mitchell, F. (2008), Pitfalls in using the Balanced Scorecard, Journal of Corporate Accounting and Finance, available at: <a href="http://onlinelibrary.wiley.com/doi/10.1002/jcaf.20436/pdf">http://onlinelibrary.wiley.com/doi/10.1002/jcaf.20436/pdf</a></li>
	<li style="text-align: left;">Pangarkar, A. and Kirkwood, T. (2012), The trainer’s Balanced Scorecard: A complete resource for linking learning to organizational strategy, John and Wiley Sons</li>
</ol>]]></content:encoded>
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<title>Metrics in universities – good or bad</title>
<link>http://www.smartkpis.com/blog/metrics-in-universities-%e2%80%93-good-or-bad/</link>
<pubDate>Fri, 14 Jun 2013 09:16:49 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Institute of Education]]></category>

		<category domain="tag" nicename="institute-of-education"><![CDATA[Institute of Education]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

		<category domain="tag"><![CDATA[Universities]]></category>

		<category domain="tag" nicename="universities"><![CDATA[Universities]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10370</guid>
<description></description>
<content:encoded><![CDATA[There is a wide contradiction on whether to have or not performance measurements in universities and to what extent should they be applied, in the event of them being used. Peter Scott, professor of Higher Education Studies at the Institute of Education, University of London argues that everything is now reduced to a simple number and this may be harmful to students and staff alike.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/2db24ac.jpg"><img class="aligncenter size-full wp-image-10371" title="kpi on blackboard" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/2db24ac.jpg" width="424" height="283" /></a>

<!--more-->It is important to use numbers, as they help keep an accurate record of the things we manage daily. Universities must rely on correct numbers regarding grades, salaries, income projections, cash positions. It is essential to measure the extent to which the students that leave the university can or cannot find a job, or whether their academic activities are sustainable or not. It is also important to know if the students are attending classes, if they find the subjects interesting enough and practical for their future career. These are good metrics, essential metrics to be taken into consideration.

However, there are some measurements that are not as highly regarded by the academics as one may think. Metrics immediately become criteria for which people can be placed under the category of “losers” or “winners”. This is highly harmful for the well-being of diversity: aspects like ethnicity or gender can be seriously damaged unless handled properly. Why can metrics contradict diversity? Mainly because they create unnecessary hierarchies.

The second aspect Scott discusses if the fact that metrics are likely to encourage corruption. He believes that it is more important to evaluate your own work, and that this evaluation should not be taken on account of others. One’s work is good or bad, but does not change value according to other works. It does not matter if others do a better or worse job than me, my work is what it is, and does not increase or decrease in value according to other works.

The importance of tests should not be passed by, some tests are primordial in assessing students’ performance. Key performance indicators should be very well established in order to achieve the desired results. These are very sensitive in the education sector, as they may involuntarily place labels on students, labels that are very hard to get rid of later on.

References:
<ol>
	<li>Scott, P. (2011), Higher education: Not everything can be measured, The Guardian, available at: <a href="http://www.guardian.co.uk/education/2011/apr/05/higher-education-metrics">http://www.guardian.co.uk/education/2011/apr/05/higher-education-metrics</a></li>
</ol>]]></content:encoded>
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<title>KPIs for social media</title>
<link>http://www.smartkpis.com/blog/kpis-for-social-media/</link>
<pubDate>Fri, 14 Jun 2013 12:59:31 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Facebook]]></category>

		<category domain="tag" nicename="facebook"><![CDATA[Facebook]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[LinkedIn]]></category>

		<category domain="tag" nicename="linkedin"><![CDATA[LinkedIn]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

		<category domain="tag"><![CDATA[Twitter]]></category>

		<category domain="tag" nicename="twitter"><![CDATA[Twitter]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10375</guid>
<description></description>
<content:encoded><![CDATA[The rise of the internet has led to the birth of the most prolific marketing stage in history: social media. Different from its predecessors by its vast reach, usability and availability, social media has changed the worldwide marketing stage. Any company has the ability to promote its products or services and more importantly, its brand, on a global stage instead of a national or regional one. Customers from every place on the globe with internet access and a social media platform account have become accessible to virtually any company.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/online-social-media.jpg"><img class="aligncenter  wp-image-12471" title="online-social-media" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/online-social-media-300x112.jpg" width="634" height="240" /></a></p>
<!--more-->According to a study conducted by Nielsen, internet users are spending more time on social media platforms than any other type of site. The sheer vastness of social media users reflects this. Facebook alone has over 1.1 billion users, Twitter has over half a million and LinkedIn has surpassed the 200 million mark, these just to name a few of the most used social media platforms.

The conundrum most companies face when planning their social media strategy is what to focus on in order to engage social media users. In spite of the amount of data available to marketers, businesses still end up with disappointing campaigns that fail to attract customers and build up the company’s reputation.

The trick is, adopting one of Stephen Covey’s habits: Begin with the end in mind. Determine your company’s needs and goals and adopt the Key Performance Indicators (KPIs) that allow you to focus on and measure the specific desired targets. For example, if attracting customers and building a larger customer base is the company’s objective, use a specific metric that measures new visits to the company’s page and one that measures repeat visits.

Even though strategies and objectives differ, there are a number of metrics that are largely applicable to every social media marketing approach. Among the most revealing and widely employed KPIs are:
<ol>
	<li># Reach</li>
	<li>% Customer Satisfaction</li>
	<li># Conversational Exchange</li>
	<li># Repeat Visits</li>
	<li>% Customer Engagement</li>
</ol>
Social media platforms themselves give a helping hand to every company that has a profile or page on their site. The majority of sites provide analytics platforms that supply companies with all necessary analytics for free. Furthermore, Facebook has develop Edgerank, an algorithm that decides whether a story makes it to someone’s newsfeed or not and its potential position within the newsfeed.

The data and metrics are available, establishing the appropriate mix is the difference between the success or failure of a social media marketing campaign. Adopting the right KPIs is one of the first steps. Measuring KPIs provides clarity and represents the foundation of educated decisions.

References:
<ol>
	<li>Wrather, K. (2013), Social Media KPI’s: Begin with the end in mind, available at: <a href="http://www.kenshoo.com/blog-post/social-media-kpis-begin-with-the-end-in-mind/">http://www.kenshoo.com/blog-post/social-media-kpis-begin-with-the-end-in-mind/</a></li>
	<li>Social Bakers (n.d.), What is Edgerank and how to optimize your posting strategy to it?, available at: <a href="http://www.socialbakers.com/storage/www/edgerank.pdf">http://www.socialbakers.com/storage/www/edgerank.pdf</a></li>
	<li>Ooserveer, D. (2011), Influencing &amp; measuring word of mouth on Twitter, available at: <a href="http://www.dannyoosterveer.nl/measuring-influence-paper/measuring_digital_influence.pdf">http://www.dannyoosterveer.nl/measuring-influence-paper/measuring_digital_influence.pdf</a></li>
</ol>
Image Source: <a href="http://directsitesonline.com/wordpress/wp-content/uploads/2013/09/online-social-media.jpg">http://directsitesonline.com/wordpress/wp-content/uploads/2013/09/online-social-media.jpg</a>]]></content:encoded>
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<title>The Balanced Scorecard really works!</title>
<link>http://www.smartkpis.com/blog/the-balanced-scorecard-really-works/</link>
<pubDate>Mon, 17 Jun 2013 11:35:11 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Dubai]]></category>

		<category domain="tag" nicename="dubai"><![CDATA[Dubai]]></category>

		<category domain="tag"><![CDATA[Emirates National Oil Company]]></category>

		<category domain="tag" nicename="emirates-national-oil-company"><![CDATA[Emirates National Oil Company]]></category>

		<category domain="tag"><![CDATA[Oil and Gas]]></category>

		<category domain="tag" nicename="oil-and-gas"><![CDATA[Oil and Gas]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10394</guid>
<description></description>
<content:encoded><![CDATA[Who sustains this? The Emirates National Oil Company (ENOC), a wholly-owned company of the Government of Dubai, which develops downstream and upstream activities in the oil and gas sector.

Saeed Khoory, Chief Executive Officer at ENOC, asserts that <em>“ENOC’s name will become synonymous with industry best practices across multiple industries and markets.”</em> How is this going to happen? Through the right performance management approach.

Since the application of the Balanced Scorecard (BSC), in 2010, as the vital driver of ENOC’s Strategy Execution and Performance Management program, the organization has seen its overall performance enhanced. Having a BSC approach has brought tangible improvements to the organization, serving as a gold standard against which to benchmark its long-term growth goals for business diversification, customer satisfaction, employee engagement, product and service delivery and corporate social responsibility.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Vital_Website_Slides_Business2.jpg"><img class="aligncenter  wp-image-10402" title="Vital_Website_Slides_Business" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Vital_Website_Slides_Business2.jpg" width="960" height="400" /></a></p>
<!--more-->Key results:
<ol>
	<li>The Environment, Health and Safety (EHS) recorded a 20% increase between 2010 and 2012;</li>
	<li>Group customer satisfaction levels increased from 76% to 79% during the same period;</li>
	<li>Emiratization, supported by strategic UAE National empowerment program, increased from 20% to 33%;</li>
	<li>The organization recorded zero fatalities in 2012;</li>
	<li>Gas emissions were lowered by a targeted 20% and the solid waste generation was reduced by 5%.</li>
</ol>
Adopting BSC not only enabled the alignment of the strategic objectives, but it also led to measurable performance management initiatives in order to align people, processes and resources for their most efficient deployment. Moreover, it enabled ENOC to build synergy and cooperation among the different group companies.

Now, BSC is at the core of ENOC future strategy execution initiatives and the top management is confident that the organization will achieve its long term objectives and strategic goals. The BSC approach enables ENOC to set clear performance targets, while focusing on critical business areas.

So, the Balanced Scorecard really works! Best practices reveal it. ENOC is today one of Dubai’s leading government entities – an example and model in operational excellence, being the only UAE company to win Superbrands Award for the sixth time in a row. Therefore, the sooner companies will implement this performance management instrument, the faster they will become more performing!

Resources:
<ol>
	<li>ENOC (2013), ENOC achieves impressive milestones in customer satisfaction, Emiratisation and operational efficiency through application of Balanced Scorecard, available at: <a href="http://www.enoc.com/EN/MoreNews/LatestNews/default.aspx?ContentID=d1a6e8d5-a481-4b85-b618-f117de2d06a3">http://www.enoc.com/EN/MoreNews/LatestNews/default.aspx?ContentID=d1a6e8d5-a481-4b85-b618-f117de2d06a3</a></li>
	<li>ENOC (2013), Awards &amp; Rewards, available at: <a href="http://www.enoc.com/EN/ENGROUP/Awards/default.aspx">http://www.enoc.com/EN/ENGROUP/Awards/default.aspx</a></li>
</ol>]]></content:encoded>
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<wp:post_id>10394</wp:post_id>
<wp:post_date>2013-06-17 22:35:11</wp:post_date>
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<title>KPIs in healthcare</title>
<link>http://www.smartkpis.com/blog/kpis-in-healthcare/</link>
<pubDate>Tue, 18 Jun 2013 10:56:51 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10407</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: left;">Measurement is fundamental if not vital in every organization. Constant use of metrics ensures a good development and guarantees great outcomes. In healthcare, measurements are being performed daily, by healthcare providers and patients altogether. The central point and target of measurements in healthcare is represented by patients.</p>
Healthcare providers play a significant role in the functioning of a medical institution, as they are the ones who take decisions who influence more than one life at once. Their every action and decision is measured, weighed, the consequences being visible all the time. The most important relationship in the healthcare industry is held between healthcare providers and their patients, the latter being the best assessors of the system.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/caduceus-medicine-symbol2.jpg"><img class="aligncenter  wp-image-12685" title="caduceus-medicine-symbol2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/caduceus-medicine-symbol2-300x299.jpg" width="634" height="600" /></a></p>
<!--more-->So why measure? Studies show that more than 90% of hospital mistakes go unreported, which brings a serious damage to the system. If the errors are hidden, nothing can be done to solve them. And so the system fails. Every time. In an article provided by Lean Six Sigma Excellence in Healthcare Delivery, we find that the most important reasons for designing and deploying a performance measurement system are the following:
<ol>
	<li>Reinforce the organization’s mission</li>
	<li>Promote process perfection and reduction of medical errors</li>
	<li>A good healthcare measurement system will associate patient outcomes with the performance and protocols of the system’s experts.</li>
</ol>
A strong performance management system is characterized by three main concepts: accuracy, accountability and purpose, each one holding as important a position as the other. The target of the system should indisputably be productivity. The main issue in healthcare is represented by costs. Why are they so hard to control? A possible answer is the fact that medical institutions do not possess the knowledge to measure and manage costs properly, thus slipping into failure. One of the things that represents an obstacle in achieving an accurate measurement of costs is the fact that medical institutions tend to confuse costs with how much they are paid for their work, according to Michael Porter, a leading authority on competitive strategy. He claims that budgets are allocated in a wrong manner, focusing on certain department’s needs and not on the individual patient.

Robert S. Kaplan states that the main focus in getting costs right is the patient, as a unit of analysis. What a medical institution needs to do is map the processes over a patient’s cycle of care, so that the financial measurements emerge in an accurate manner. The next step is to identify the resources used for each and every patient, from medical staff to equipment and facilities and to set the costs for each resource (what does it cost to supply a physician, a nurse, use of medical equipment, etc.).

Costs and outcomes are strictly related, so it is advisable to categorize costs according to the medical condition, and not the use of some resource in particular. It is important to take into consideration these aspects as they are set to improve the management of healthcare and its costs. In order to control the healthcare system it is essential that quality and performance are equally measured, therefore leading to favorable patient outcomes.

References:
<ol>
	<li style="text-align: left;">Lean Six Sigma Excellence in Healthcare Delivery (2012), The value of key performance indicators for healthcare providers, available at: <a href="http://leansixsigmahealthcare.wordpress.com/2012/12/19/the-value-of-key-performance-indicators-for-healthcare-providers/">http://leansixsigmahealthcare.wordpress.com/2012/12/19/the-value-of-key-performance-indicators-for-healthcare-providers/</a></li>
</ol>
Image Source: <a href="http://www.insuranceproviders.com/Images/caduceus-medicine-symbol2.jpg">http://www.insuranceproviders.com/Images/caduceus-medicine-symbol2.jpg</a>]]></content:encoded>
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<wp:post_id>10407</wp:post_id>
<wp:post_date>2013-06-18 21:56:51</wp:post_date>
<wp:post_date_gmt>2013-06-18 10:56:51</wp:post_date_gmt>
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<title>Performance measurement used wisely</title>
<link>http://www.smartkpis.com/blog/performance-measurement-used-wisely/</link>
<pubDate>Tue, 18 Jun 2013 13:35:06 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Using Performance Measurement]]></category>

		<category domain="tag" nicename="using-performance-measurement"><![CDATA[Using Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10416</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: left;">We measure our performance in order to keep track of it and to improve certain areas that do not work properly. Unfortunately, we cannot always rely on performance measurement, as certain activities are difficult to standardize. For instance, let us say that we want to measure the results of a disaster relief. An ideal goal would be to reduce life losses, but not all disaster have the same severity. One cannot attribute standards to emergencies, or at least, that's what Michael Jacobson thinks, deputy director for Performance and Strategy in King County, Wash.</p>
<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/measurement1.jpg"><img class="aligncenter size-full wp-image-10417" title="measurement" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/measurement1.jpg" width="450" height="350" /></a><!--more-->But the above mentioned example is just one of many others. More examples can be found in administration, where they rely on analysis or relationship-building in order to achieve success. Also, budget offices are considered to fit in this category. An argument against this could be the fact that one can see clearly the differences between planned expenditures and the amount that has been actually spent, but the truth is that they also depend on various external factors which do not include necessarily the budgeteers’ performance, like the price of oils or unexpected national economic dips.</p>
<p style="text-align: justify;">Basically, the hardest things to measure are long-term results, as they are in the future and can be influenced by a lot of factors, which can change completely the means of achieving them.</p>
<p style="text-align: justify;">Longitudinal data helps track the relationship between government services and what they accomplish. But such systems are quite expensive to build and also rare. And to better illustrate this, let us take the social services example. For the majority of social services, the data that can be obtained refers to the population at large and not to particular cases. Moreover, it does not provide information regarding the impact they have on individuals over time. More specifically, if you want to know whether the homeless services managed to put someone into a more stable living situation, well…you basically you find out the number of homeless people at a certain point. And this is not even accurate as they are hard to count. Furthermore, cities with small efforts in this matter will appear to have fewer homeless people than those that invest more in solving this situation. Moreover, sampling techniques are also problematic because they might miss people who are homeless but actually reside indoors somewhere (couch-surfing or living with friends).</p>
<p style="text-align: justify;">Instead of being designed to get things to happen, government spending can encounter so many obstacles that in the end, the goal is not attained. And this is most difficult to measure. How do you know that a terrorist attack has been prevented? Or an accident? Or if you stopped someone from destroying their health (by drinking, smoking or compulsive eating, for instance)? Or how do you know what an inaction could lead to?</p>
<p style="text-align: justify;">We measure our performance and we change the things that don’t work. We improve them. But if we find nothing wrong, can we consider the absence of a minus a plus?</p>
References:
<p style="text-align: left;">Barrett, K. and Greene, R. (2013), When to use performance measurement. Performance measures are a key management tool - but not for everything, available at: <a href="http://www.governing.com/columns/smart-mgmt/col-when-to-use-performance-measurement.html">http://www.governing.com/columns/smart-mgmt/col-when-to-use-performance-measurement.html</a></p>]]></content:encoded>
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<wp:post_id>10416</wp:post_id>
<wp:post_date>2013-06-19 00:35:06</wp:post_date>
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<title>Most popular management tools</title>
<link>http://www.smartkpis.com/blog/most-popular-management-tools/</link>
<pubDate>Wed, 19 Jun 2013 05:42:00 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Benchmarking]]></category>

		<category domain="tag" nicename="benchmarking"><![CDATA[Benchmarking]]></category>

		<category domain="tag"><![CDATA[Business Intelligence]]></category>

		<category domain="tag" nicename="business-intelligence"><![CDATA[Business Intelligence]]></category>

		<category domain="tag"><![CDATA[CRM]]></category>

		<category domain="tag" nicename="crm"><![CDATA[CRM]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10425</guid>
<description></description>
<content:encoded><![CDATA[Is having the best management tools the key to success?
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/management-tools2.jpg"><img class="aligncenter size-full wp-image-10434" title="management tools" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/management-tools2.jpg" width="409" height="271" /></a></p>
<!--more-->Analyzing the most used management tools by companies gives an insight into what really matters in today’s business world. Among the Top 10 management tools from Bain &amp; Company for 2012, the following instruments where mentioned:
<ol>
	<li>Strategic planning</li>
	<li>CRM</li>
	<li>Employee Engagement Surveys</li>
	<li>Benchmarking</li>
	<li>Balanced Scorecard</li>
</ol>
<p style="text-align: left;">The top continues with Core Competencies, Change Management, Supply Chain Management, Mission and Vision Statement.</p>
Looking back at studies from previous years, we can see that <strong>Strategic P</strong><strong>lanning</strong> has occupied the first or second place since 2000. This illustrates the importance of having clear long-term objectives. However, in order for the strategy to produce positive effects, it should be communicated to each employee, so that everyone knows the purpose of their job and how they can contribute to the achievement of  these strategic objectives.
<div>

The second place is taken by the <strong>Customer Relationship Management</strong>, as building and maintaining a connection and constant communication with your consumers can bring substantial benefits on the long term. Such initiatives can be very costly and the results are not immediate, but in the future they can impact profitability, brand image and market share.

What seems to have gained a lot of attention in 2012 is the <strong>Employee Engagement Survey. </strong>Companies are no longer focused just on customers, but also on the employees’ satisfaction. Studies have showed that the performance level of engaged employees is a lot higher than employees with less commitment towards the company.

<strong>Benchmarking</strong> has been a popular management tool in the past years, as measuring your performance without comparing it with what happens in your industry doesn’t offer a broad image of the status quo. It is also helpful in setting the targets for your key performance indicators.

Initially designed as a performance management instrument, the <strong>Balanced Scorecard</strong> has become a <em>strategic planning and management system. “</em><em>It translates the mission and strategy of the company into a set of a comprehensive set of performance measures that provides the framework for a strategic measurement and management system.”</em><em> </em>(Balanced Scorecard Collaborative, 2005, Online)

The top 5 management tools seem to be balanced regarding what is relevant to monitor. It has instruments focusing on both the external (customers and competitors) and the internal environment (planning, employees and performance tracking). But the real challenge regarding management tools is to make these instruments functional and to get value from it.

Thus, the answer for the above question is that the key to success is not having the best management tools, but the best management of these tools!

References:
<ul>
	<li style="text-align: left;">Bain &amp; Company (2013), Top 10 management tools, available at: <a href="http://www.bain.com/management_tools/BainTopTenTools/default.asp">http://www.bain.com/management_tools/BainTopTenTools/default.asp</a></li>
	<li style="text-align: left;">Brudan, A. (2005), Balanced Scorecard typology and organisational impact, actKM Online Journal of Knowledge Management, Volume 2, Issue 1, available at: <a href="http://www.academia.edu/1921762/actKM_Online_Journal_of_Knowledge_Management">http://www.academia.edu/1921762/actKM_Online_Journal_of_Knowledge_Management</a></li>
</ul>
</div>]]></content:encoded>
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<wp:post_id>10425</wp:post_id>
<wp:post_date>2013-06-19 16:42:00</wp:post_date>
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<title>The expanding reach of performance management</title>
<link>http://www.smartkpis.com/blog/the-expanding-reach-of-performance-management/</link>
<pubDate>Wed, 19 Jun 2013 10:24:28 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Government - Local]]></category>

		<category domain="tag" nicename="government-local"><![CDATA[Government - Local]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Private sector]]></category>

		<category domain="tag" nicename="private-sector"><![CDATA[Private sector]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10438</guid>
<description></description>
<content:encoded><![CDATA[The focus on performance management across different sectors and platforms is hardly a new attainment. Performance management practitioners and most of the business world is aware that the principles, indicators and tools used by this relatively young discipline have found their way in both the public and private sector. However, their actual presence and use remain mostly concealed.

According to a benchmark study conducted by Black Sun, private businesses are progressively illustrating transparency and responsibility through honest reporting of their performance against strategic objectives and key performance indicators. Focusing on the top FTSE 100 companies, the research found that nine out of ten companies now report on strategic objectives, up from just 40 in 2005, while 43 link KPIs directly to strategic priorities, up from 25 three years ago. The study found that 28 companies, up from 16 the previous year, now report on whether key performance indicators  have been achieved, while 43, up from 15, provide long-term targets in their strategy discussions.

<!--more-->Performance management has been implemented increasingly in the public sector as well. Its employment in the economically developed and financially important countries, such as the U.S., Canada, Germany or the UK is well established. Developing countries are also adopting performance management initiatives, examples being India, Brazil and Hungary, among others.

One current interesting approach to achieve high performance in public services through performance management is in Australia. Researchers from the University of Canberra, the Australian National University and the University of New South Wales, Canberra are working in collaboration with the Australian Public Service Commission to rethink performance management as a part of the Ahead of the Game Blueprint for Reform (AGRAGA 2010). The four main components of what the blueprint suggests a high-performing public service should be are:
<ul>
	<li>Meets the needs of citizens by providing high quality, tailored public services and by engaging citizens in the design and development of services and policy;</li>
	<li>Provides strong leadership and strategic direction;</li>
	<li>Is distinguished by its highly capable workforce;</li>
	<li>Operates efficiently and at a consistently high standard.</li>
</ul>
Besides its use in the private and public sector, performance management practices, more accurately key performance indicators (KPIs), are used by rating companies and specialty magazines in establishing their published rankings. Fortune magazine’s ‘100 Best Companies to Work For’ is compiled through a partnership with the Great Places to Work Institute and it is based on their Trust Index. The purpose of the list is to “tie Trust Index metrics to your organization’s Key Performance Indicators (KPIs) so that you can understand the relationship between your organization’s business goals and your employees’ workplace experiences.”

Corporate Knights’ ‘The Global 100 Most Sustainable Corporations’ and CRO’s ‘100 Best Corporate Citizens List’ both offer sustainability rankings. Obviously, each ranking list differs based on used methodologies and their area of focus. Nonetheless, both use KPIs in order to establish their respective rankings. Corporate Knights uses 11 KPIs, while CRO uses only eight:
<ul>
	<li>Corporate Knights KPIs are energy, carbon, water, waste productivity, leadership diversity, CEO to average worker pay, percentage of tax paid, sustainability leadership and pay link, innovation capacity, and transparency.</li>
	<li>CRO KPIs are environment, climate change, human rights, employee relations, philanthropy, financial, governance and lobbying.</li>
</ul>
The conclusion is that performance management systems, procedures, and practices are flexible and adaptable to any type of business or area. The full scope of their use has not yet been revealed, but it is safe to say that with their proper implementation every company or governmental service will move forward performance-wise.

References:
<ol>
	<li>Blackman, D. A., Buick, F., O’Donnell, M., O’Flynn, J. and West, D. (2012), Developing high performance: Performance management in the Australian Public Service, Australian National University, available at: <a href="http://goo.gl/OkS1a">http://goo.gl/OkS1a</a></li>
	<li>Dunne, H. (2013), FTSE 100 companies improve annual reporting standards, CorpComms Magazine, available at: <a href="http://www.corpcommsmagazine.co.uk/news/2990-ftse-100-companies-improve-annual-reporting-standards">http://www.corpcommsmagazine.co.uk/news/2990-ftse-100-companies-improve-annual-reporting-standards</a></li>
	<li>Wilhelm, K. and Diorio, A. (n.d.), Sustainability rankings craziness, available at: <a href="http://www.sustainablebizconsulting.com/resources/pdfs/Sustainability%20Ranking%20Craziness.pdf">http://www.sustainablebizconsulting.com/resources/pdfs/Sustainability%20Ranking%20Craziness.pdf</a></li>
</ol>]]></content:encoded>
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<wp:post_id>10438</wp:post_id>
<wp:post_date>2013-06-19 21:24:28</wp:post_date>
<wp:post_date_gmt>2013-06-19 10:24:28</wp:post_date_gmt>
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<title>Google&#039;s recruiting culture</title>
<link>http://www.smartkpis.com/blog/googles-recruiting-culture/</link>
<pubDate>Wed, 19 Jun 2013 12:23:31 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Business Intelligence]]></category>

		<category domain="tag" nicename="business-intelligence"><![CDATA[Business Intelligence]]></category>

		<category domain="tag"><![CDATA[Google]]></category>

		<category domain="tag" nicename="google"><![CDATA[Google]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Recruiting]]></category>

		<category domain="tag" nicename="recruiting"><![CDATA[Recruiting]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10447</guid>
<description></description>
<content:encoded><![CDATA[Google has a great recruiting culture. And in order to attract their employees, they use more than a good payment and some benefits. Their practices in this matter impact more than just the HR strategy on the short term: it affects the entire organization, on the long term. That is why they have these activities carried out in a well established manner, through teams tied to divisions and business units, that include, among others: recruiting research analysts, candidate developers, process coordinators, candidate 'screeners', specialized recruiters for college and of course, recruiting program managers and recruiting project managers. Such specialization enables the function to be managed in a way that is similar to a supply chain.
<p style="text-align: center;"><img class="aligncenter" title="see-how-your-google-results-measure-up-with-google-grader-video--6b8bbb4b41" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/see-how-your-google-results-measure-up-with-google-grader-video-6b8bbb4b41.jpg" width="570" height="320" /></p>
<!--more-->For those who know something about technology, the term ‘disruptive technology’ seems familiar. This term is used to refer to certain technologies (like Apple’s iPod for instance) that have changed completely the way in which we look at things. This device has changed almost overnight the entire technology and marketplace to such a point that now everyone follows the actions of this company. A similar thing has happened with Google, but in terms of a ‘disruptive approach’ to work and recruiting. Their approach is so different that if you, as a competitive company, do not pay attention, will lose your best employees. They have completely revolutionized the recruiting practices.

In less than a handful of years, they have developed a ‘recruiting machine’. Or, in other words, they managed to develop the world’s first ‘recruiting culture’: recruiting and the need for it permeates the entire organization, from key leaders to entry-level employees. As a result, not only they invest a lot in this particular function, but they have gone even further: changing the way in which their employees work in order to attract and retain the very best.

How Google hires

Their hiring process is unusual, DIFFERENT from what other organizations do. Every year, they receive about 2.5 million applications. And they review each and every one of it. Their interview questions are meant to show them your thought process, as they ask questions like '<em>How many golf balls can fit in a school bus?' or '</em><em>There are 8 balls. Seven of them weigh the same, but one is heavier. Using a balance scale, how do you find the heavier ball with just two weighings?'. </em> According to Google, the answer is not as important as the thinking  process and the way in which a person acts under pressure.

But what do you do when the best talents aren't out here looking for a job, being caught up in other projects? In this case, they “acqui-hire”. Very well known cases have been that of Milk (which got Kevin Rose), Meebo (which got Seth Sternberg and others), and Slide (which got Max Levchin).

Briefly, this is how they hire. But what do they do in order to keep they employees happy? Besides the perks they offer, which will be presented towards the end of this post, they also use qualitative and quantitative data. It shouldn't come as a surprise the fact that they use all sorts of data in order to gauge their employees and to improve their performance and productivity on a continuous basis. According to Forbes, Google has been rated, in 2012 and 2013, the top place to work, and in the previous years, they were in top 5. And his is due to an excellent performance management. According to ANS (American National Standard), performance management focuses on three main areas: goal setting, performance reviews and performance improvement plans. At Google, they are set as follows:

-<strong> Goal setting:</strong> high objectives in order to push employees on 'the fast track of performance'. Moreover, they can also submit their own goals and have a manager review them.

- <strong>Performance reviews</strong>: no calibrated reviews; reviews consist of self-assessments, peer reviews and employees reviewing managers.

- <strong>Improvement plans: </strong>in-house training through GoogleEDU, Open forum, TGIF - for addressing issues and concerns on a weekly basis.

Of course, they also use other methods to retain their employees; Google is known for bending the standards in order to fit to their own culture.

Google’s founders – Larry and Sergey, as everyone calls them, together with their HR director Stacey Sullivan have crafted every job and workplace element so that all employees can work on interesting matters, learn on a continuous basis, be constantly challenged to overcome their limits and feel that they add value to the organization.

The key element in changing the work so that the work itself becomes an attraction and retention force, as well as driver of innovation and motivation is what Google calls “20% work”. Although there is no clear definition of this concept, it generally means that an employee works the equivalent of one-day-a-week on his own, researching individually selected project that the company funds and supports. Rumor has it that both Google Groups and Google News were the result of such research work. Its greatest value is the fact that it drives innovation and creativity throughout the entire organization.

It is true that Google has extraordinary benefits, but these benefits are not designed to take the eyes of the applicants, or just for recruiting purposes. They are designed to encourage collaboration, to break down barriers between functions, to stimulate creativity and innovation.  The main purpose of Google is to attract people who are not especially driven by wealth, but by the need of knowledge and desire to make a difference.

A partial list of the benefits:

- Flexible hours

- Casual dress everyday

- Employees can bring dogs to work, everyday

- On-site physician

- On-site dental care

- Health benefits

- Free massage and yoga

- Shoreline running trails

- Stock options everywhere

- Free drinks and snacks everywhere (espresso, smoothies, health drinks, kombucha tea etc.)

- Free meals – breakfast, lunch and dinner

- Three weeks’ vacation during the first year

- Free recreation everywhere (video games, foosball, volleyball and pool tables)

- Valet parking

-  On-site car wash and detailing

- Maternity and parental leave (plus, new moms and dads can expense up to 500$ for take-out meals during the first four weeks when they are home with the baby)

- Employee referral bonus program

- Near site child care

- Free shuttle service to several San Francisco and East and South Bay locations

- Fuel efficiency vehicle incentive program (5000% if you buy a hybrid)

- A 401k investment program

- A 'no tracking of sick days’ policy

- Employee interest groups

- An on-site gym where you can burn the calories gained from all the snacks

Note: not all the benefits are available for those that do not work on Google’s Sillicon Valley main campus.

References:
<p style="text-align: left;">Sullivan, J. (2005), A case study of Google recruiting, available at: <a href="http://www.ere.net/2005/12/05/a-case-study-of-google-recruiting/">http://www.ere.net/2005/12/05/a-case-study-of-google-recruiting/</a></p>
<p style="text-align: left;">Pope, D. (2013), Google &amp; performance management, available at: <a href="http://prezi.com/ctscayr8j_ui/google-performance-management/">http://prezi.com/ctscayr8j_ui/google-performance-management/</a></p>
<p style="text-align: left;">Bulygo, Z. (2013), Inside Google's culture of success and employee happiness, available at: <a href="http://blog.kissmetrics.com/googles-culture-of-success/">http://blog.kissmetrics.com/googles-culture-of-success/</a></p>]]></content:encoded>
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<title>Balanced Scorecard – A Strategic Management System</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-%e2%80%93-a-strategic-management-system/</link>
<pubDate>Thu, 20 Jun 2013 13:03:36 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[David Norton]]></category>

		<category domain="tag" nicename="david-norton"><![CDATA[David Norton]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag" nicename="robert-kaplan"><![CDATA[Robert Kaplan]]></category>

		<category domain="tag"><![CDATA[Taiwan]]></category>

		<category domain="tag" nicename="taiwan"><![CDATA[Taiwan]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10456</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: right;">“If you cannot measure it, you cannot improve it.” (Lord Kelvin)</p>
<p style="text-align: justify;">The Balanced Scorecard, or BSC, is a strategy performance management tool that helps managers to put in balance four main perspectives (the customer’s perspective, the company’s internal perspective, as well as innovation and improvement). Also, it encourages them to focus on complex cause and effect relationships and on developing a systemic aligned strategy. Basically, through this semi-standard structured report, supported by design methods and automation tools, managers can keep track of the employees’ performance and monitor the consequences of their actions.<a href="http://www.smartkpis.com/blog/wp-content/uploads/performance.jpg"><img class="aligncenter size-full wp-image-10458" title="performance" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/performance.jpg" width="469" height="280" /></a></p>
<!--more-->How did the concept appear?

In 1992, Robert Kaplan, together with David Norton, came up with this idea in an article named “The Balanced Scorecard – Measures that Drive Performance”, written for Harvard Business Review. The idea began with the principle: you get what you measure.

If you only measure the financial performance, then this is the only aspect to be improved. By going beyond traditional measures of financial performance, the BSC has offered managers the opportunity to better understand how their company is really doing. These non-financial metrics are important as they predict future financial performance rather than simply showing what already had happened. The above mentioned article describes how current actions can be linked with tomorrow’s goals, focusing, as the authors put it, on the place where “the rubber meets the sky”. It enables companies to track their financial results while also monitoring progress in developing the capabilities and acquiring the intangible assets needed for future growth. The scorecard does not replace the financial measures, it completes them.

However, some literatures have proved that the BSC theory and practice had some limitations, namely five important ones, according to Akkermans and Oorschot: ‘unidirectional causality too simplistic’, 'does not separate cause and effect in time’, ‘no mechanisms for validation’, ‘insufficient between strategy and operations’ and ‘too internally focused’. In order to address these limitations, they proposed a theory based on system dynamics, which includes “the systems thinking and systems archetype level”. Furthermore, dynamically aligned principles are used in order to diagnose problems and generate solutions for the Balanced Scorecard development. In order to generate these principles and to enhance the BSC long-term effectiveness, dynamic pitfalls and dynamic key success factors need to be set in place:

The dynamic pitfalls of developing BSC:

- The growth driving force is not strong enough.

- There are difficulties in the dynamic strategic alignment.

- There are conflicts regarding the strategic objectives.

- Underinvestment in capacity leads to limits.

- Self-reinforcement feedback loops with time delays leads to an increase in difficulties for resource management.

- BSC’s strategic objectives which formulate the balancing feedback loops with time delays cause oscillation and difficulties in capacity alignment.

- Ignoring the reinforcing feedback loops that cause organizational changes.

The dynamic key success factors:

- Driving the growth engine needs multiple resources allocation and alignment.

- Resource management needs dynamic alignment: investments in capacities and competencies.

- Take into account the dynamic impacts of time delays.

- Use SD to support testing and communicating strategy in order to ease the organizations in experiencing double loop learning from the BSC process.

In order to support these ideas, a study case on the K Hospital from Taiwan was realized. A private medical institution took over this hospital and thus, it became one of the contracted-out public hospital in that area. Its managers attended the “Developing a Learning Hospital Project” (2001-2003) and then invited the authors of “Exploring some dynamically aligned principles of developing a Balanced Scorecard”, formed a consultants team so that they could inquire and review their BSC strategy. Further details regarding the study case and more information about using the dynamic systems with the BSC can be found in the above-mentioned paper, which can also be found among the references.

References:
<ul>
	<li>Young, S. H. and Tu, C. K (n.d.), E Exploring some dynamically aligned principles of developing a Balanced Scorecard , available at: <a href="http://www.systemdynamics.org/conferences/2004/SDS_2004/PAPERS/248TU.pdf">http://www.systemdynamics.org/conferences/2004/SDS_2004/PAPERS/248TU.pdf</a></li>
	<li>The Economist (2008), Balanced Scorecard, available at: <a href="http://www.economist.com/node/12677043">http://www.economist.com/node/12677043</a></li>
	<li>Kaplan, R. S. and Norton, D. P. (2007), Using the Balanced Scorecard as a strategic management system, Harvard Business Review</li>
</ul>]]></content:encoded>
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<wp:post_id>10456</wp:post_id>
<wp:post_date>2013-06-21 00:03:36</wp:post_date>
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<title>Librarian Success Tool - The Balanced Scorecard</title>
<link>http://www.smartkpis.com/blog/librarian-success-tool-the-balanced-scorecard/</link>
<pubDate>Fri, 21 Jun 2013 07:52:08 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[libraries]]></category>

		<category domain="tag" nicename="libraries"><![CDATA[libraries]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[University of Virginia]]></category>

		<category domain="tag" nicename="university-of-virginia"><![CDATA[University of Virginia]]></category>

		<category domain="tag"><![CDATA[University of Virginia Library]]></category>

		<category domain="tag" nicename="university-of-virginia-library"><![CDATA[University of Virginia Library]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10467</guid>
<description></description>
<content:encoded><![CDATA[How do you measure your library’s success? Is it circulation numbers? Or the number of searches on your electronic databases? In a recent customer survey, EBSCO Publishing found that over 60% of its customers had no formal way of quantifiably tracking organizational success and that over 50% of public and academic libraries used informal customer feedback as their primary metric of success.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Reference-Librarian-assisting-readers-1.jpg"><img class="aligncenter  wp-image-11938" title="Reference-Librarian-assisting-readers-1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Reference-Librarian-assisting-readers-1-300x225.jpg" width="634" height="425" /></a></p>
<!--more-->Without clearly defined metrics there is no way to determine relative effectiveness in achieving the library’s mission. This inability can have tremendous impact on many key operations. Implementing clearly defined metrics allows a library to directly address its critical challenges, motivate its employees and increase its value and transparency to its constituency.

A performance measurement system that would reinforce a library’s strategy and complement its resources is the Balanced Scorecard (BSC).  The University of Virginia Library is well known for its successful implementation of the BSC.

The BSC is particularly applicable to libraries as it:
<ul>
	<li>Clearly links the strategy to the core activities of a library in a structured framework. Rather than focusing on just budget size or informal customer service feedback, the BSC allows library managers to focus on several different indicators in an organized manner;</li>
	<li>Has a proven record of being effective and adaptable to all types of organizations, therefore it is suitable for libraries too;</li>
	<li>Is easily communicable to staff, partners and the public;</li>
	<li>Is consensus driven, relying on the input of stakeholders, both internal and external to the organization.</li>
</ul>
As we already know, not all organizations are capable of developing and implementing a BSC. Certain things are critical to success. Because of the lack of these key elements, it is significantly more difficult to succeed.

There are also circumstances specific to library environments that make the implementation of performance metrics particularly difficult:
<ul>
	<li>Gathering and collecting data can be difficult. Only a select set of library tools, such as EBSCO<em>host </em>Online Databases, offer robust reporting and statistical tools to measure usage and effectiveness;</li>
	<li>The ability to reward performance is limited as Head Librarians may not have discretion over remuneration and little discretion for rapid promotion;</li>
	<li>A lack of capable resources and an  inability to allocate a project lead  to spearhead a formal measurement process is difficult in libraries that are understaffed;</li>
	<li>There is a prevalent culture that does not include a strong emphasis on measuring performance primarily due to lack of resources or an inability to systematically collect and synthesize the data.</li>
</ul>
Once these gaps are filled out, The BSC process will allow the monitoring of operating activities in a way to ensure that library staff and management are performing daily activities that contribute to the achievement of long-term initiatives.

References:
<ol>
	<li style="text-align: left;">Lloyd, S. (n.d.), Building library success using the Balanced Scorecard, available at: <a href="http://support.epnet.com/uploads/kb/balanced_scorecard.pdf">http://support.epnet.com/uploads/kb/balanced_scorecard.pdf</a></li>
	<li style="text-align: left;">Harrisburg, P. S. (2010), Performance measurement in academic libraries: A discussion of the use of  the Balanced Scorecard in academic libraries, available at: <a href="http://www.ala.org/rusa/sections/brass/brasspubs/academicbrass/acadarchives/vol5no2/acadbrassv5no2-01">http://www.ala.org/rusa/sections/brass/brasspubs/academicbrass/acadarchives/vol5no2/acadbrassv5no2-01</a></li>
</ol>
Image Source:

<a href="http://blogs.loc.gov/law/files/2010/08/Reference-Librarian-assisting-readers-1.jpg">http://blogs.loc.gov/law/files/2010/08/Reference-Librarian-assisting-readers-1.jpg</a>]]></content:encoded>
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<wp:post_id>10467</wp:post_id>
<wp:post_date>2013-06-21 18:52:08</wp:post_date>
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<title>KPIs vs. CSFs</title>
<link>http://www.smartkpis.com/blog/kpis-vs-csfs/</link>
<pubDate>Tue, 25 Jun 2013 07:11:11 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Critical for Success Factors]]></category>

		<category domain="tag" nicename="critical-for-success-factors"><![CDATA[Critical for Success Factors]]></category>

		<category domain="tag"><![CDATA[CSFs]]></category>

		<category domain="tag" nicename="csfs"><![CDATA[CSFs]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10472</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: left;">Key performance indicators (KPIs) are often confused with critical for success factors (CSFs), as these two concepts are tightly connected. Used interchangeably these terms may cause confusion, as in reality they express different things.</p>
The main difference between a KPI and a CSF is that performance indicators reflect the level of success, while CSFs point out the cause of success. Key performance indicators are performance management instruments used to measure and monitor the achievement of objectives, so as to determine the level of success of your actions. Critical for success factors are actions that are important in order to achieve an objective.

<!--more-->When managers determine objectives they also consider the necessary actions to support the fulfillment of the goals set. The KPI is what makes an objective quantifiable and the only way to reach your targets is by identifying the factors that influence your objective.

For example, let’s assume that a person’s objective is to lose 10 kilograms. In this case, the KPI to monitor could be # Weight lost per month, while the CSFs to consider may be daily exercises and to adopt a special diet. An objective can have more KPIs and more CSFs, not just one.

Critical for success factors can be from the internal environment of the company, but also from the external business environment where the company’s management has no control over the course of events.

The way objectives, KPIs and CSFs are connected and aligned in a company is the real secret of success, as all these instruments must be integrated into the company’s management strategy.

References:
<ul>
	<li>Caralli, R. A. (2004), The Critical Success Factor Method: Establishing a foundation for Enterprise Security Management, available at: <a href="http://www.cert.org/archive/pdf/04tr010.pdf" target="_blank">http://www.cert.org/archive/pdf/04tr010.pd</a>f</li>
	<li>Productiveflourishing.com (2012), The difference between Critical Success Factors and Key Performance Indicators, available at: <a href="http://www.productiveflourishing.com/the-difference-between-critical-success-factors-and-key-performance-indicators/">http://www.productiveflourishing.com/the-difference-between-critical-success-factors-and-key-performance-indicators/</a></li>
</ul>]]></content:encoded>
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<title>Is performance pay linked to increased productivity?</title>
<link>http://www.smartkpis.com/blog/is-performance-pay-linked-to-increased-productivity/</link>
<pubDate>Tue, 25 Jun 2013 09:38:03 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[New Zealand]]></category>

		<category domain="tag" nicename="new-zealand"><![CDATA[New Zealand]]></category>

		<category domain="tag"><![CDATA[Sales and Customer Service]]></category>

		<category domain="tag" nicename="sales-and-customer-service"><![CDATA[Sales and Customer Service]]></category>

		<category domain="tag"><![CDATA[Talent management]]></category>

		<category domain="tag" nicename="talent-management"><![CDATA[Talent management]]></category>

		<category domain="tag"><![CDATA[Targets]]></category>

		<category domain="tag" nicename="targets"><![CDATA[Targets]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10477</guid>
<description></description>
<content:encoded><![CDATA[Typically, having employees’ productivity assessed against agreed benchmarks enhances managers monitor if the personnel is meeting the expectations set. As a consequence, the workplace performance influences employees’ payments: increased productivity leads to higher financial benefits, while low productivity attracts reduced levels of the salary.

However, in the Bay of Plenty Region of New Zealand, employees’ payments are not driven by their productivity. Brenda Pilott, Public Service Association national secretary, sustains that ‘performance pay was presented as a way to reward effort and lift performance in local and central government during the late 1980s and '90s - and it didn't work then’. As a result, it is not believed that ‘performance pay leads to improved performance - especially in the public sector- because work is not profit-driven or influenced by things such as sales margins.’
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled2.png"><img class="aligncenter" title="Untitled" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled2-300x188.png" width="634" height="400" /></a></p>
<!--more-->Of course in the sales industry, the performance pay is the most clearly individualized: if a person reaches the given target, afterwards he receives a higher level of commission. However, in all jobs, targets should be set and employees’ performance should be permanently tracked, in order to have the personnel motivated. If their workplace performance would translate in a differentiated salary, they would all strive to increase their productivity. Therefore, Key Performance Indicators need to be attached to employees, so as to easily assess whether they meet, exceed or do not reach the minimum expected level of performance.

The Kelly Global Workforce Index released in 2013, surveyed more than 120,000 employees in 31 countries, including more than 3,500 New Zealand nationals, and it was found that Bay of Plenty Region had one of the lowest levels of performance-based pay in the Asia Pacific region. Also, according to the same survey, just 36% of New Zealand employees had a part of their pay linked to productivity targets. On the other extreme, China, Thailand and Indonesia had a 75% variable pay, dependent upon performance targets.

Another finding of the survey was that half of the New Zealand employees who did not have their pay tied to their performance, said they would lift their performance if their earnings were linked to productivity. So, companies aiming at increased productivity and better results shall take into consideration the performance-based remuneration.

References:
<ol>
	<li>Bay of Plenty Times (2013), Performance-based pay not common in NZ, available at: <a href="http://www.bayofplentytimes.co.nz/news/Performance-based-pay-not-common-in-NZ/1918632/">http://www.bayofplentytimes.co.nz/news/Performance-based-pay-not-common-in-NZ/1918632/</a></li>
	<li>Kelly Services (2013), Workplace performance, available at: <a href="http://www.kellyocg.com/uploadedFiles/Content/Knowledge/Kelly_Global_Workforce_Index_Content/Workplace_Performance.pdf">http://www.kellyocg.com/uploadedFiles/Content/Knowledge/Kelly_Global_Workforce_Index_Content/Workplace_Performance.pdf</a></li>
</ol>]]></content:encoded>
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<wp:post_date>2013-06-25 20:38:03</wp:post_date>
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<title>How pleasant is your flying experience?</title>
<link>http://www.smartkpis.com/blog/how-pleasant-is-your-flying-experience/</link>
<pubDate>Tue, 25 Jun 2013 09:44:04 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[American Airlines]]></category>

		<category domain="tag" nicename="american-airlines"><![CDATA[American Airlines]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10489</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Nowadays it has become more and more difficult to enjoy a simple flying experience. And this is due to the fact that not only the huge number of people using this means of transportation makes it more difficult to bear, but also due to the fact that airlines have an outstanding number of fees. In a ranking system used by the American Customer Satisfaction Index, American Airlines received a not so good score: only 69 out of 100 points available.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/1920x1080-airplane-desktop-wallpaper-2044781549.jpg"><img class="aligncenter" title="airplane" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/1920x1080-airplane-desktop-wallpaper-2044781549-1024x576.jpg" width="614" height="346" /></a></p>
<!--more-->According to an article by Justin Bachman, posted on Bloomberg Businessweek, the top four airlines in the U.S. failed to reach or surpass a score of 90. Therefore, the top 4 airlines received the following scores for customer service:
<ul>
	<li>JetBlue Airways (JBLU) – 83</li>
	<li>Southwest (LUV) – 81</li>
	<li>Delta (DAL) – 68</li>
	<li>United (UAL) – 62</li>
</ul>
The reason why American Airlines rank so low in these lists is due to a certain lack of competition, according to Claes Fornell, professor at the University of Michigan’s Ross School of Business. It is perhaps a lack of willingness to top the list by improving customer service. In order to increase customer satisfaction, airlines must work on reducing flight delays, on the services provided during flights like serving food and beverages, and also on providing services like access to the Internet and improving the comfort of the passenger.

Worldwide, the first five airlines are Qatar Airways, Asiana Airlines and Singapore Airlines, neither of them an American airline. As a matter of fact, in the top 20 airlines in 2012 only one comes from the American continent, but does not belong to the state and that is Air Canada. The information is taken from The World Airline Awards, a website where we may find rankings according to leisure, low-cost, airport services, cabin cleanliness and also regional rankings. In order to go up the list and reach a dignifying position, American Airlines must work on improving the aspects mentioned above.

References:
<ol>
	<li>Bachman, J. (2013), Unsatisfying skies: Passengers still dislike airlines, available at: <a href="http://www.businessweek.com/articles/2013-06-18/the-unsatisfying-skies-passengers-still-arent-impressed-with-airline-service#r=read">http://www.businessweek.com/articles/2013-06-18/the-unsatisfying-skies-passengers-still-arent-impressed-with-airline-service#r=read</a></li>
	<li>World Airline Awards (2013), The world’s top airlines, available at: <a href="http://www.worldairlineawards.com/awards_2012/Airline2012_top20.htm">http://www.worldairlineawards.com/awards_2012/Airline2012_top20.htm</a></li>
</ol>]]></content:encoded>
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<wp:post_id>10489</wp:post_id>
<wp:post_date>2013-06-25 20:44:04</wp:post_date>
<wp:post_date_gmt>2013-06-25 09:44:04</wp:post_date_gmt>
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<title>Performance measurement in R&amp;D</title>
<link>http://www.smartkpis.com/blog/performance-measurement-in-rd/</link>
<pubDate>Tue, 25 Jun 2013 13:28:12 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Research and Development]]></category>

		<category domain="tag" nicename="research-and-development"><![CDATA[Research and Development]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10499</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">In the last decades, the role played by performance measurement in helping organizations achieve and sustain their competitive advantage has been clearly established and acknowledged by management literature. During the ‘90s, some revolutionary changes such as technology fusion and proliferation, shortening of product life cycles and increased competition pushed managers towards the measurement and assessment of the R&amp;D performance, even more than before. As a consequence, R&amp;D started to be viewed as accountable in terms of efficiency, effectiveness, internal and external customer focus as well as alignment to business strategy. Of course, problems appeared as time passed, and thus, a rich literature was developed; therefore, some of the issues have already been addressed, issues like designing a PMS to fit the characteristics of R&amp;D activities, the PMS implementation process and its major effects, the selection stage of metrics and indicators in an unpredictable context like R&amp;D and so on. This means that when planning to identify the constitutive elements of a PMS for R&amp;D units, one has to keep in mind both the literature on accounting – business performance measurement and on R&amp;D – innovation management.</p>


[caption id="attachment_10505" align="aligncenter" width="491"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/9619016-research-and-development-highlighted-in-green-under-the-heading-r-d.jpg"><img class="size-large wp-image-10505  " title="9619016-research-and-development-highlighted-in-green-under-the-heading-r-d" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/9619016-research-and-development-highlighted-in-green-under-the-heading-r-d-1024x629.jpg" width="491" height="302" /></a> Copyright : Ivelin Radkov[/caption]
<p style="text-align: justify;"><!--more-->According to the literature on accounting – business performance, when designing a PMS for this function, a system approach should be set in place and the first step is to identify the measurement objectives, meaning the specific aims for which the system is designed and implemented. Afterwards, the performance dimensions have to be monitored. Then, using operative techniques, the performance is measured for a specified control object. This performance measurement system should also specify the standards against which the performance is assessed and how often the measurement is done.</p>
<p style="text-align: justify;">The literature on R&amp;D – innovation management helps better understand how to put in use the basic elements, meaning PMS objectives, structure, performance dimensions and the entire process.</p>
<p style="text-align: justify;">The most relevant goals for the use of PMS in R&amp;D units are classified into two categories: hard (ensuring control through measurements, precision and timeliness) and soft (enhancing communication, information sharing and creativity). These two main categories lead to different choices and approaches in terms of performance monitoring by the system put in place, its structure and other process related aspects. Some of the main objectives are:</p>
<p style="text-align: justify;">- Diagnosing activity for supporting resource allocation, monitoring project progress and project profitability;</p>
<p style="text-align: justify;">- Motivating the staff;</p>
<p style="text-align: justify;">- Easing communication and coordination;</p>
<p style="text-align: justify;">- Learning and growth;</p>
<p style="text-align: justify;">- Reducing R&amp;D risks and uncertainties;</p>
<p style="text-align: justify;">- Improving R&amp;D performance.</p>
<p style="text-align: justify;">Also, it is important to know precisely the control objects included in the PMS structure – specific parts of the organization’s R&amp;D activities (units, sub-units, projects). It can include the R&amp;D function as a whole, the research and development functions separately or the functional units – those responsible for R&amp;D activities in a specific field of study, or all of the above, together, as they are not mutually exclusive. Generally, a PMS has a very complex structure and selecting proper performance dimensions can be tricky because of the uncertainty level, the relevance of intangible factors and also because of the low standardization of R&amp;D activities. Despite all this, there are several suggestions offered by the specialized literature. On one hand, there are authors suggesting that R&amp;D units should comprise the following types of performance dimensions:</p>
<p style="text-align: justify;">- Input: quantity and quality of current expenses, investments, HR, technologies used;</p>
<p style="text-align: justify;">- Process: concept generation, project selection, technology acquisition;</p>
<p style="text-align: justify;">- Output: patents, scientific publications, completed projects, new products under development.</p>
<p style="text-align: justify;">On the other hand, a different perspective is offered by authors who consider that a Balanced Scorecard approach could be effective in R&amp;D units. As a result, they suggest the following performance dimensions:</p>
<p style="text-align: justify;">- Financial perspective</p>
<p style="text-align: justify;">- Market orientation</p>
<p style="text-align: justify;">- Internal business perspective</p>
<p style="text-align: justify;">- Innovation and learning perspective</p>
<p style="text-align: justify;">Regardless of the approach, it is important to bear in mind the fact the most important thing is the internal coherence among all the constitutive elements of PMS, as it is critical for its effectiveness and efficiency. So, contextual factors should also be taken into account:</p>
<p style="text-align: justify;">- The company’s R&amp;D strategy</p>
<p style="text-align: justify;">- The type of the R&amp;D organization;</p>
<p style="text-align: justify;">- The type of activities carried-out and the risk level;</p>
<p style="text-align: justify;">- The available resources (for design, implementation and use of PMS, in terms of money, time, people, technology and know-how);</p>
<p style="text-align: justify;">- The company’s sector of activity.</p>
<p style="text-align: justify;">All of this being said, it is quite clear the fact the system is more complex than it appears at a first sight. Also, one becomes aware of the fact that there are a lot of aspects to be taken into account when implementing such a system and that the existing literature in the matter cannot be overlooked.</p>
References:
<p style="text-align: left;">Chiesa, V., Frattini, F., Lazzarotti, V, Manzini, R. and Troja, I. (2008), An exploratory study on R&amp;D performance measurement practices: A survey of Italian R&amp;D intensive firms, Liuc Papers, no. 218, Serie Technologia 14, available at: <a href="http://www.gobookee.net/get_book.php?u=aHR0cDovL3d3dy5iaWJsaW8ubGl1Yy5pdC9saXVjcGFwL3BkZi8yMTgucGRmCkFOIEVYUExPUkFUT1JZIFNUVURZIE9OIFImYW1wO0QgUEVSRk9STUFOQ0UgTUVBU1VSRU1FTlQgUFJBQ1RJQ0VTIC4uLg==">http://www.gobookee.net/get_book.php?u=aHR0cDovL3d3dy5iaWJsaW8ubGl1Yy5pdC9saXVjcGFwL3BkZi8yMTgucGRmCkFOIEVYUExPUkFUT1JZIFNUVURZIE9OIFImYW1wO0QgUEVSRk9STUFOQ0UgTUVBU1VSRU1FTlQgUFJBQ1RJQ0VTIC4uLg==</a></p>]]></content:encoded>
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<wp:post_id>10499</wp:post_id>
<wp:post_date>2013-06-26 00:28:12</wp:post_date>
<wp:post_date_gmt>2013-06-25 13:28:12</wp:post_date_gmt>
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<title>The Human Scale</title>
<link>http://www.smartkpis.com/blog/the-human-scale/</link>
<pubDate>Wed, 26 Jun 2013 09:24:40 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[Personal performance]]></category>

		<category domain="category" nicename="personal-performance"><![CDATA[Personal performance]]></category>

		<category domain="tag"><![CDATA[Documentary]]></category>

		<category domain="tag" nicename="documentary"><![CDATA[Documentary]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[The Human Scale]]></category>

		<category domain="tag" nicename="the-human-scale"><![CDATA[The Human Scale]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10514</guid>
<description></description>
<content:encoded><![CDATA[A recent documentary directed by Andreas Møl Dalsgaard, The Human Scale tackles a problematic issue in today’s social environment. At the moment 50% of the world’s population lives in urban areas and by 2050 this is assumed to increase to 80%. The end result will be a greater growing rate of megalopolises. Currently, cities are being planned with an emphasis on highway or freeway systems, highrise buildings and workspaces. This current approach has led to material gains, but the costs in human interaction, happiness and social life have not been measured. The consequences are nonetheless seen on many levels. Growing violence and insecurity. Social exclusion at an ever greater scale. Human alienation and social fobia. Depression and anxiety are the diseases of today.

<!--more-->In the past 40 years, the Danish architect Jan Gehl, has studied exactly this: human behavior in cities and how the physical environment affects human beings on an emotional and social level. This lead to studies of how human beings use the streets, how they walk, see, rest, meet, interact in a modern day city. He answered questions like: How many people pass this street throughout a 24 hour period? How many percent of those are pedestrians? How many are driving cars or bikes? How much of the street space are the various groups allowed to use? Is this street performing well for all its users?

The research made by the Danish architect was based on quantitative analysis of the pedestrian traffic in a city and how this is influenced by the city’s infrastructure. His research culminated in the planning of Denmarks’s capital, Copenhagen. The main idea was to put people in the center of the equation, opposed to buildings or highway systems. Walking streets, bike paths, the reorganization of parks, squares and other public spaces have made Copenhagen the world’s most liveable city in 2013 according to Monocle Magazine.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/press_information_thehumanscale_blogimage21.jpg"><img class="aligncenter size-full wp-image-10517" title="press_information_thehumanscale_blogimage2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/press_information_thehumanscale_blogimage21.jpg" width="595" height="334" /></a>

The documentary portrays how cities like Melbourne, Dhaka, New York, Chongqing and Christchurch are now also being inspired by Gehl’s work and by the developments in Copenhagen. The most famous example, New York, adopted this approach in 2007. Broadway and more especially Times Square were the focus of the city planners. They limited traffic in the area, created walking spaces, bike lanes and set up areas where people could gather to socialize and interact. The results were immediately positive: 74% of people applauded the changes and there was a decrease in injuries by 63%. Times Square is now the most frequented place in New York by its 50 million visitors per year.

Although the documentary focuses on adopting a ‘human scale’ in the way cities are designed, there are further ramifications that can be developed. In the business world, recent studies have shown that employee satisfaction and engagement, as well as customer satisfaction are crucial to the success and evolution of any company. The proper emphasis on the human resources in a business always leads to performance.

Using a similar approach when developing business strategies and goals may be the way of the future. A business environment based on a ‘human scale’ may benefit in the same way cities benefited from it. A functional and more natural interaction between employees and management, customers and employees is one of the expected results. This will most likely lead to engaged employees and satisfied customers, and as a result a more productive and successful company.

References:
<ol>
	<li>Final Cut for Real (2012), Presskit: The Human Scale, available at: <a href="http://thehumanscale.dk/wp-content/uploads/2012/presskits/Presskit_UK.pdf">http://thehumanscale.dk/wp-content/uploads/2012/presskits/Presskit_UK.pdf</a></li>
	<li>Leigh, G. (2013), Most liveable city: Copenhagen, Monocle Magazine, available at: <a href="http://monocle.com/film/affairs/most-liveable-city-copenhagen/">http://monocle.com/film/affairs/most-liveable-city-copenhagen/</a></li>
</ol>]]></content:encoded>
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<wp:post_id>10514</wp:post_id>
<wp:post_date>2013-06-26 20:24:40</wp:post_date>
<wp:post_date_gmt>2013-06-26 09:24:40</wp:post_date_gmt>
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<title>CIA: Improving the analytic performance</title>
<link>http://www.smartkpis.com/blog/cia-improving-the-analytic-performance/</link>
<pubDate>Wed, 26 Jun 2013 13:26:05 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[CIA]]></category>

		<category domain="tag" nicename="cia"><![CDATA[CIA]]></category>

		<category domain="tag"><![CDATA[Government - Federal]]></category>

		<category domain="tag" nicename="government-federal"><![CDATA[Government - Federal]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10521</guid>
<description></description>
<content:encoded><![CDATA[Vision, Mission and Core Values

The CIA was established by the National Security Act of 1947 as an independent agency, being charged with coordinating the U.S. intelligence activities, as well as evaluating and disseminating intelligence affecting national security.

The CIA, the first line of defense, manages to accomplish what others cannot and go where others cannot. Briefly, they collect information that reveals potential threats, plans and capabilities of their adversaries, providing thus the basis for decision making and actions. Moreover, they produce timely analysis which provides insights, warning and opportunity to the President and decision makers charged with protecting America’s interests. Furthermore, they conduct covert action under the President’s direction in order to preempt threats and attain the U.S. policy objectives.

<!--more-->Service, Integrity, Excellence. These are the core values of the Agency. Country comes first and the Agency comes before self. The highest standards of conduct are imposed; they reflect on their performance and learn from it.

Organization of the CIA

[caption id="attachment_10523" align="aligncenter" width="512"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/fig6-11.gif"><img class="size-full wp-image-10523" title="fig6-1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/fig6-11.gif" width="512" height="668" /></a> From the paper 'Preparing for the 21st Century: An Appraisal of U. S. Intelligence' (by Brown, H. and Rudman, W.B.)[/caption]

The Agency is divided into four major divisions, each division being headed by a Deputy Director:
<ul>
	<li>The Directorate of Operations (DO) – collects foreign intelligence from human sources (also called ‘assets’) around the world in order to conduct covert actions programs.</li>
	<li>The Directorate of Intelligence (DI) – is formed out of analysts who assess foreign events and individuals based on the information collected by the DO, and by other agencies as well.</li>
	<li>The Directorate of Administration (DA) – provides administrative support for the entire Agency.</li>
	<li>The Directorate of Science and Technology (DS&amp;T) – deals with technical collection programs and provides technical support to the DO.</li>
</ul>
All the Deputy Directors respond in front of the Director of Central Intelligence (DCI, and in his absence, to the Deputy Director - DDCI). The DCI, the statutory head of the CIA and of the Intelligence Community, spend most of his time managing the CIA.

Criticism of the CIA

A series of reports have been written over the past 50 years of CIA history, evaluating analytic performance and making recommendations for changes in priorities and tradecraft. These ‘post-mortem reports’, as they’ve been called, have been issued by Agency leaders and components, as well as by Congressional Committees, commissions and non-governmental organizations that were concerned with the CIA’s overall performance. After the ‘90s, their number increased, because of charges of specific failures and also because the post-Cold war period generated new challenges.

The recent post-mortem reports have helped the leaders of Directorate of Intelligence to examine both current doctrine and practices as critical as possible, addressing thus some of the identified challenges. One of the most important challenges faced by DI is that of establishing priorities among the competing use of analytic resources (e.g. current trend reporting vs. customized actions vs. in-depth studies).

Setting Analytic Priorities

In recent years, the DI has promoted measures that would address the prioritization issues regarding the analytic resources. Since the mid ‘90s, one of the major concerns has been the codification and development of qualifications for analysts in several discipline areas of analysis (economics, military and leadership, for instance), as the analyst expertise has been considered to have slipped below a satisfactory level, both on national security topics as well as on specific issues – the focus of the critique. This was due to a decrease in the analysts’ number, and to a lower experience level than previously, being more likely to be engaged as analytic generalists than being trained as substantive specialists. Moreover, the importance of hard target issues (counter-terrorism, and combating organized crime and narcotics trade) was emphasized, featuring operational and action-oriented analysis. Because analysts were much more thinly deployed to follow regional and country political, military and economic developments, the DI faced a great disparity in actions. As part of the DI Strategic Plan, training courses for the identified fields of analytic specialization were expanded and incorporated into the curriculum of the Sherman Kent School for Intelligence Analysis, after 2000, when it was founded. In addition, they tracked the analysts’ performance using professional metrics in order to better observe their improvements. Furthermore, analysts were offered the possibility to get posted abroad in order to gain foreign ‘ground truth’, to acquire more experience.

The terrorist attacks of 9/11 led to a large-scale shift of DI resources into counter terrorism efforts, with an emphasis on analytic support of tactical warning, collections and operations. Although the plan to expand the analytics skills remained intact, others were put on hold.

However, as recent trends indicate, DI analytic and resource priorities can change over time due to external circumstances and to new directions in leadership’s strategic planning. Of course, there are other concerns which have to be addressed, as ‘crime never sleeps’.

References:
<p style="text-align: left;">Davis, J. (2002), Improving CIA analytic performance: DI analytic priorities, Occasional Papers, Volume 1, Number 3, The Sherman Kent Center for Intelligence Analysis, available at: <a href="https://www.cia.gov/library/kent-center-occasional-papers/vol1no3.htm">https://www.cia.gov/library/kent-center-occasional-papers/vol1no3.htm</a></p>
<p style="text-align: left;">The Commission on the Roles and Capabilities of the United States Intelligence Community (1996), Preparing for the 21<sup>st</sup> Century: An appraisal of U.S Intelligence, available at: <a href="http://www.fas.org/irp/offdocs/report.html">http://www.fas.org/irp/offdocs/report.html</a></p>
<p style="text-align: left;">CIA (2007), CIA Vision, mission &amp; values, available at: <a href="https://www.cia.gov/about-cia/cia-vision-mission-values">https://www.cia.gov/about-cia/cia-vision-mission-values</a></p>]]></content:encoded>
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<title>What it takes to be a great sales manager</title>
<link>http://www.smartkpis.com/blog/what-it-takes-to-be-a-great-sales-manager/</link>
<pubDate>Thu, 27 Jun 2013 08:06:00 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Graham Scrivener]]></category>

		<category domain="tag" nicename="graham-scrivener"><![CDATA[Graham Scrivener]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Sales and Customer Service]]></category>

		<category domain="tag" nicename="sales-and-customer-service"><![CDATA[Sales and Customer Service]]></category>

		<category domain="tag"><![CDATA[Sales Manager]]></category>

		<category domain="tag" nicename="sales-manager"><![CDATA[Sales Manager]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10530</guid>
<description></description>
<content:encoded><![CDATA[A great number of articles in the recent press publications discuss the idea of great sales managers. They all focus on listing tips, solutions and methods to use in order to become a successful sales manager. Being a sales manager implies having great responsibilities like making sure the team they lead is reaching the daily, weekly, monthly and yearly targets. Along with this responsibility, they have the moral obligation to coach and motivate every member of the team, as well as possessing the knowledge on ways to develop the business and execute successful sales strategies.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/sales-going-up.jpg"><img class="aligncenter" title="sales-going-up" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/sales-going-up.jpg" width="634" height="570" /></a></p>
<!--more-->Graham Scrivener writes in his article, <em>How to be a successful sales manager</em>, about three main areas on which a sales manager must focus in order to achieve the desired results:
<ul>
	<li>Help the team to focus upstream</li>
	<li>Coach and motivate</li>
	<li>Plan and deliver</li>
</ul>
These concepts are not as strange to us as they may seem, as performance management deals with these at all time. Let’s try and discuss the points Scrivener makes. First of all, the first point focuses mainly on the team as a whole. It is crucial as a team leader to help the team gain a vision, a target. A good leader will always work with the team and lead it towards high levels of performance. A reachable target is always good for the morale of the team and reaching it creates great advantages for future work.

Secondly, a good sales manager acts like a coach and a motivator. Why this idea? Mainly because of the structure of the team; the leader has the responsibility to train the members of the team, as well as give them real reasons why they should work harder and better. In order to achieve great results, it is important to have a goal to focus on and powerful reasons on which to set the basis for the effort you are making.

The third point is as simple as it can get: a successful sales manager is in charge of planning effective sales strategies and delivering them properly. This should become a criteria in selecting candidates for the position of sales managers, as the results of their activity strictly depends on this ability. Planning a strategy according to your team’s need and skills is much more efficient than one that does not take this aspects into account. Always plan keeping in mind all the factors that contribute to the establishment of the respective strategy and the possible consequences it may bring.

An essential possession of a successful sales manager consists in inspiring trust, not only to clients, but also to the team they are in charge of. And this is mainly linked to the third point that Scrivener makes, about planning and delivering. Consideration is fundamental in the relation between leaders and their team; one must keep in mind the fact that the work is done by humans who may face personal problems at some point. Transparency, fairness and consistency are also very important in the process of gaining trust.

“Praise in public, but criticize in private”, as we read in an article on the subject on Sales Force. Training and Consulting website. Never let your emotions shadow the objectivity characteristic to a great leader. Treat everyone the same and acknowledge their success every time they achieve it. That is what makes a successful sales manager and a great leader as well.

References
<ol>
	<li>Christie, M. (2012), 9 tips for becoming a great sales manager, Sales Force Training and Consulting, available at: <a href="http://www.salesforcetraining.com/sales-training-blog/sales-management-training/9-tips-for-becoming-a-great-sales-manager/">http://www.salesforcetraining.com/sales-training-blog/sales-management-training/9-tips-for-becoming-a-great-sales-manager/</a></li>
	<li>Scrivener, G. (2013), How to be a successful sales manager, The Guardian Online, available at: <a href="http://careers.guardian.co.uk/how-to-be-successful-sales-manager">http://careers.guardian.co.uk/how-to-be-successful-sales-manager</a></li>
	<li>Pease, P. (2012), The ten laws of successful sales management, The Pease Group, available at: <a href="http://www.thepeasegroup.com/_blog/Articles/post/The_Ten_Laws_of_Sales_Management/">http://www.thepeasegroup.com/_blog/Articles/post/The_Ten_Laws_of_Sales_Management/</a></li>
</ol>]]></content:encoded>
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<title>How the CIA analysts are trained</title>
<link>http://www.smartkpis.com/blog/how-the-cia-analysts-are-trained/</link>
<pubDate>Thu, 27 Jun 2013 13:51:43 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[CIA]]></category>

		<category domain="tag" nicename="cia"><![CDATA[CIA]]></category>

		<category domain="tag"><![CDATA[CIA training]]></category>

		<category domain="tag" nicename="cia-training"><![CDATA[CIA training]]></category>

		<category domain="tag"><![CDATA[Government - State / Federal]]></category>

		<category domain="tag" nicename="government-state-federal"><![CDATA[Government - State / Federal]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10534</guid>
<description></description>
<content:encoded><![CDATA[The Sherman Kent School for Intelligence Analysis was created in 2000, in order to address the Agency’s analytic weaknesses, being meant to enable intelligence officers to work in cross-component teams and to increase their analytic depth and improve their expertise in producing finished intelligence analysis. It was named after Sherman Kent, a leader in developing the profession of intelligence analysis, who also had a great impact in turning DI into what it is today.

[caption id="attachment_10535" align="aligncenter" width="338"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/CIA-Logo.jpg"><img class="size-full wp-image-10535  " title="CIA-Logo" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/CIA-Logo.jpg" width="338" height="335" /></a> CIA Logo[/caption]

<!--more-->Before going into more details, a short history lesson to better understand the circumstances that led to the creation of this School. In 1998, DCI George Tenet gave a classified internal briefing regarding the CIA’s problems and the possible solutions, according to an article published in US News and World Report. Moreover, he presented a 10-year Strategic Direction, while also stating that, in his opinion, the Agency’s espionage capabilities have decreased after the Cold War. This led to an emphasis on the fact that past practices can impact current developments and the CIA’s contribution to national security policy making. One week after this speech, CIA failed to warn American policymakers about India’s plan to test nuclear weapons. As a result, the Agency’s limitations were brought up to surface and speeded up the implementation of the above-mentioned strategic plan. Although many causes were mentioned, the main one was the inability to add together all the clues regarding a possible nuclear test and warn the policymakers. This failure in analysis led to charges of “lack of critical thinking and analytic rigor”. Admiral David Jeremiah, who led the official investigation into the failure, recommended that it was crucial to hire more analysts, improve their training and increase their contact with outside experts in order to enhance their conventional wisdom.

And thus, The Sherman Kent School for Intelligence Analysis took birth. According to Tenet, whose priority became the implementation of Jeremiah’s recommendations, the School would teach generations “the best of what we as an Agency have learned about the craft of analysis”, by offering four main programs: a 26-week career analyst training program in which all new analysts are enrolled; managing and teaching analysis program; intelligence manners seminar series and academic outreach and intelligence analysis studies program.

What do analysts do?

Briefly, expertise, or ‘the skill of an expert’, is crucial for the production of accurate intelligence analysis. Intelligence analysis refers to experts’ interpretation of ‘raw’ data collected by the intelligence community. Therefore, increased analyst expertise should result into better interpretation, leading to a high quality ‘product’. And this the main purpose of the Kent School: to increase expertise.

CIA uses a complex web in order to produce multi-disciplinary analysis.  As surprisingly as it may seem, the analysts are not hired by the CIA or by the DI; they are hired by individual DI offices and then assigned to groups that cover specific areas. Afterwards, they are assigned a specialty (political, military, economical, scientific, technical or weapons intelligence, for instance – according to the CIA website). For the most part, each analyst possesses only a small area of direct responsibility, which is defined by a combination of their regional area and discipline; works in teams with analysts of other disciplines and interacts with other regional or disciplinary analysts as the need arises. So, an analyst’s expertise varies on his or her regional knowledge, disciplinary theory and intelligence methods in general:

-Regional expertise: area studies (geography, history, sociology etc.). The DI’s regional offices are responsible for an analyst’s regional expertise, developing it by providing language training, regional familiarization through university courses or in-house seminars;

-Procedural expertise: knowledge of ‘tradecraft’ – the sometimes unique methods and processes required to produce intelligence analysis. The Kent School represents the repository for tradecraft information and its training courses are the main means of distribution to both analysts and managers;

-Disciplinary expertise: theory and practice that underlines an individual’s analytic occupations (for instance, economic or military analysis are built upon the academic disciplines of economics or military science, obviously). It is developed through the Occupational Council – attached to the Kent School – which has representatives in all offices as focal points for disciplinary resources.

How are the new analysts trained?

The School's training program for new analysts – the Career Analyst Program (CAP) – is the ‘first comprehensive program for professional intelligence analysis’, according to a CIA press release.

At the beginning of 2002, the courses were as following: during the first week, an introduction to intelligence topics included the history, mission and values of the CIA, as well as a unit on the history of intelligence an literature taught by the Center for The Study of Intelligence’s (CSI’s). Next, during the following five weeks, analysts are introduced to a variety of skills including analytic thinking, writing and self-editing, briefing, data analysis techniques and teamwork exercises, these representing the basic skills for a CIA analyst.  After these five weeks in the classroom, the students go on a four-week interim assignment meant to help them understand how the DI relates to other CIA components, making them better understand their future role.  Then, they return to the classroom for another four weeks of training in more advanced topics: writing and editing longer papers and topical modules addressing issues like denial, deceptions, indicators and warnings. These special kinds of analysis require advanced and sophisticated tradecraft skills. Afterwards, they go away again, for a second four-week interim assignment and when they return, after another four weeks in the classroom (when they deal with even more advanced topics), a task force exercise awaits them: a two days terrorist crisis simulation outside the classroom. This is an opportunity to show what they’ve learned and to see how they react in a situation that they might come across in real life.

The training program uses interactive teaching methods, so that the learning experience and the expertise acquisition can be maximized.

But offering some training programs is not enough. The ability of the Kent School to achieve its objectives has to be monitored, as it influences the changes that may be necessary in the future for the improvement of the CIA’s analytic capabilities. Assessing if the school provides the DI with greater expertise requires a rigorous comparison between the school’s programs (specific content) and those that have been previously implemented for the same purposes. Thus, this evaluation determines whether the School really represents an improvement to past approaches and practices. However, the success of the School can only be complete if the analyst has the opportunity to apply the newly acquired expertise when s/he gets back on the job after the training has come to an end. So, it’s the institutional assessments that determine whether the analytic training programs allow the CIA to improve the intelligence in order to fit the needs of national security policymaking customers. The Kent School is just a step in the right direction, one that needs to be followed by many others in order for a measurable improvement of the Agency’s analytic quality to take place.

Now, what if in other ‘areas’ such a great emphasis would be put on training? Let’s say, in a ‘normal’ organization. Employees would be doing their work far better and maybe the ‘dreaded’ performance evaluations wouldn't seem so frightening after all.

References:
<p style="text-align: left;">Marrin, S. (2002), CIA’s Kent School: A Step In the Right Direction, available at: <a href="http://isanet.ccit.arizona.edu/noarchive/marrin.html">http://isanet.ccit.arizona.edu/noarchive/marrin.html</a></p>
<p style="text-align: left;">CIA (2007), Training resources, available at: <a href="https://www.cia.gov/offices-of-cia/intelligence-analysis/training-resources.html">https://www.cia.gov/offices-of-cia/intelligence-analysis/training-resources.html</a></p>]]></content:encoded>
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<title>Communicating the Balanced Scorecard</title>
<link>http://www.smartkpis.com/blog/communicating-the-balanced-scorecard/</link>
<pubDate>Fri, 28 Jun 2013 07:11:34 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Canada]]></category>

		<category domain="tag" nicename="canada"><![CDATA[Canada]]></category>

		<category domain="tag"><![CDATA[Communication]]></category>

		<category domain="tag" nicename="communication"><![CDATA[Communication]]></category>

		<category domain="tag"><![CDATA[Nova Scotia Power]]></category>

		<category domain="tag" nicename="nova-scotia-power"><![CDATA[Nova Scotia Power]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10541</guid>
<description></description>
<content:encoded><![CDATA[The starting point of a communication planning should be the consideration of a vision and objectives. We must ask ourselves why are we launching a communication plan and what do we expect to achieve as a result. Would it be a primary focus on educating our key stakeholder groups or in winning the support of front-line employees?

At Nova Scotia Power, a Canadian electrical utility, the Balanced Scorecard team used this vision to guide their communication efforts:  “To present the concepts of the Balanced Scorecard (BSC) to the key constituents involved in both sponsoring and providing input to the implementation, and to provide all involved with regular updates regarding the team’s progress during the implementation.” This simple statement provided the basis for all future communication efforts during the rollout.

<strong><!--more-->Elements of the Communication Plan</strong>

The simplest way to devise your plan is by utilizing the “W5” approach: who, what, when, where, and why.
<ul>
	<li><em>Purpose/message (what/why). </em>This describes the information content defined in the plan. The Balanced Scorecard initiative may have a number of key messages: how the Scorecard aligns with strategy implementation and its role in relation to other change initiatives. Other content defined in the communication plan may include timelines, development status, and issues;</li>
	<li><em>Audience (who). </em>This refers to the specific individuals or groups identified who will require messages during the implementation. Plan to include your senior management team, middle management group, all employees, and your Balanced Scorecard team;</li>
	<li><em>Frequency (when). </em>The information needs of the audience groups will dictate the amount of communication you provide, but it is recommended to do more than you think is necessary to ensure you penetrate the attention zone of an often-overwhelmed employee base;</li>
	<li><em>Delivery vehicle (where/how).</em> This describes the method chosen to broadcast the message and will depend on the needs of the audience. With today’s technologies, choices of delivery vehicles are really just a function of the limits of one’s imagination. Consider any or all of these as possibilities: face-to-face meetings, group presentations, project plans, workshops, video presentations, internal Web sites etc. For example, the U.S. Army, which named its Scorecard implementation the Strategic Readiness System (SRS), used an internal Web site; it was accessible around the world and contained a vast library of information resources;</li>
	<li><em>Communicator (who). </em>This is the individual or group responsible for the content and distribution of the message.</li>
</ul>
If you are about to invest tremendous effort into building a new management tool, like the BSC, do not let a lack of communication explaining the concept and the benefits it will produce derail that effort. A carefully constructed communication strategy and plan will prove to be a great ally in the struggle to enlighten all employees and win support throughout the BSC development process.

References:
<ol>
	<li style="text-align: left;">Niven, P. R. (2006), Balanced Scorecard step-by-step: Maximizing performance and maintaining results, Second Edition. New Jersey: John Wiley &amp; Sons, available at: <a href="http://academia.edu/2772759/BALANCED_SCORECARD_STEP-BY-STEP">http://academia.edu/2772759/BALANCED_SCORECARD_STEP-BY-STEP</a></li>
</ol>]]></content:encoded>
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<title>Social media and its impact on your business</title>
<link>http://www.smartkpis.com/blog/social-media-and-its-impact-on-your-business/</link>
<pubDate>Fri, 28 Jun 2013 09:28:25 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Internet]]></category>

		<category domain="tag" nicename="internet"><![CDATA[Internet]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Marketing and Communications]]></category>

		<category domain="tag" nicename="marketing-and-communications"><![CDATA[Marketing and Communications]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10546</guid>
<description></description>
<content:encoded><![CDATA[Along with the technology age came the wave of social networking. And just how big is the wave in fact? How much do our daily activities depend on this flow of unrestrained Internet connections? People all over the world have begun to use the social networks available right from their beginning and today we find ourselves in a world were Facebook or Twitter are a common topic of discussion, no matter the context. Moreover, people are starting to replace the human relationships with the virtual ones, thus leaving themselves in the position where they cannot face the world unless via Internet.

[caption id="attachment_10547" align="aligncenter" width="534"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/Social-Media-Icons.png"><img class="size-large wp-image-10547       " title="Social-Media-Icons" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Social-Media-Icons-1024x992.png" width="534" height="444" /></a> Source: www.forbes.com[/caption]

<!--more-->And what about the relation business-social media? How does social networking affect one’s business? In the last decade, companies have shown a great deal of interest in using social networks like Facebook, Twitter or LinkedIn. Social networks represent a useful tool in promoting products and services or simply making a company known. According to Allen and Overy, there were over 40 million users of social media in Europe alone in the year 2011. The number has gone pass this number rapidly, statistics saying that by 2017, more than half the population of Europe will become social media users.

The relation between the business environment and social media is not that “cold” as it was in the first years of social networks. Nowadays, companies focus greatly on creating campaigns fit for the Internet. As a matter of fact, blogging or posting announcements about the upcoming events of a company have become a daily compulsory activity for many of the employees. Some companies even have employees that are only there to perform this kind of activities: promoting the company on social networks.

But what happens when social media act as enemies of your business? In their article, Allen and Overy discuss the many ways in which Facebook or Twitter may irreparably harm your business. This particularly happens when specific guidelines are not provided for the employees to follow in their online activity. Harm can be done voluntarily or unintentionally. More often than not, this happens on purpose and it is the managers’ job to prevent and sanction the damage.

Social media allows people to share images, video and text. The nature of this content is only established by the person posting it, therefore it is somehow difficult, if not impossible in some cases for others to control the content posted on the Internet. Some companies have blocked the access to such social networks, as they had nothing to do with the activities performed in that context. Others have restricted the access, allowing their employees to go online only in certain time intervals, when it does not interfere with their work. Unfortunate situations emerge when certain people post unwanted content on social networks about the company they work for, thus creating a series of undesired consequences. The fact that information is accessible to a large number of users and that it is there to stay represents an advantage, but also a great disadvantage for the ones the information is about.

In consequence, it is highly recommended to carefully choose the employees that manage the online promotion of your business, as well as establishing some ground rules for this activity. By having in mind the fact that “not all that shines is gold”, meaning not all promotion channels are good for a business, one can easily set the company down a good path.

References
<ol>
	<li>Allen &amp; Overy (2012), The impact of social media on your business, available at: <a href="http://www.allenovery.com/SiteCollectionDocuments/The%20impact%20of%20social%20media%20on%20your%20business.pdf">http://www.allenovery.com/SiteCollectionDocuments/The%20impact%20of%20social%20media%20on%20your%20business.pdf</a></li>
	<li>European Travel Commission (2013), Europe: Social networking and UGC, available at: <a href="http://www.newmediatrendwatch.com/regional-overview/103-europe?start=5">http://www.newmediatrendwatch.com/regional-overview/103-europe?start=5</a></li>
</ol>]]></content:encoded>
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<title>Improving ambulance services</title>
<link>http://www.smartkpis.com/blog/improving-ambulance-services/</link>
<pubDate>Fri, 28 Jun 2013 13:07:08 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10553</guid>
<description></description>
<content:encoded><![CDATA[We all know that when an ambulance approaches, with its siren on, we should pull over in order to make room for it. But what if your radio is on, windows up and you can’t hear it coming? Well, that’s not a problem anymore, as now ambulances can hijack nearby AM and FM signals to announce their arrival to the drivers. If you think this is illegal, you are wrong. In Ecuador, for instance, a creative agency cooperates with the Radio Association of Ecuador in order to ‘suit up’ ambulances: they are equipped with low-power broadcast antennas, overriding all AM and FM station within a 1 km range. So, those who are near-by can be alerted well in advance, thus reducing considerably the ambulance response time.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/amb.jpg"><img class="aligncenter  wp-image-12864" title="amb" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/amb-300x269.jpg" width="634" height="550" /></a></p>
<!--more-->Truly, this is an interesting way of reducing the ambulance response time. However, this is not enough to increase the performance of ambulance services, as there’s more here than meets the eye. Although time is a significant issue related to clinical outcomes for some life-threatening calls, it makes up only for a small number of cases. Therefore, performance indicators that measure the quality and appropriateness of pre-hospital care, as well as its timeliness, have to be set in place. Ambulance services have been encouraged to develop performance measures in order to promote a more efficient and effective operational management, being under a constant pressure of meeting the expectations of consumers, funders and managers.

Performance management can be defined briefly as the process ensuring that goals are constantly being met in an effective and efficient manner, by collecting and collating individual indicators. Performance measures or benchmarks have to be reliable, easy to understand and their collection must be cost-effective.

The ambulance services need to have performance indicators that fit into a wider performance framework. The community is interested in the extent to which ambulance services are:

• accessible, in the face of financial, geographic, organizational and cultural barriers;

• clinically effective;

• appropriate to need;

• timely;

• in line with agreed standards;

• delivered by appropriately trained and educated staff.

For instance, in the U.S., the Emergency Medical Services Outcome Project (EMSOP) provides a useful framework for ambulance service performance measurement. The following table is a summary of the six major outcome categories:
<table border="1" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td valign="top" width="312"><strong>Term </strong></td>
<td valign="top" width="312"><strong>Definition</strong></td>
</tr>
<tr>
<td valign="top" width="312">Survival</td>
<td valign="top" width="312">Mortality directly attributable to the condition.</td>
</tr>
<tr>
<td valign="top" width="312">Impaired physiology</td>
<td valign="top" width="312">Objectively measurable signs of altered physiology.</td>
</tr>
<tr>
<td valign="top" width="312">Limit disability</td>
<td valign="top" width="312">A change in the functional status of the patient in terms of ability to live independently and go about their daily lives at home, work, or recreation.</td>
</tr>
<tr>
<td valign="top" width="312">Alleviate discomfort</td>
<td valign="top" width="312">Uncomfortable symptoms such as pain, nausea, vertigo, or shortness of breath.</td>
</tr>
<tr>
<td valign="top" width="312">Satisfaction</td>
<td valign="top" width="312">Expectations of patients and families are met by service provided</td>
</tr>
<tr>
<td valign="top" width="312">Cost-effectiveness</td>
<td valign="top" width="312">The financial consequences of health care to the patient and society.</td>
</tr>
</tbody>
</table>
Another great example would be the South Australian Ambulance Service, which developed an integrated measurement system encompassing the need for measures and indicators at operational, managerial and strategic levels. Eight success measures were defined and then ten performance indicators were linked to them, making it possible to measure the ambulance service performance in those areas. When measuring performance, the most important step must be establishing the effectiveness of an intervention. The following table summarizes the South Australian Ambulance Service framework:
<table border="1" cellspacing="0" cellpadding="0" align="left">
<tbody>
<tr>
<td valign="top" width="312"><strong>Success Measures</strong></td>
<td valign="top" width="312"><strong>Key Performance Indicators</strong></td>
</tr>
<tr>
<td rowspan="2" valign="top" width="312">Patients ready for ongoing treatment</td>
<td valign="top" width="312">Patient condition on delivery</td>
</tr>
<tr>
<td valign="top" width="312">Accuracy of information to hospital</td>
</tr>
<tr>
<td rowspan="2" valign="top" width="312">Timelines</td>
<td valign="top" width="312">Time from emergency call to arrival at hospital</td>
</tr>
<tr>
<td valign="top" width="312">Delay in meeting Ambulance Transport Services contracted commitments</td>
</tr>
<tr>
<td valign="top" width="312">Communication with patients</td>
<td valign="top" width="312">Communication with patients</td>
</tr>
<tr>
<td valign="top" width="312">Cost</td>
<td valign="top" width="312">Cost relative to best practice</td>
</tr>
<tr>
<td valign="top" width="312">Revenue</td>
<td valign="top" width="312">Revenue</td>
</tr>
<tr>
<td valign="top" width="312">Preparedness for disasters</td>
<td valign="top" width="312">Preparedness for disasters</td>
</tr>
<tr>
<td valign="top" width="312">Community awareness</td>
<td valign="top" width="312">Community confidence rating</td>
</tr>
<tr>
<td valign="top" width="312">Staff satisfaction</td>
<td valign="top" width="312">Employee satisfaction rating</td>
</tr>
</tbody>
</table>
&nbsp;

&nbsp;

&nbsp;

&nbsp;

&nbsp;

&nbsp;

We should all agree that, in one way or another, the traditional performance indicators used to measure and monitor the ambulance service need to be improved as time passes. Its importance is crucial, as it is a question of life and death.

References:
<p style="text-align: left;">O’Meara, P. (2005), A generic performance framework for ambulance services: an Australian health services perspective, Journal of Emergency Primary Health Care, Volume 3, Issue 3, available at: <a href="http://ro.ecu.edu.au/cgi/viewcontent.cgi?article=1152&amp;context=jephc">http://ro.ecu.edu.au/cgi/viewcontent.cgi?article=1152&amp;context=jephc</a></p>
<p style="text-align: left;">Liszewski, A. (2013), Ambulances highjack car radios to let drivers know they’re coming, Gizmodo, available at: <a href="http://www.gizmodo.com.au/2013/06/ambulances-highjack-car-radios-to-let-drivers-know-theyre-coming/">http://www.gizmodo.com.au/2013/06/ambulances-highjack-car-radios-to-let-drivers-know-theyre-coming/</a></p>
<p style="text-align: left;">Image Source: <a href="http://openclipart.org/people/kesigomu/ambulance.svg">http://openclipart.org/people/kesigomu/ambulance.svg</a></p>]]></content:encoded>
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<wp:post_date>2013-06-29 00:07:08</wp:post_date>
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<title>Men versus women in top management</title>
<link>http://www.smartkpis.com/blog/men-versus-women-in-top-management/</link>
<pubDate>Mon, 01 Jul 2013 09:40:53 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Gender Diversity]]></category>

		<category domain="tag" nicename="gender-diversity"><![CDATA[Gender Diversity]]></category>

		<category domain="tag"><![CDATA[Leadership]]></category>

		<category domain="tag" nicename="leadership"><![CDATA[Leadership]]></category>

		<category domain="tag"><![CDATA[Women in Management]]></category>

		<category domain="tag" nicename="women-in-management"><![CDATA[Women in Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10561</guid>
<description></description>
<content:encoded><![CDATA[Firm performance can be measured in so many ways and according to so many factors. One of these factors may be gender and the issues linked to it in the business world. The long-discussed problem of women entering the business world and occupying a wide range of positions that are generally thought as masculine, appears to reach now a common level of understanding. Companies are now displaying encouragement for female candidates to apply to vacant positions and the response does not fail to emerge. More and more women now hold important positions in the hierarchy of a company, thus creating confidence for others to follow.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Men-and-women-in-a-boardr-007.jpg"><img class="aligncenter size-full wp-image-12862" title="Men-and-women-in-a-boardr-007" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Men-and-women-in-a-boardr-007.jpg" width="460" height="276" /></a>

<!--more-->There is a differentiation between the jobs women take in the structure of a company: the first is below the CEO position and the second is occupying the CEO position. There are various studies performed on this matter and the results are fairly different. The difference comes from the fact that women take jobs that are generally thought to be destined to men, the so-called “masculine tasks”. Gender disparity acts in this situation as a key factor that cannot be set aside in a thorough analysis of the phenomenon.

It has been proved that there is a strong association between firm performance and female participation, in the sense that women’s leading style is visibly different from that of men. Studies show that companies that are focused on an “innovation intensive” strategy are directly driven towards good results in performance measurement with a female leader. And why this idea? Because women carry a management system that is less focused on hierarchy and more on interaction, on teamwork that is guaranteed to stimulate creativity and motivate the employees.

There is however a downside to having a female leader, and by that we refer to diversity: the fact that women managers tend to focus more on teamwork, therefore creating work groups, is likely to give rise to unwanted situations of disagreement, based on the diversity of opinion. This kind of internal conflict is highly due to affect the decision-making process in the company and seriously harm performance. Moreover, companies may encounter situations in which male employees present resistance to work with women, this also being categorized as a gender issue. Another disadvantage, as considered by some specialists, is the fact that women are not always as aggressive as men in adopting and implementing a strategy or taking a decision. This also being a quality mostly attributed to men, is particularly not helping the image of women in the business world.

It is a fact today that women make greater efforts to perform certain activities and strive for great results. This is perhaps due to the fact that competition happens in all circumstances, at all levels. And it is just this constant effort to be as good as or even better than men that makes women at some point much more suitable for leading positions.

All in all, the question of women occupying leading positions in companies is still open, and more opinions on the matter can be given. An objective opinion highlights the suitability of a person for a job, leaving out the gender issue. Many exceptions have emerged in the career-choosing process and many more are yet to come. The subject is open to discussion.

References

Dezso, C. L. and Ross, D. G. (2008), “Girl power”: Female participation in top management and firm performance, available at: <a href="http://www.genderprinciples.org/resource_files/Girl_Power-Female_Participation_in_Top_Management_and_Firm_Performance.pdf">http://www.genderprinciples.org/resource_files/Girl_Power-Female_Participation_in_Top_Management_and_Firm_Performance.pdf</a>

Image source :<a href="http://www.theguardian.com/business/blog/2011/oct/11/boardroom-quotas-women-good-bad">http://www.theguardian.com/business/blog/2011/oct/11/boardroom-quotas-women-good-bad</a>]]></content:encoded>
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<title>Shoe design in the context of mass customization</title>
<link>http://www.smartkpis.com/blog/shoe-design-in-the-context-of-mass-customization/</link>
<pubDate>Mon, 01 Jul 2013 13:11:30 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Fashion]]></category>

		<category domain="tag" nicename="fashion"><![CDATA[Fashion]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[ShoeDSM]]></category>

		<category domain="tag" nicename="shoedsm"><![CDATA[ShoeDSM]]></category>

		<category domain="tag"><![CDATA[Software]]></category>

		<category domain="tag" nicename="software"><![CDATA[Software]]></category>

		<category domain="tag"><![CDATA[The DOROTHY Project]]></category>

		<category domain="tag" nicename="the-dorothy-project"><![CDATA[The DOROTHY Project]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10565</guid>
<description></description>
<content:encoded><![CDATA[In today’s business world, enterprises have to meet the advanced demands for greener, more customized and higher quality products. This means they have to focus on smaller and more specific market segments of customer oriented products. Mass production is turning into ‘mass customization’, which can be defined as offering customized goods at a price close to that of mass production. The main difference between the two concepts lies in their operating logic: on one hand, in the case of the MP, lower prices lead to increased sales, increased sales to higher volumes, higher volumes to lower costs and lower costs induce lower prices. On the other hand, in MC, customization leads to satisfied customer and continuous innovation, which lead to higher sales and higher profits. As a ‘bonus’, the customers are better understood. Moreover, thanks to higher profits and increased customer knowledge, the company can offer more variety. Therefore, we might say that MP is efficiency-driven and based on scale economies, while MC is customer-driven and based on offering greater variety at affordable prices. Now that the concept has been defined, it is clear that previous performance measurement systems, adequate for MP, need to evolve in order to meet the new operating logic of MC.

<!--more-->In order for mass customization to be effective, new business models have to be introduced. According to these models, customers and other important parts of the supply can have a crucial role in the design process, if they interact with the designer of the product.

Focusing on the shoe industry, it is important to note the key factors that are taken into account when buying a pair of shoes. First, there is the style of the shoe, which obviously has a direct impact on the customer. Another important issue is the fit, a prerequisite for footwear comfort, as misfits can result in foot injuries and deformities. The third dimension of shoe customization is represented by its function: the most important characteristics are the flexibility, the shock absorption and the thermal conductivity.

A special module has been created in order to assist the shoe design process. Now, main ‘actors’ of the company and of the industry supply chain (product and production engineers, customers, suppliers, retailers etc.) can develop the design of a new shoe altogether. This process considers all the-above mentioned factors that customers think of when buying a new pair of shoes.

Shoe Design Support Module

The idea is to gather relevant information about customer requirements and market designs. If products meet these requirements, they are going to be successful. Gathering and organizing such data require an effective tool. Within the DOROTHY project (Design of Customer Driven Shoes and Multi-site Factory – a research project within the 7th Framework Program NMP that aims at transforming the European Shoe Manufacturing in order to strengthen Europe’s ability to compete in the global market), such a tool is being developed: The Shoe Design Support Module – “ShoeDSM”. It follows a client-server architecture of web services; for its implementation, the programming languages HTML, SQL, JAVASCRIPT and JAVA are used. An authorized user can easily access it through an internet browser which does not require special plug-ins or other extensions.

How does it work?

It uses Groups of Interest, the main being Designers, Customers, Production Engineers, Retailers and Suppliers. These are the most important groups, although further groups of interests can be added. This classification is necessary because users of different Groups have access to different sections of the tool; for instance, a Customer cannot delete a Basic Design.

The most important section is the Design section, as through this section Designers upload the new designs, making it possible for other users to view them and provide feedback, make comments, express likes or dislikes, or even suggest new ideas. The following figure can help better understand the use of this tool:

[caption id="attachment_10566" align="aligncenter" width="572"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/Figure-1.jpg"><img class="size-full wp-image-10566       " title="Figure 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Figure-1.jpg" width="572" height="406" /></a> From the paper "A shoe design support module towards Mass Customization"[/caption]

The shoe design process is supported by a software tool, namely the Performance Indicator Calculator (PIC), which meets the needs of the customer driven design, as it calculates the Performance Indicators <em>Cost </em>and <em>Time</em> for every customer product variant. It considers the needed resources and the specific production configuration (manufacturing, assembly and logistics, for instance). So, the cost and time values are based on the current situation at the production site, being thus as accurate as they can get. Especially in the case of mass customization, this tool provides added value due to the fact that synchronizes the customer, the product and the process data. Moreover, a total performance of the shoe will be calculated, derived from the synthesis of different components: weight, comfort, fitting, breathability etc.

As a great number of companies are shifting toward mass customization, the entire value chain has to be adapted to fit these new requirements. And performance management systems have to take this changes into consideration.

References:
<p style="text-align: left;">Pandremenos, J., Georgoulias, K., Chryssolouris, G., Jufer, N. and Bathelt, J. (n.d.), A shoe design support module towards Mass Customization, available at: <a href="http://www.ami-communities.eu/pub/bscw.cgi/d573341/A%20shoe%20design%20support%20module%20towards%20Mass%20Customization.pdf">http://www.ami-communities.eu/pub/bscw.cgi/d573341/A%20shoe%20design%20support%20module%20towards%20Mass%20Customization.pdf</a></p>
<p style="text-align: left;">Jufer, N., Daaboul, J., Bathelt, J., Politze, D., Laroche, F., Bernard, A. and Kunz, A. (n.d.), Performance factory in the context of Mass Customization, available at: <a href="http://www.inspire.ethz.ch/ConfiguratorJM/publications/Performanc_127709637968126/ice_2010_kunz.pdf">http://www.inspire.ethz.ch/ConfiguratorJM/publications/Performanc_127709637968126/ice_2010_kunz.pdf</a></p>]]></content:encoded>
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<title>Performance Monitoring vs Performance Management</title>
<link>http://www.smartkpis.com/blog/performance-monitoring-vs-performance-management/</link>
<pubDate>Mon, 01 Jul 2013 13:12:35 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Knowledge and Innovation]]></category>

		<category domain="tag" nicename="knowledge-and-innovation"><![CDATA[Knowledge and Innovation]]></category>

		<category domain="tag"><![CDATA[Monitoring]]></category>

		<category domain="tag" nicename="monitoring"><![CDATA[Monitoring]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Theory]]></category>

		<category domain="tag" nicename="theory"><![CDATA[Theory]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10572</guid>
<description></description>
<content:encoded><![CDATA[Is there any difference between performance monitoring and performance management?
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/index.jpg"><img class="aligncenter size-full wp-image-10574" title="index" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/index.jpg" width="634" height="450" /></a></p>
Firstly, in order to monitor performance, it is sufficient to simply identify the Key Performance Indicators (KPIs) that are relevant for the company and to put them on a performance management instrument (dashboard or scorecard). Data is then collected and centralized over periods of time, allowing a clearer image over the company’s progress.

<!--more-->However, when performance is not meeting the required levels, actions need to be taken, so as to put the company back on the track. This is the beginning of performance management. The person responsible for improving companies’ results, be it manager or director, has to identify the key people and process that are not functioning properly and to direct them on the right path.

The linkage between the concepts is given by decision management, which is crucial in moving from performance monitoring to performance management. Once vulnerable people and process are identified, decisions need to be taken regarding the steps to be further implemented. The appropriate actions can lead the company towards development. Otherwise, it may be difficult to identify the right solutions.

Practically, the difference between these two concepts is that performance monitoring has to do with the strategy formulation, while performance management is connected to strategy execution. The objectives companies set need to be put in practice. They need to become realistic targets employees have to achieve, and the day-to-day activities create the framework for strategic goals to be met.

So, companies should first establish their objectives, then, monitor the performance in reaching them and afterwards, take action if the case, to improve the existing performance. This is basically the performance monitoring - performance management flow.

References:
<ol>
	<li style="text-align: left;">Craig, B. (2013), Performance management or just performance monitoring?, available at: <a href="http://www.information-management.com/news/performance-management-of-just-performance-monitoring-10024552-1.html">http://www.information-management.com/news/performance-management-of-just-performance-monitoring-10024552-1.html</a></li>
</ol>]]></content:encoded>
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<wp:post_date>2013-07-02 00:12:35</wp:post_date>
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<title>More engagement, more performance!</title>
<link>http://www.smartkpis.com/blog/more-engagement-more-performance/</link>
<pubDate>Tue, 02 Jul 2013 07:24:58 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Edward Lawler]]></category>

		<category domain="tag" nicename="edward-lawler"><![CDATA[Edward Lawler]]></category>

		<category domain="tag"><![CDATA[Employee Engagement]]></category>

		<category domain="tag" nicename="employee-engagement"><![CDATA[Employee Engagement]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10583</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: left;">Employee engagement is a very popular concept nowadays. In a severe competition on most markets, the human resource represents an important competitive advantage.</p>
Employee engagement has three dimensions: the cognitive, the emotional and the behavioral one. The cognitive aspect refers to employees’ beliefs about the organization and working conditions. The emotional dimension concerns how employees feel about the organization, while the behavior of an employee is the value-added and discretionary effort he brings to his work in the form of extra time, brainpower and energy devoted to the tasks.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/WeatherVANE_v2_600_699.png"><img class="aligncenter size-full wp-image-12859" title="WeatherVANE_v2_600_699" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/WeatherVANE_v2_600_699.png" width="360" height="419" /></a></p>
<!--more-->Studies have proved that engaged employees perform better than less involved employees, impacting positively customer satisfaction, profitability and employee turnover. All these have caught the interest of managers that are looking for techniques to increase employee engagement.

According to Edward Lawler, there are four pillars that an organization should encourage in order to facilitate employee engagement: power, information, knowledge and rewards.

Power refers to empowering employees to take decisions. Involvement is maximized when the highest possible level of power is pushed down to the employees that have to carry out the decisions. Information consists in providing the employees timely and relevant data for their work activities, so that they better understand the context of their tasks and take better decisions. Knowledge is connected to the training investment the company makes. Helping employees gain more skills and abilities is highly motivating for them. Rewards are a strong component of high involvement and they can ensure that employees are using the power, information and knowledge provided for a better performance of the company.

In order to increase the employee’s engagement, besides an adequate organizational culture and management practices, it is also needed to measure and monitor the level of involvement. The KPI used is # Employee Engagement Index and it can be calculated based on surveys performed among employees.

According to the 2012/2013 Work trends survey conducted by Kenexa, an IBM company:
<ul>
	<li>Highest EEI is  for Executive/ Senior managers (76), while the lowest is for laborers and crafts/ skilled traders (48)</li>
	<li>Highest EEI is in the Electronics and Computer Manufacturing industry (62), while the lowest is in Government and Public Administration (51)</li>
	<li>Highest EEI is in India (77), while the lowest is in Japan (31)</li>
</ul>
Research data available on <a href="http://www.engageforsuccess.org/">www.engageforsuccess.org</a> illustrates that organizations with employee engagement scores in the top quartile averaged 12% higher customer advocacy and 18% higher productivity.

References:
<ul>
	<li style="text-align: left;">Konrad, A. M. (2006), Engaging employees through high-involvement work practices, Ivey Business Journal, available at: <a href="http://www.iveybusinessjournal.com/topics/the-workplace/engaging-employees-through-high-involvement-work-practices#.UdJph_kybqU">http://www.iveybusinessjournal.com/topics/the-workplace/engaging-employees-through-high-involvement-work-practices#.UdJph_kybqU</a></li>
	<li style="text-align: left;">Dodge, T. (2013), Nailing the evidence, Engage For Success, available at: <a href="http://www.engageforsuccess.org/ideas-tools/presentation-nailing-the-evidence/#.UYibhLX-HL8"><em>http://www.engageforsuccess.org/ideas-tools/presentation-nailing-the-evidence/#.UYibhLX-HL8</em></a><em> </em></li>
	<li style="text-align: left;">Kenexa (2012), The many contexts of Employee Engagement, available at:  <a href="http://www.kenexa.com/Portals/0/Downloads/KHPI%20Papers/The%20Many%20Contexts%20of%20Employee%20Engagement-2012%20WT%20Report_CS6.pdf">http://www.kenexa.com/Portals/0/Downloads/KHPI%20Papers/The%20Many%20Contexts%20of%20Employee%20Engagement-2012%20WT%20Report_CS6.pdf</a></li>
</ul>
Image Source: <a href="http://www.therightgroup.com.au/our-expertise/employee-research/employee-engagement/">http://www.therightgroup.com.au/our-expertise/employee-research/employee-engagement/</a>]]></content:encoded>
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<wp:post_date>2013-07-02 18:24:58</wp:post_date>
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<title>Rewarding employees – one of the keys to success</title>
<link>http://www.smartkpis.com/blog/rewarding-employees-%e2%80%93-one-of-the-keys-to-success/</link>
<pubDate>Tue, 02 Jul 2013 09:46:18 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Rewards]]></category>

		<category domain="tag" nicename="rewards"><![CDATA[Rewards]]></category>

		<category domain="tag"><![CDATA[Talent management]]></category>

		<category domain="tag" nicename="talent-management"><![CDATA[Talent management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10598</guid>
<description></description>
<content:encoded><![CDATA[How employees perform their activities and how the results appear highly depends on the recognition they get for it. Employee compensation is greatly regarded by managers and employees alike, as it increases the motivation force among the company members, thus leading the company towards great achievements. The recognition employees get for their work should match the contribution and result of each and every one.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Employee-Motivation.jpg"><img class="aligncenter size-full wp-image-12857" title="Business group meeting" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Employee-Motivation.jpg" width="400" height="300" /></a>

<!--more-->Rewards and recognition may be granted to employees publicly or in private, and they should be made according to each employee’s likings and interests. For example, some companies hand out hard-to-get tickets to a particular concert or show they know the employee is a fan of; others give spa days or paid lessons to a sport the employee plays. There is an infinite number of ideas of how to reward a subordinate as to motivate him or her to work harder and better, but it must be taken into considerations the fact that each employee is unique by nature and even though in the company all employees act as a team, they are in the end individuals.

According to MetaForce, the rewards need not be expensive or hard to get by managers. Many of the rewards and recognition acts consist of verbal acknowledgement, given in private or publicly. Some employees are not very fond of the public appraisal of their work, while others take great pride in being “applauded” by their supervisors in front of their fellow colleagues. In order to ease the implementation of rewards and recognition in a company, MetaForce recommends the following easy-to-do ideas:
<ul>
	<li>Send thank you cards (make sure they are written in a thoughtful and sincere manner).</li>
	<li>Tell the employees what were the reasons for choosing them for a particular project. Acknowledge their qualities and professional skills.</li>
	<li>Send a complimentary email to the owner of the company talking about the employee that had a major contribution to the company’s project in a period of time. Make sure you cc: the employee.</li>
	<li>Thank a specific employee or department in the company newsletter, pointing out the contribution to the company’s system of values.</li>
	<li>Take the employee to lunch and use that opportunity to thank him personally, while rewarding him for his or her work.</li>
	<li>Reserve a few minutes in a meeting to read emails or letters that specifically praise the good work of an employee.</li>
</ul>
These are only a few recommendations on how to best reward a faithful employee. Some companies like to adopt more unusual ideas to compensate the efforts and results of employees. Among the wackiest ideas we find giving the employee a three-week vacation, or paying his/ her parking fees for a year, update his/her next airline trip to business or even first class. And by wackiest we mean rather expensive rewards that can only be given by big companies that can afford spending money on these actions.

To put it in a nutshell, employees that work hard and bring valuable financial results to their company deserve to be rewarded, this leading to the employee being satisfied and happy with their job, feeling that their work does matter. It is all like a cycle: the employee works, his/her work is acknowledged, the employee feels motivated to continue to work as good or even better than before. It is all about giving thanks.

References:
<ol>
	<li>MetaForce (2004), Reward and recognition ideas for great managers, available at: <a href="http://www.metaforceagents.com/pdfs/Reward%20and%20Recognition%20Ideas%20for%20Great%20Managers_Volume%201,%20Issue%205.pdf">http://www.metaforceagents.com/pdfs/Reward%20and%20Recognition%20Ideas%20for%20Great%20Managers_Volume%201,%20Issue%205.pdf</a></li>
	<li>Cannon, D. (2011), How to reward great ideas, available at: <a href="http://www.inc.com/guides/201107/how-to-reward-employees-great-ideas_pagen_2.html">http://www.inc.com/guides/201107/how-to-reward-employees-great-ideas_pagen_2.html</a></li>
</ol>
Image Source: <a href="http://www.egodevelopment.com/wp-content/uploads/2011/08/Employee-Motivation.jpg">http://www.egodevelopment.com/wp-content/uploads/2011/08/Employee-Motivation.jpg</a>]]></content:encoded>
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<wp:post_date_gmt>2013-07-02 09:46:18</wp:post_date_gmt>
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<title>Performance management in Universities</title>
<link>http://www.smartkpis.com/blog/performance-management-in-universities/</link>
<pubDate>Wed, 03 Jul 2013 08:52:50 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Universities]]></category>

		<category domain="tag" nicename="universities"><![CDATA[Universities]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10605</guid>
<description></description>
<content:encoded><![CDATA[Top private companies around the globe have adopted performance management principles and techniques in order to be more competitive in this harsh economic market. This fierce competition has slowly, but firmly found its way in the public sector. Public services are required to adopt best practices and streamline processes in order to justify their budgets and offer quality services to their country’s citizens.

Higher education institutions have not been an exemption to this trend, and as a result more and more universities are implementing performance management systems in order to be sustainable and provide quality public services.

<!--more-->In the past decade, most countries in Europe have passed reforms in the education field in response to the developments of society, such as decentralization and tighter public budgets. The majority of these reforms can be related to the New Public Management (NPM) paradigm, which emphasizes effectiveness, efficiency and accountability. Developed in the early 1990s by Cristopher Hood, it has been the basis for reforming universities. Market based reforms, the introduction of a client-driven higher education system, the use of performance measurement in research and teaching and government steering are just some of its effects in the education sector.

Beginning from 2000, Universities in the Netherlands are funded on a ‘performance funding model’. Using this approach, 50% of the total teaching budget in a year is based on the number of degrees awarded in previous year; 13% is based on the number of ﬁrst year enrollments; and the remainder is a ﬁxed allocation per university. Universities receive separate funding for research programs. In Finland, the government has a three-year contract with each university that encompasses objectives, programs and funding. The contract provides for a government grant in the form of a lump sum to implement the contract, including the goals for master’s and doctoral degrees. The budgeting system has been developed to support management-by-results so that the university’s goals and appropriations are inter-linked.
<p style="text-align: right;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/collegeheader.jpg"><img class="aligncenter size-full wp-image-10606" title="collegeheader" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/collegeheader.jpg" width="920" height="250" /></a>Image source: Energy Systems Group, available at: <a href="http://www.energysystemsgroup.com/colleges_universities.asp">http://www.energysystemsgroup.com/colleges_universities.asp</a></p>
In the U.S, The University of Minnesota has implemented a comprehensive performance management system to achieve its goal of becoming one of the world’s top three public research institutions. The baseline of this system is the alignment of all colleges, departments and units to the University’s mission and value statements. The main benefit being that the staff will have a clear view of their role as an employee of the University, and as a result they would become more engaged by understanding the University’s mission, the expectations for their work, and what they can gather from the University’s performance management framework.

One of the latest initiatives undertaken by universities is the development of joint programs together with private companies. A current example is Thailand, where the Chulalongkorn University is collaborating with Fujitsu. They are jointly developing a student performance management system based on FUJITSU Education Solution Campusmate-J/Student series of student support system for higher education. Trials, which will involve students with exceptional abilities in sports, arts and music, will be conducted at the University in order to consolidate various types of student information from multiple departments in order to arrive at a single student performance management system. Insights gained from the Chulalongkorn University trials will be leveraged to add new features that fit the needs of Thailand's university system and culture.

Universities implementing performance management represent the future of the education system. Recruiting and retaining top faculty and staff who are innovative and dedicated to achieving the highest standards of excellence embodies the performance management culture and will drive the education sector to new scholarly heights.

References:
<ol>
	<li>OECD (2003), Education Policy Analysis, Chapter 3: Changing patterns of governance in higher education, available at: <a href="http://www.oecd.org/education/skills-beyond-school/35747684.pdf">http://www.oecd.org/education/skills-beyond-school/35747684.pdf</a></li>
	<li>Decramer, A. (2011), Employee performance management in higher education, Ghent University, available at: <a href="http://www.feb.ugent.be/nl/Ondz/Proefschriften/Abstracts/Decramer_abstract_eng.pdf">http://www.feb.ugent.be/nl/Ondz/Proefschriften/Abstracts/Decramer_abstract_eng.pdf</a></li>
	<li>The Nation (2013), Fujitsu, Chulalongkorn University launch field trials for student performance management system, available at: <a href="http://www.nationmultimedia.com/technology/Fujitsu-Chulalongkorn-University-launch-field-tria-30209043.html">http://www.nationmultimedia.com/technology/Fujitsu-Chulalongkorn-University-launch-field-tria-30209043.html</a></li>
	<li>University of Minnesota (2005), Performance management and career mobility at the University of Minnesota: President’s Emerging Leaders Program 2005-2006, available at: <a href="http://www1.umn.edu/ohr/prod/groups/ohr/@pub/@ohr/documents/asset/ohr_63183.pdf">http://www1.umn.edu/ohr/prod/groups/ohr/@pub/@ohr/documents/asset/ohr_63183.pdf</a></li>
</ol>]]></content:encoded>
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<title>Managing the performance of volunteers</title>
<link>http://www.smartkpis.com/blog/managing-the-performance-of-volunteers/</link>
<pubDate>Wed, 03 Jul 2013 09:54:20 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Canada]]></category>

		<category domain="tag" nicename="canada"><![CDATA[Canada]]></category>

		<category domain="tag"><![CDATA[Non-Governmental]]></category>

		<category domain="tag" nicename="non-governmental"><![CDATA[Non-Governmental]]></category>

		<category domain="tag"><![CDATA[Non-Profit]]></category>

		<category domain="tag" nicename="non-profit"><![CDATA[Non-Profit]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Management Taxonomy]]></category>

		<category domain="tag" nicename="performance-management-taxonomy"><![CDATA[Performance Management Taxonomy]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10613</guid>
<description></description>
<content:encoded><![CDATA[Voluntary organizations bring a significant contribution to the social and economic welfare of a community. A great number of people now express their desire to be a part of such an organization, their contribution gaining social recognition and personal satisfaction. The non-governmental organizations gather volunteers by selecting them from a number of applicants.

The nonprofit sector is now benefiting from a substantial growth in the number of people wanting to belong to this area or of those already in it. The non-governmental organizations receive sponsorship from individuals or companies that wish to make a contribution to their community and help sustain the various causes. People of all ages and social statuses may become members of NGOs, as long as they prove to be committed to their work.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/volunt.jpg"><img class="aligncenter size-full wp-image-12678" title="volunteers management" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/volunt.jpg" width="548" height="409" /></a></p>
<!--more-->Managing the teams of volunteers can face a series of issues that may arise from different roots. Having to deal with people of different backgrounds, skills and interests, it is necessary to focus on some key aspects of working with volunteers. To begin with, a study performed by the Ontario Health Promotion emphasizes the need of a high performance system in the structure of each voluntary organization. Apart from volunteers, NGOs also have a portion of employed staff which is responsible for leading the teams of volunteers. Among their responsibilities, training the volunteers according to the work they are going to perform is in some cases, crucial for the well-being of the organization.

An important question arises from the whole concept of volunteering: if the work is left on the hands of people who have no obligation towards the organization, how well is their performance monitored and improved? It is crucial to keep in mind the fact that the people who volunteer, do it out of goodwill, and much more respect should be given to their act. However, once they get to begin working, their performance should be measured in order to analyze the ups and downs of their activity.

Zacharatos, Barling and Iverson proposed in a study of high-performance work systems on workplace safety a set of ten practices that form the high performance work system:
<ol>
	<li>Selective recruitment – this step focuses on choosing the best of the best for the specific work. When going through an extensive selection process and finally entering the team, the candidate gains a sense of belonging to a high standard organization and his or her eagerness to work grows instantly.</li>
	<li>Extensive training – the importance of training relies on achieving new skills and working on those already possessed by the employees; it is highly important to focus on the training stage as the employees gain new strategies to work their potential.</li>
	<li>Self-managed teams and decentralized decision-making. This practice enables the employees to gain control over the activities of the organization, their productivity being increased on this basis.</li>
	<li>Information sharing – in order to perform their activities according to the requirements, employees need to have access to the information regarding the company.</li>
	<li>Adequate compensation – a good wage always attracts better prepared candidate and motivates them to work harder and better.</li>
	<li>Transformational leadership – the characteristics of this term (idealized influence, inspirational motivation, intellectually stimulating and individualized consideration) support the task of improved performance.</li>
	<li>Measurement of management practices and employee performance</li>
	<li>Reduced status distinctions - this practice discourages an “us” versus “them” mentality, and supports the idea of communication and common goal seeking.</li>
	<li>Employment security – the security of a job enables the employees to commit more to the work they are doing, thus rewarding the employer for the stability given.</li>
	<li>High-quality work – workers adjust their work strategies according to the quality they perceive in the company.</li>
</ol>
In what concerns performance management and measurement in the case of volunteers, only six high performance work practices may be used: selective recruitment, extensive training, adequate compensation which in the case of volunteers translates into recognition, measurement of performance, involvement (self-managed teams + information sharing) and last but not least transformational leadership.  The work of volunteers is just as important as the one performed by employees who get remunerated for their work. There are however a few limitations regarding the measurement of volunteers’ performance: the data available is only based on the perceptions of the supervisors and not on real, concrete information.

Overall, measuring the performance of volunteers highly depends on having a well-established system that monitors the work of each member of the organization, and records the advances in the process. By following the six practices mentioned above, a voluntary organization is more likely to work with people who can ensure the success of each activity, based on the grounds of their skills and willingness to collaborate.

References
<ol>
	<li>Ontario Health Promotion (2009), Ontario health promotion e-bulletin , 27 November 2009 – OHPE bulletin 640, Volume 2009, No. 640, available at: <a href="http://www.ohpe.ca/node/10940">http://www.ohpe.ca/node/10940</a></li>
	<li>Kendall, J. and Knapp, M. (2000), Measuring the performance of voluntary organizations, available at: <a href="http://is.muni.cz/el/1456/jaro2007/PVEKZD/um/1348696/Kendall_Knapp_2000_performanceVO.pdf">http://is.muni.cz/el/1456/jaro2007/PVEKZD/um/1348696/Kendall_Knapp_2000_performanceVO.pdf</a></li>
</ol>
Image Source: <a href="http://literacyvolunteers.communityliteracyofontario.ca/manage.htm">http://literacyvolunteers.communityliteracyofontario.ca/manage.htm</a>]]></content:encoded>
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<title>Performance in trail running: It all starts in your shoes</title>
<link>http://www.smartkpis.com/blog/performance-in-trail-running-it-all-starts-in-your-shoes/</link>
<pubDate>Wed, 03 Jul 2013 13:17:40 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Personal performance]]></category>

		<category domain="category" nicename="personal-performance"><![CDATA[Personal performance]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

		<category domain="tag"><![CDATA[Training and Nutrition]]></category>

		<category domain="tag" nicename="training-and-nutrition"><![CDATA[Training and Nutrition]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10618</guid>
<description></description>
<content:encoded><![CDATA[Trail running differs from road running and track running, being a sport which consists of running and hiking long distances over trails, especially in mountainous terrain, implying a lot of ascends and descends.

Just like every other sport, it requires special equipment, as this has a great impact on your performance during the race. You cannot be at your best if you have to watch your every step in order not to twist your ankle or not to slip on a rock when you descend, for instance. This can only mean one thing: the shoes you wear in a competition like this are very important.

[caption id="attachment_10621" align="aligncenter" width="512"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/PatitucciPhoto-Trail-Running.jpg"><img class="size-full wp-image-10621 " title="PatitucciPhoto-Trail-Running" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/PatitucciPhoto-Trail-Running.jpg" width="512" height="342" /></a> Credits: PatitucciPhoto[/caption]

<!--more-->Trail-running shoes are different from road-running shoes, as they have to address two vital problems:

-          Grip rugged terrain: they offer outsoles with deeper lugs, having also a more aggressive tread pattern which provides stability for the runner;

-          Feet protection: they feature a stiffer stole to shield the feet from bruising that might occur because of the impact with the rocks and roots. Also, most trail running shoes include stiff, protective toe counters on the front in order to prevent toe injuries.

However, in spite of all this information, there are hundreds of models to choose from and this process can prove to be rather complicated, as you have to take into account several aspects regarding the shoes only, such as proper fitting, pronation, comfort, resistance, price and why not, aspect. Also, you might want to take a look at some external factors which also influence the choice: the type of race (length and difficulty), your fitness level, the type of terrain you are running onto and use (just for training, competition or both).

All these aspects can transform into a real headache. So, it would be useful to use some type of measurement when you plan to buy a new pair of shoes for your race. After all, your performance is at stake.

Key performance indicators provide a simple and measurable way to evaluate success in a company. But what if the market you operate on is represented by trail running races and your company is actually…you? Besides key performance indicators that would be useful for your training, it might also be a good idea to use some to help you ‘hire’ your ‘employees’ and measure their performance – here represented by your running shoes.

Maybe the following fictional key performance indicators would actually prove to be very useful, if they would be real:
<ol>
	<li># Fit – takes into account your the feet size.</li>
	<li># Safety - reveals how safe the running shoes are.</li>
	<li># Comfort – measures the degree of comfort, by considering their flexibility, shock absorption and thermal conductivity.</li>
	<li># Use frequency – shows how resistant the shoes are.</li>
	<li># Price-quality ratio – measures the ratio between the price of the shoes and their quality, helping decide whether they are worth it or not.</li>
</ol>
To conclude, although this aspect may be overlooked by many people, it is very important, as your running shoes do impact you performance during the race. You may be in extraordinary shape, and yet have your shoes stumble you. It is up to you whether you want to be among the best or not. And this applies to every field and industry. Measuring and keeping track of your performance cannot only help you improve it, but turn it into excellence.

References:
<p style="text-align: left;">Smith, P. and Wood, T. I. (n.d.), Trail running shoes: How to choose, available at: <a href="http://www.rei.com/learn/expert-advice/trail-running-shoes.html">http://www.rei.com/learn/expert-advice/trail-running-shoes.html</a></p>]]></content:encoded>
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<title>Control your work schedule. Shift to increased productivity</title>
<link>http://www.smartkpis.com/blog/control-your-work-schedule-shift-to-increased-productivity/</link>
<pubDate>Thu, 04 Jul 2013 09:31:50 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Employee productivity]]></category>

		<category domain="tag" nicename="employee-productivity"><![CDATA[Employee productivity]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Mark Woods]]></category>

		<category domain="tag" nicename="mark-woods"><![CDATA[Mark Woods]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Time Management]]></category>

		<category domain="tag" nicename="time-management"><![CDATA[Time Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10627</guid>
<description></description>
<content:encoded><![CDATA[The productivity in a company may be measured firstly by observing the methods each employee uses for delivering tasks on a daily basis. Focusing on the employees’ individual approach to assignments creates a useful opportunity to start measuring the productivity in the company and moreover to search for ways to improve it, if necessary. The organizational growth highly depends on each employee’s contribution, therefore it is crucial to train them to develop a rigid and productive work schedule.

The work environment has a great influence on the way employees develop their activity; some people use the same techniques to improve productivity, creating therefore a category of people who act by the same rules, others have their own individual set of methods by which they conduct their daily routine, made for their own individual personality.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/productivity-keyboard.jpg"><img class="aligncenter size-full wp-image-10628" title="productivity keyboard" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/productivity-keyboard.jpg" width="420" height="300" /></a></p>
<!--more-->Mark Woods, author of Attack your day! Before it attacks you, talks about 12 general tips that every employee can use in order to increase their workday productivity:
<ol>
	<li>Personalize agendas – clear indications on tasks should be given by supervisors as well as a specification of the desired result of each task. Agendas should be planned by each employee individually, according to their own work capacity and pace, also keeping in mind the received indications and deadlines.</li>
	<li>Delineate and “clump up” small tasks – routine tasks should be broken down into small parts, each of them being dealt with according to their nature and urgency. It is advisable to avoid jumping back and forth to the same activities; instead begin one and continue with the one related to it.</li>
	<li>Monitor agendas – make sure you are on track and do not delay tasks; recovering from these mistakes harms productivity. Mark the task you’ve completed to help you keep track.</li>
	<li>Hand over assignments – delegating tasks is equally time saving and efficient. Seek help from people who possess the resources and time to help you.</li>
	<li>Dodge the email and social media frenzy – using email is vital in an organization, but constantly and unnecessarily checking it both wastes your time and distracts you from a task. Avoid connecting to social networks if you feel it impedes your work, advises Woods.</li>
	<li>A clean desk equals a speedy train of thought - clear the desk, clear your mind. Once you have managed to organize your desk, your capacity to concentrate increases as you no longer get stuck in piles of papers, notes and other stuff that only mean clutter. Having an organized desk also saves time, as you find much more easily things you need.</li>
	<li>Think twice before meetings – organize each meeting clearly and think the need for each employee’s participation in it. Unnecessary attending to meetings only makes people waste precious time.</li>
	<li>Resist going overboard with lending a hand – every work environment is much more productive if workers collaborate and share tasks. However, Mark Woods states the negative part of over-sharing. Helping a colleague is a thing to appreciate, but it should not happen if you already have too much to do. Don’t help if your to-do list allows no additional tasks, there will be other times when you will be free to do it.</li>
	<li>Finish disliked tasks quickly – it is not pleasant and many prefer leaving the hard and disliked tasks at the end. But this is not as efficient as it may seem. It is advisable to start your day with these exact tasks, and later continuing with the ones you find easier and more pleasant to deliver. Moreover, if you leave the unwanted tasks for later, by the time you get to them, you may be too tired to perform them.</li>
	<li>Revitalize at lunch or dinner hour – take advantage of your break time, it is there for you to enjoy. Breaks are just as important as work hours, as they bring medical and psychological advantages. A good, revitalizing break enables you to work better and faster, thus increasing your productivity level.</li>
	<li>Look elsewhere, for a change – do not spend 8 hours straight looking at the same screen, doing the same thing. This is both inefficient and a productivity killer. Try doing things you like, such as short phone calls to friends or family, read something of your interest, chat with a colleague, but try not to interfere with his or her work. Small things do make a difference at a workplace.</li>
	<li>Be constructive with your saved time – if you manage to deliver your tasks sooner than the deadlines and you find yourself with some time to spare, use it to think of possible improvements for you own work techniques or for the department or company as a whole.</li>
</ol>
References:

Woods, M. (n.d.), 12 tips for greater work productivity, FT Press Financial Times, available at: <a href="http://www.ftpress.com/articles/article.aspx?p=2086235">http://www.ftpress.com/articles/article.aspx?p=2086235</a>

Image source: www.catstone.com]]></content:encoded>
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<title>Efficiency in Bitcoin mining (Part 1)</title>
<link>http://www.smartkpis.com/blog/efficiency-in-bitcoin-mining-part-1/</link>
<pubDate>Thu, 04 Jul 2013 14:04:13 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Bitcoins]]></category>

		<category domain="tag" nicename="bitcoins"><![CDATA[Bitcoins]]></category>

		<category domain="tag"><![CDATA[Online Presence - eCommerce]]></category>

		<category domain="tag" nicename="online-presence-ecommerce"><![CDATA[Online Presence - eCommerce]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Technology]]></category>

		<category domain="tag" nicename="technology"><![CDATA[Technology]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10632</guid>
<description></description>
<content:encoded><![CDATA[<h3>What are Bitcoins?</h3>
A topic that has been growing in popularity lately is ‘crypto-currencies’, the most common being Bitcoin.

Briefly, they represent a decentralized digital currency enabling low-cost payments, central authorities and issuers not being needed in the process. Peer-to-peer currency system created in open source C++ programming code, Bitcoins can be accessed anywhere in the world if there is an internet connection. The users can store them in digital wallets and can send them to anyone who has a Bitcoin address. Their value fluctuates against other currencies, the conversion to and from being performed at specific online exchange services.
<p style="text-align: justify;">Bitcoin was developed in 2009, based on the work of an anonymous individual or group of individuals going by the name of Satoshi Nakamoto. As of August 2011, more than 7 million Bitcoins were ‘issued’. The resources are limited as an upper limit of units is built into the software: only 21 million Bitcoins can ever be ‘realesed’.</p>
<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/6a99e013cabfb5e1fe2f85531a55d036.jpg"><img class="aligncenter size-full wp-image-10633" title="6a99e013cabfb5e1fe2f85531a55d036" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/6a99e013cabfb5e1fe2f85531a55d036.jpg" width="496" height="372" /></a></p>

<h3><!--more-->How are they ‘released’?</h3>
A good analogy for Bitcoins would be gold. Just like gold, they are valuable because people want them, the supply is limited and they can be created only by ‘mining’ for them. But, as they are mined, the difficulty in mining for them increases. The only ‘difference’ between gold and Bitcoins is that they are not stored in underground vaults but are rather simply entries in a notional ledger held across many computers around the world.

The actual mining of Bitcoins is a purely mathematical process. Another good analogy would that with the search of prime numbers: the small ones were easy to find (interesting fact: the first algorithm for finding prime numbers was produced in Ancient Greece by Eratothenes), but as the process continued, the larger ones were becoming harder to get.

The search for Bitcoins is not exactly one for prime numbers, but for a ‘block’, which is a sequence of data that produces a specific pattern when the Bitcoin ‘hash’ algorithm is applied to the data. When there is a match, a bounty of Bitcoins is obtained (and a fee if the block was used to certify a transaction). The size of the bounty reduces as Bitcoins are mined. Also, the difficulty of the search is increased. These two effects combined, in time, will lead to a reduction of the production rate. When new Bitcoins won’t be produced any more, the only incentive for miners would be transaction fees.
<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/chart_large_lin_30d.png"><img class="aligncenter size-large wp-image-10634" title="chart_large_lin_30d" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/chart_large_lin_30d-1024x768.png" width="614" height="461" /></a></p>
But let’s not get into that right now. The raw performance of a Bitcoin is measured in ‘hashes’ per second (the number of tries per second in order to find a block). With the difficulty and bounty settings you can calculate the expected rate of Bitcoin production. Although an ordinary PC can do this work (using an Intel Core i7 and a regular CPU), allowing you to perform about 6.7 MH’s (6.7 million hashes per second), let’s say that, in order to be profitable, you should have started years ago as today it would have an expected rate of 0.0005 BTC per day. Even if you had a more powerful computer, it would still take you about three years to find a block. For instance, a PC's GPU that contains a Radeon 7870 chip will do 300 MH /s – enough for 0.02 BTC per day. Also, you should keep in mind the cost of electricity, as you need it in order to run your computer.
<p style="text-align: justify;">Fortunately, there is another way of calculating hashes faster: using Field Programmable Gate Arrays or FPAGs – custom programmable electronics. In this case, the hardware is directly performing the calculations. An FPGA mining rig can achieve a hash rate as high as 800MH/s, but at some expense (the cost can run to $1000 per module). A high rig of 8 modules could be expected to generate 0.5 BTC per day. However, if you invested in FPAGs, your money’s as good as gone, as a new generation of mining hardware is available on the market.</p>
<p style="text-align: justify;">The first dedicated mining rigs bult from ASISc (Application Specific Integrated Circuits - the kind of chips found in cellphones and other electronics) has already been put into use. Avalon claims their product achieves 65 GH/s, using 650 W of electricity. Its price:  ฿72 (yes, it's in Bitcoins). Butterfly Labs says that theirs will do 50 GH/s (current price: $2499). This means that a block should be found about every 6 days, with a rate of 3.75 BTC per day. So, in 5 days, at the current BTC/USD currency rate, the hardware cost should be amortized in 5 days, more or less.</p>
<p style="text-align: justify;">So, it is quite clear that the ASIC-based Bitcoin mining has brought great development in Bitcoin mining economics. Now, there is a rush to be among the first with the new mining technology and manage to find Bitcoin blocks sooner than anybody else does.</p>
<p style="text-align: justify;">I can’t help but wonder if anybody has thought about using key performance indicators that would help measuring their ‘mining’ performance, keep track of it and make the proper changes in order to improve it. After all, is all about being efficient in this case, right?</p>
References:

Tindell, K. (2013), Geeks love the bitcoin phenomenon like they loved the Internet in 1995, available at: <a href="http://www.businessinsider.com/how-bitcoins-are-mined-and-used-2013-4">http://www.businessinsider.com/how-bitcoins-are-mined-and-used-2013-4</a>

<a href="http://www.bitcoinx.com/charts/">http://www.bitcoinx.com/charts/</a><strong></strong>]]></content:encoded>
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<title>Efficiency in Bitcoin mining (Part 2)</title>
<link>http://www.smartkpis.com/blog/efficiency-in-bitcoin-mining-part-ii/</link>
<pubDate>Fri, 05 Jul 2013 12:54:12 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Bitcoins]]></category>

		<category domain="tag" nicename="bitcoins"><![CDATA[Bitcoins]]></category>

		<category domain="tag"><![CDATA[Online Presence - eCommerce]]></category>

		<category domain="tag" nicename="online-presence-ecommerce"><![CDATA[Online Presence - eCommerce]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Technology]]></category>

		<category domain="tag" nicename="technology"><![CDATA[Technology]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10646</guid>
<description></description>
<content:encoded><![CDATA[<h3>How does a ‘miner’ look like?</h3>
<p style="text-align: justify;">Butterfly Labs is one of the companies that sell ASIC-based Bitcoin miners, machines that compute SHA-256 very quickly. The smallest, ‘Jalapeño’, computes 5 GH/s which is about 5 billion hashes per second, its price being $274. The prices for larger ones (500 GH/s) can even go as high as $22, 484.</p>


[caption id="attachment_10651" align="aligncenter" width="286"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/bfl2-ext-front-oblique-640x4261.jpg"><img class="size-full wp-image-10651" title="bfl2-ext-front-oblique-640x426" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/bfl2-ext-front-oblique-640x4261.jpg" width="286" height="252" /></a> The Jalapeño Miner - Butterfly Labs[/caption]

<!--more-->Jalapeño is nothing but a black cube with a metal finish, the only exterior connectors being on the back: a mini USB port and a power plug. It also has some small LEDs: near the power plug to keep you posted on its status and a red one in the front to indicate power. It is a simple device, it talks via serial-over USB. You need a mining application on your computer so that you can use it and, like mentioned in the previous post, a ‘wallet’ and a ‘pool’, the latter being actually optional.
<h3>‘The tools’</h3>
The very first thing you have to do after you buy such a device is to set up a ‘wallet’, a place where you can keep the Bitcoins you generate through mining. It also allows you to engage in Bitcoin transactions – you can create your own Bitcoin address and you can share it with other people, being thus able to send and receive Bitcoins.

After the ‘wallet’ phase, you should join a ‘pool’ as mining is best done when the work is shared, as well as the ’reward’. As previously said, this is optional; you can also mine by yourself, but it would be harder and less profitable because it would take you considerably more time.
<h3>Performance</h3>
The Butterfly Labs miner does nothing else but compute SHA-256 as fast as it can. So, if we look at it from a benchmarking perspective, the only question is whether it attains or not its target of 5 GH/s.

It is important to note that when hashing, it delivers a bit more than its rated hashes/s, hovering at between 5.4-5.6 GH/s. Now, let’s take a look at how much energy it consumes. When idle, it pulls out about 30W of power and when on, around 50. So, it would consume nearly $100 per year, in electricity. At current Bitcoin mining levels it produces 0.1 BTC every 12 hours. However, although it’s impossible to speculate on BTC-to-dollar rates in the future because of the market volatility; at the current exchange rate, the miner would be worth its money in about ten days. If the value remains more or less the same, it would generate thousands of dollars per year.

Let’s have a look at a more concrete example. In order to help you estimate your mining profitability, special calculators have been designed and they take into account several factors.
<h4>Bitcoin mining profitability calculator</h4>
[caption id="attachment_10653" align="aligncenter" width="536"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/Mining-profitability.jpg"><img class="size-full wp-image-10653   " title="Mining profitability" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Mining-profitability.jpg" width="536" height="136" /></a> Credits: http://www.bitcoinx.com/profit/[/caption]
<h4>Results:</h4>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Results.jpg"><img class="size-full wp-image-10657  " title="Results" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Results.jpg" width="534" height="212" /></a>
<h3>The ‘cash-out’ process</h3>
<p style="text-align: justify;">The most famous exchange is MtGox. Other examples would be MoneypakTrader.com, BIPS, BitBox, BTC-E, Camp Box and many others.</p>

<h3>What do you have to do?</h3>
<p style="text-align: justify;">First, choose an exchange. Let’s take the case of Camp Box (they allow you to withdraw funds in the form of USPS orders, unlike other cases where you have to give your bank account details). Enter their website, create an account, and generate an address to receive the Bitcoins. Afterwards, you get back to your ‘wallet’, click the option ‘send money’, enter the generated address for your account, select your entire store of Bitcoins (e.g.: 2.90123) and then ‘send payment’.</p>
<p style="text-align: justify;">After the transaction, you have to choose ‘trade now’ and then initiate a ‘quick sell’ order. You should see somewhere at the top of the screen the current bid price (e.g. $129 per Bitcoin). Next, you have to type in your BTC amount, enter the rate and preview the order. After you ‘execute the sell’, a confirmation should appear. The exchange takes a commission (around $2) and afterwards you should see in your account the amount you had in BTC, exchanged in dollars. Last, you transfer your money (either through USPS order, bank account transfer etc.).</p>
<p style="text-align: justify;">Quite simple, right?</p>
References:
<p style="text-align: left;">Hutchinson, L. (2013), Hot a total n00b mined $700 in bitcoins, available at: <a href="http://arstechnica.com/gadgets/2013/06/how-a-total-n00b-mined-700-in-bitcoins/#image-2">http://arstechnica.com/gadgets/2013/06/how-a-total-n00b-mined-700-in-bitcoins</a></p>]]></content:encoded>
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<title>Measuring Key Performance Indicators (KPIs) at Tate Lyle</title>
<link>http://www.smartkpis.com/blog/measuring-key-performance-indicators-kpis-at-tate-lyle/</link>
<pubDate>Mon, 08 Jul 2013 09:40:05 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Production]]></category>

		<category domain="tag" nicename="production"><![CDATA[Production]]></category>

		<category domain="tag"><![CDATA[Tate Lyle]]></category>

		<category domain="tag" nicename="tate-lyle"><![CDATA[Tate Lyle]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10671</guid>
<description></description>
<content:encoded><![CDATA[Tate Lyle is a global provider of ingredients and solutions to the food, beverage, animal feed, pharmaceutical and personal care industry, operating in over 30 production facilities and research centers throughout the Americas, Europe and South East Asia.

Its vision is to be the leading global provider of specialty food ingredients and solutions. In order to achieve this, important KPIs are monitored annually, to report the progress. The ‘Building for growth’ annual report of 2013 sets out some of these indicators, explaining how they relate to the strategic priorities, and how Tate Lyle performed against them throughout the year.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled6.png"><img class="aligncenter  wp-image-10677" title="Untitled" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled6.png" width="634" height="270" /></a></p>
<!--more-->Performance and financial strength related KPIs ensure that the strategy successfully delivers increased value for the shareholders and that there is financial flexibility to grow the business, while maintaining investment-grade credit ratings. The most important indicators under this category are:
<ol>
	<li><strong>Adjusted operating profit </strong>– had an increase of 4%, from £ 358 million to £ 348 million, being measured to track the underlying performance of the business and to ensure sales growth translates into increased profits.</li>
	<li><strong>Return on capital employed </strong>– is used to ensure that the business continues to generate a strong rate of return on the assets employed. The indicator had a decrease of 1.8 percentage points, from 21.6% in 2012 to 19.8% in 2013, caused by the increase in operating assets, related to the restart of a facility in McIntosh, Alabama, to the investment in business transformation initiatives and  to higher levels of working capital.</li>
	<li><strong>Cash conversion cycle </strong>– tracks how efficient the company turns its sales into cash and ensures that working capital is managed effectively. The cycle was lengthened by 6 days, from 36 days to 42 days, because of the increase in working capital (higher inventory levels in the US due to higher corn prices) and because of the requirement for additional inventory following the restart of production at the McIntosh, Alabama facility.</li>
	<li><strong>Interest cover </strong>– in 2013, the indicator had no variance compared to 2012, remaining at the same level of 11.1x, well above the internal minimum limit of 5.0x. The KPI is monitored to indicate if the company has the appropriate level of financial gearing.</li>
</ol>
Besides financial indicators, Tate Lyle also measures corporate responsibility KPIs, as it is important to act responsibly and consider carefully the impact on all stakeholders, including employees, customers and the communities in which it operates. The most important indicators under this category are:
<ol>
	<li><strong>Recordable incident rate - </strong>had no change from 2011, remaining at 0.85.</li>
	<li><strong>Lost-work case rate</strong> - increased in 2012 to 0.26, compared to 0.21 in 2011, which translates into three more lost-work cases (19 in 2012 compared to 16 in 2011).</li>
	<li><strong>Water use </strong>– had a decrease of 2.1% per tonne of production, from 4.27 cubic meters per tonne production in 2011, to 4.8 in 2012.</li>
	<li><strong>Waste to landfill</strong> - decreased by 11% per tonne of production, due to good progress with waste reduction, re-use and recycling programmes at many facilities, changing from 7.92 tonnes per 1,000 tonnes production in 2011 to 7.05 in 2012.</li>
</ol>
Working hard, year by year, to improve the results obtained, will lead Tate Lyle to achieve its vision. Of course, the efforts are not simple, but having a clear focus and a solid path to follow, will have a major contribution to this achievement.

References:
<ol>
	<li>Tate Lyle (2013), About us, available at: <a href="http://tateandlyle.com/aboutus/pages/aboutus.aspx">http://tateandlyle.com/aboutus/pages/aboutus.aspx</a></li>
	<li>Tate Lyle (2013), Building for growth: Annual report 2013, available at: <a href="http://annualreport2013.tateandlyle.com/_assets/downloads/pdfs/Tate_and_Lyle_Annual_Report_2013.pdf">http://annualreport2013.tateandlyle.com/_assets/downloads/pdfs/Tate_and_Lyle_Annual_Report_2013.pdf</a></li>
</ol>]]></content:encoded>
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<title>Key performance indicators used in Prisons</title>
<link>http://www.smartkpis.com/blog/key-performance-indicators-used-in-prisons/</link>
<pubDate>Mon, 08 Jul 2013 12:50:08 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Government]]></category>

		<category domain="tag" nicename="government-performance-management"><![CDATA[Government]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Prison KPIs]]></category>

		<category domain="tag" nicename="prison-kpis"><![CDATA[Prison KPIs]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10684</guid>
<description></description>
<content:encoded><![CDATA[Among other responsibilities, Governments have to guarantee peace and stability in the land, by assuring the enforcement of law and order. Along with this comes the need for an effective and well managed prison system.

Prison management represents an important aspect for public services, as it is designed to serve short term goals, such as punishing the inmates for their crimes, and long term goals, like returning them to society as better individuals. Therefore, KPIs are used in order to ensure that the goals and objectives of the prison are attained. These KPIs are focused on outcomes, allowing the system to assess the impact it has on reducing the re-offending and improving the resettlement opportunities. It is important to mention that some targets can be lowered if the initial ones are impossible to meet.

[caption id="attachment_10685" align="aligncenter" width="504"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/prison-door-shutterstock_108487772-630x400.jpg"><img class="size-full wp-image-10685 " title="prison-door-shutterstock_108487772-630x400" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/prison-door-shutterstock_108487772-630x400.jpg" width="504" height="320" /></a> Credits: Mark Harvey / Social Issues Photography[/caption]

<!--more-->Some of the KPIs used by prisons are the following:

<strong>Escapes. </strong>It is considered an escape if a prisoner is not recaptured within 15 minutes, or earlier than 15 minutes, but not before committing a further offence. Absconds do not fall in this category, as in this case, an inmate gains liberty by an abuse of trust without having to overcome physical security restraints and when not guarded by an officer specifically assigned to do so.

In this category, three main KPIs can be identified: one ensuring that no Category A prisoners escape, another that the rate of escapes from establishments and escorts to be lower than 0.05 %, expressed as a percentage of the average prison population, and the last that the number of escapes from contracted out escorts is less than one per 20,000 inmates handled.

<strong>Serious assaults. </strong>This KPI has to ensure that the number of serious assaults on prisoners, staff, and others, expressed as a proportion of the average prison population, is smaller than the previous year.

<strong>Drug testing. </strong>The purpose of this KPI is to ensure that the average rate of positive random testing for drugs is lower than 10 %.

<strong>Purposeful activity. </strong> It has to ensure that prisoners engage in purposeful activity at least 24 hours per week.

<strong>Overcrowding. </strong>To ensure that the number of prisoners held two to a cell designed for one does not exceed 18%, expressed as a percentage of the average population.

<strong>Self-inflected deaths/suicides. </strong>The rate of suicides has to be lower than 112.8 per 100 000 of the average prison population.

<strong>Offending behavior. </strong>Two KPIs fall in this category: one that ensures that at least 8,444 prisoners complete certain programes that are accredited as effective in reducing re-offending, and another one used to ensure that at least 1,168 prisoners complete the Sex Offender Treatment Program.

<strong>Staff sickness. </strong>The KPI has to ensure that the average rate of staff sickens does not exceed 13.5 working days per person.

<strong>Race equality. </strong>The KPI has to ensure that at least 5.5 % of the prison staff is part of an ethnic minority.

<strong>Education.</strong> In order to get employed after leaving the prison, the inmates need to achieve a certain standard: they must have at least a Basic Skills Level 2 (there are four levels, in order of the importance: Basic Skills Entry level, Basic Skills Level 1, Basic Skills Level 2 and Key Work Skills). Therefore, 4 KPIs are used for each level, in order to measure the number of inmates that attain that level. The targets are different for every category.

<strong>Resettlement. </strong>The KPI has to ensure that 29,044 sentenced prisoners have a job, education or training outcome within one month of the release.

It is important for these aspects to be measured and quantified, as they reveal the efficiency of the prison management. This impacts both the prisoners and the quality of their lives inside, as well as their own security and that of the members of the staff. And after leaving the prison, the safety of the population, as the re-integration into society impacts both the lives of the ex-prisoners and that of those working near them.

Note: The numbers used were for prisons from England and Wales.
<p style="text-align: left;">References:</p>

<ul>
	<li>Solomon, E. (2004), A measure of success: An analysis of the Prison Service’s performance against its Key Performance Indicators 2003-2004, available at: <a href="http://www.prisonreformtrust.org.uk/Portals/0/Documents/A%20Measure%20of%20Success%202004%20-%20KPIs.pdf">http://www.prisonreformtrust.org.uk/Portals/0/Documents/A%20Measure%20of%20Success%202004%20-%20KPIs.pdf</a></li>
</ul>]]></content:encoded>
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<title>Greening companies</title>
<link>http://www.smartkpis.com/blog/greening-companies/</link>
<pubDate>Tue, 09 Jul 2013 08:55:12 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Corporate Services]]></category>

		<category domain="tag" nicename="corporate-services"><![CDATA[Corporate Services]]></category>

		<category domain="tag"><![CDATA[CSR]]></category>

		<category domain="tag" nicename="csr"><![CDATA[CSR]]></category>

		<category domain="tag"><![CDATA[Environement Care]]></category>

		<category domain="tag" nicename="environement-care"><![CDATA[Environement Care]]></category>

		<category domain="tag"><![CDATA[Green Business]]></category>

		<category domain="tag" nicename="green-business"><![CDATA[Green Business]]></category>

		<category domain="tag"><![CDATA[MIT]]></category>

		<category domain="tag" nicename="mit"><![CDATA[MIT]]></category>

		<category domain="tag"><![CDATA[Research]]></category>

		<category domain="tag" nicename="research"><![CDATA[Research]]></category>

		<category domain="tag"><![CDATA[Sustainability]]></category>

		<category domain="tag" nicename="sustainability"><![CDATA[Sustainability]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10694</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: left;">Today, the number of companies that choose to go green is highly significant, tens doing it daily. Why go green? What is a green company after all?</p>
<p style="text-align: left;">A green company defines itself by a constant care for the environment, by a sustained effort to have a positive impact of the environment and by a commitment to its principles. In order to turn your business into a green motor, it is necessary to develop practices and implement strategies that focus on committing to a healthy and sustainable future, not only for your business, but for the field on the whole. Going green is healthy for the environment, but also for your employees, as it has been proven that a healthy work environment is significantly benefitting workers, increasing their focus and concentration, thus leading them to work better, happier and to bring more satisfying results of their activities.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/green-business.jpg"><img class="aligncenter" title="green business" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/green-business.jpg" width="634" height="424" /></a></p>
<!--more-->Why go green? Because various large companies have done it and the outcome has proven to be spectacular, both for their employees, boosting their work satisfaction and commitment, and for the financial aspect. For example, the efforts Coca-Cola made to cut down packaging has saved the company $ 100 million; Marks &amp; Spencer earned an extra £ 50 million in revenue after adopting a series of environmental and ethical business guidelines.

According to a MIT study conducted in 2011, sustainability now occupies 70% of corporate agendas, the item being considered vital now to the development of a company and a huge contribution to the profits. Among the reasons for adopting a green position, we find:
<ul>
	<li>Reduced risk – in an era when environmental degradation is taking over the ecosystem, it is becoming increasingly hard to keep using the services needed for a company to function. Sustainable solutions of improving or repairing aspects of resource usage are beginning to emerge. It is important to gain knowledge about what is happening to the environment that provides the resources for your company to live, so that you may find ways to address the issues and find solutions for them.</li>
	<li>Green product demand – the demand for eco-friendly products and services is growing among consumers, who are willing to spend more on green products.</li>
	<li>Consumer engagement – green practices create a positive image in a community, which in turn brings more acknowledgement for a company.</li>
	<li>Attracting talent – environmentally-conscious business practices are a great tool in attracting the best employees and preserving them in a work environment that provides great satisfaction.</li>
	<li>Attracting investors – investors alike are now showing a great interest in sustainability practices and are more likely to put their money and time into companies that focus on an eco-friendly management.</li>
	<li>Saving money – in an economy that presents great challenges to every company, costs are always an item to consider when implementing sustainable practices. As we stated earlier, more companies are beginning to see substantial profits from going green.</li>
</ul>
The way to go green: have a team set up that works for transforming and preserving the company green. Once the team is active, reinforce their purpose and help deliver courses and workshops based on their activity and on possible strategies to focus on in the future.

References:

EarthShare (2012), Greening Business, available at: <a href="http://www.earthshare.org/greening-business.html">http://www.earthshare.org/greening-business.html</a>

Image source: <a href="http://www.dreamstime.com/">www.dreamstime.com</a>]]></content:encoded>
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<title>Measuring and improving the translation process with KPIs</title>
<link>http://www.smartkpis.com/blog/improving-the-translation-process/</link>
<pubDate>Tue, 09 Jul 2013 13:36:03 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Translation KPIs]]></category>

		<category domain="tag" nicename="translation-kpis"><![CDATA[Translation KPIs]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10698</guid>
<description></description>
<content:encoded><![CDATA[Translation activities are hard to measure. Especially business translations, as they are more complex and require a specific terminology. There are some unique measures that can be used within your business to help you make your decisions, grade your performance and reward your teams. In three words: Key Performance Indicators (KPIs).
<p style="text-align: center;"><span style="font-size: 13px; line-height: 19px;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/trans11.jpg"><img class="aligncenter" title="trans1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/trans11.jpg" width="570" height="308" /></a></span></p>
<p style="text-align: left;"><!--more-->Within a business, translation covers more areas and, therefore, translation KPIs are an unique measurement challenge, as you have to measure the translation activities as well as the results of the translation efforts. The KPIs have to be measurable, understandable and actionable.</p>
<p style="text-align: left;">The development of KPIs is very important, if not even mandatory for a long-term success. Without keeping track of KPIs, the company risks a serious decline in translation value, a poor return on investment and a gradual descent towards the lowest quality translation provider. All these factors combined would eventually lead to the impossibility of attaining your objectives, i.e. reaching a global audience with a professional representation of your brand and business services.</p>
<p style="text-align: left;">Here are some examples of translation KPIs that could be of use for your business:</p>

<ul style="text-align: left;">
	<li style="text-align: left;"># New customers acquired in global markets.</li>
	<li>$ Profit generated from translation activities.</li>
	<li>% Translation ROI</li>
	<li># Time between scoping and starting translation projects.</li>
	<li># Time to complete translation projects.</li>
	<li>% Translation project milestones missed.</li>
	<li>$ Translation cost per word.</li>
	<li>$ Profit per translation project.</li>
</ul>
<p style="text-align: left;">It is important to bear in mind the fact that it’s essential to measure the efficiency of the translation process. Actually, in order to be successful, you must be efficient regardless of the business. And for that, KPIs must be correlated to <strong>S</strong>pecific, <strong>M</strong>easurable, <strong>A</strong>chievable, <strong>R</strong>elevant, and<strong> </strong><strong>T</strong>ime-bound objectives and to the entire organizational strategy.</p>
<p style="text-align: left;">References:</p>
<p style="text-align: left;">Lundstrom, R. (2012), Exceeding business goals with translation KPIs, available at: <a href="http://www.cloudwords.com/wp-content/uploads/2011/08/Exceeding-Business-Goals-Through-Translation-KPIs_Finalv2.pdf">http://www.cloudwords.com/wp-content/uploads/2011/08/Exceeding-Business-Goals-Through-Translation-KPIs_Finalv2.pdf</a></p>
<p style="text-align: left;"></p>]]></content:encoded>
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<title>Reporting performance in Corporate Social Responsibility</title>
<link>http://www.smartkpis.com/blog/reporting-performance-in-corporate-social-responsibility/</link>
<pubDate>Wed, 10 Jul 2013 07:02:58 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[ATOS]]></category>

		<category domain="tag" nicename="atos"><![CDATA[ATOS]]></category>

		<category domain="tag"><![CDATA[Consulting]]></category>

		<category domain="tag" nicename="consulting"><![CDATA[Consulting]]></category>

		<category domain="tag"><![CDATA[CSR]]></category>

		<category domain="tag" nicename="csr"><![CDATA[CSR]]></category>

		<category domain="tag"><![CDATA[Environement Care]]></category>

		<category domain="tag" nicename="environement-care"><![CDATA[Environement Care]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

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		<category domain="tag"><![CDATA[Sustainability]]></category>

		<category domain="tag" nicename="sustainability"><![CDATA[Sustainability]]></category>

		<category domain="tag"><![CDATA[Technology]]></category>

		<category domain="tag" nicename="technology"><![CDATA[Technology]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10706</guid>
<description></description>
<content:encoded><![CDATA[The business world has had an increased interest for the last 50 years in Corporate Social Responsibility (CSR). The concept is not necessarily new, as companies undertake social initiatives for centuries. However, as customers are no longer buying just a product, but rather a brand, companies have to make sure that consumers want to be a part of their brand.

CSR refers to the company’s sense of responsibility towards the community and the environment in which it operates. Companies are accountable not only<ins cite="mailto:SONY-VAIO-1" datetime="2013-07-10T09:53"> </ins>to shareholders, but also to employees, consumers, suppliers, local communities and society.

ATOS is a company that delivers worldwide Hi-Tech Transactional Services, Consulting &amp; Technology Services, Systems Integration and Managed Services. Atos is focused on business technology that powers progress and helps organizations create their firm of the future. The company has invested considerable resources and time in order to improve their reporting on CSR in the last year.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Reporting-process.png"><img class="aligncenter size-full wp-image-10707" title="Reporting process" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Reporting-process.png" width="624" height="283" /></a>

<!--more-->Analyzing the Key Performance Indicators ATOS has monitored, we can notice that they are clustered on different themes, such as <strong>Business Development, Environmental Commitment</strong> and<strong> Social Responsibility</strong>. Under each theme, there are several objectives and for each objective, at least one KPI. This is a good practice that helps the company have a structured approach towards performance measurement, monitoring and reporting.

In order to understand the results of the KPIs, they are presented in comparison with past figures, and relative measures are used to outline the evolution of the indicator from the previous year.

These are some examples of KPIs reported:
<ul>
	<li># Customers satisfaction;</li>
	<li>% KgCO2 per revenue;</li>
	<li># CO2 emissions in company’s car fleet;</li>
	<li># Sites certified;</li>
	<li># People attending Ethics Code Training;</li>
	<li>% Serious security incidents reported within 3 working days;</li>
	<li># e-Learning users.</li>
</ul>
In 2012, ATOS developed a Corporate Integrated Report composed of two documents: a Corporate Responsibility Report with the main KPIs and a Reference Document presenting all KPIs, including financial statements. ATOS carried out a survey with stakeholders to check expectations and concrete opinions regarding CSR reporting. There were also face to face interviews with two key stakeholders, and as a result, 9 business challenges were identified and prioritized. 47 KPIs were identified as appropriate to be detailed in the Registration Document, out of which 16 were considered to have critical impact on ATOS business.

As a recognition of  its efforts ATOS received the highest level of qualification (A+) from the Global Reporting Initiative, requiring entire management disclosure on sustainability performance standards and assurance by a third external party. The A+ was received for the third time in a row. The Global Reporting Initiative (GRI) is a non-profit organization that promotes economic, environmental and social sustainability.

Reference:

ATOS (2012), Corporate Responsibility Report 2012, available at:  <a href="http://atos.net/content/dam/global/documents/investor-financial-reports/atos-corporate-responsibility-report-2012.pdf">http://atos.net/content/dam/global/documents/investor-financial-reports/atos-corporate-responsibility-report-2012.pdf</a>]]></content:encoded>
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<wp:post_id>10706</wp:post_id>
<wp:post_date>2013-07-10 18:02:58</wp:post_date>
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<title>Improving customer satisfaction in the hotel industry</title>
<link>http://www.smartkpis.com/blog/improving-customer-satisfaction-in-the-hotel-industry/</link>
<pubDate>Wed, 10 Jul 2013 13:24:45 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Hospitality &amp; Tourism]]></category>

		<category domain="tag" nicename="hospitality-tourism"><![CDATA[Hospitality &amp; Tourism]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10711</guid>
<description></description>
<content:encoded><![CDATA[Customer retention can have a huge positive impact on your business, especially if you’re in the hotel business. In today’s changing world, it’s not enough just to attract new customers and managers have to figure out and implement effective policies of customer satisfaction and loyalty. In the hotel industry, the customer satisfaction goes hand in hand with the quality of the provided services. Therefore, exploring how customers perceive the hotel services is indispensable. By doing so, managers can find out whether the customers are planning to return or not and whether they consider recommending the hotel to other tourists. Not paying attention to those hotel attributes that most guests take as important may lead to a negative evaluation of the hotel and thus to a small chance of them coming back.  And obviously, to losses.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/8939791-a-survey-questionnaire-for-customer-satisfaction-with-checkboxes.jpg"><img class="aligncenter size-large wp-image-10714" title="A survey questionnaire for customer satisfaction with checkboxes" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/8939791-a-survey-questionnaire-for-customer-satisfaction-with-checkboxes-1024x683.jpg" width="634" height="487" /></a></p>

<h3><!--more-->What does exactly customer satisfaction refer to?</h3>
Well, customer satisfaction is a business philosophy, its main purpose being to create value for customers, by anticipating, managing and satisfying their expectations and their needs. A more ‘specific definition’ would be: Customer satisfaction is the outcome of the customer’s perception of the value received in a transaction or relationship, where value equals perceived service quality, compared to the value expected from transactions or relationships with competing vendors.
<h3>‘Help me help you’</h3>
First of all, in order to improve something, you have to find out what doesn’t work. So, the hotel managers have to know the customers’ point of view and their perception of how good the provided services really are. What managers need can be reduced to one word: feedback.

The easiest way to receive feedback from clients is through a survey. The survey’s purpose is exactly this: to connect an organization and its customers, in our case, a hotel and its guests.

Using customer satisfaction surveys has a lot of benefits, amongst which:

<strong>- Relationship building</strong>: customers feel they are listened to and that their opinion is important, as the hotel ‘bothers’ and spends valuable time to consult them in order to make changes, if necessary. Moreover, managers can identify both good and bad aspects that otherwise may be overlooked and not taken into account. This is important because strengths and weaknesses are pointed out and in the near future, they know what to put accent on.

<strong>- Avoiding subjective questions</strong>: because customer satisfaction is perceived differently by each customer, it is good to avoid creating subjective surveys. You want to make a survey that is understandable and suitable for the average customer.

<strong>- Understanding the customer:</strong> customer likes and dislikes help improving the quality of the services. A better understanding of the customer’s needs will help establish a competitive advantage on the market.

In order to successfully develop customer satisfaction surveys, you should follow the following<strong> IDEA (Identify, Develop, Employ, Analyze)</strong>:

<strong><span style="color: #000000;">I</span></strong>dentify customer requirements – think like a Customer to understand what is considered an important issue.

<strong>D</strong>evelop and validate the instrument – developing the actual survey can prove to be quite difficult, as the questions must touch base with every aspect that concerns the customer. Some advice: every question must regard one concern, adjectives should be avoided as they are perceived differently and most items on the survey should be close-ended (most customers do not want to spend too much time thinking how to answer a question; plus, the data is more easy to collect), with one or maybe two open-ended questions (so that customers have the choice to express their voice freely).

<strong>E</strong>mploy the survey – making the surveys available to customers and make sure they are willing to offer valid and reliable answers.

<strong>A</strong>nalyze the results – data processing should be simple, and, if necessary, use advanced statistical analysis (multiple regression and variance analysis).

To form an opinion, here is an example of a survey used by Ritz Carlton:

[caption id="attachment_10712" align="aligncenter" width="342"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/3617ca70.png"><img class="size-full wp-image-10712 " title="Ritz Carlton Customer Satisfaction Survey" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/3617ca70.png" width="342" height="611" /></a> Credits: Ritz Carlton[/caption]

References:
<p style="text-align: left;">Dominici, G. (2010), Customer satisfaction in the hotel industry: A case study from Sicily, International Journal of Marketing Studies, Volume 2, Number 2, available at: <a href="http://www.ccsenet.org/journal/index.php/ijms/article/view/8103">http://www.ccsenet.org/journal/index.php/ijms/article/view/8103</a></p>
<p style="text-align: left;">Munthali, M. (2001), Customer satisfaction surveys: Training Slides</p>]]></content:encoded>
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<wp:post_id>10711</wp:post_id>
<wp:post_date>2013-07-11 00:24:45</wp:post_date>
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<title>Performance Expo: Customer satisfaction survey – The Address Hotels and Resorts</title>
<link>http://www.smartkpis.com/blog/customer-satisfaction-surveys-%e2%80%93-the-address-hotels-and-resorts/</link>
<pubDate>Thu, 11 Jul 2013 10:07:29 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

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		<category domain="tag"><![CDATA[Report Analysis]]></category>

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		<category domain="tag"><![CDATA[The Address Hotels and Resorts]]></category>

		<category domain="tag" nicename="the-address-hotels-and-resorts"><![CDATA[The Address Hotels and Resorts]]></category>

		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10724</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/the-address-hotels-and-resorts.jpg"><img class="aligncenter size-full wp-image-10725" title="the address hotels and resorts" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/the-address-hotels-and-resorts.jpg" width="540" height="464" /></a>In many domains of human activity, it is necessary to make use of the tools available. Among the most frequent tools in today’s world we find measurement and evaluation of daily activities, products and services, whether they are provided by us or by other people we interact with. Given the economic context and the extremely competitive market that has emerged in recent years, organizations constantly search for new ways to generate business value.</p>
<!--more-->The topic we are going to deliver our notes on has to do with the hotel industry and the methods they use to measure the efficiency and responsiveness to the services provided. In this respect, hotels have adopted an innovative idea that is primarily customer-focused. They have created questionnaires addressed to their clients, containing questions related to the service as a whole, focusing on specific items such as the reservation process, the servitude of the hotel staff or the likelihood to return to the hotel or to recommend it further.

The business we are going to drive our attention to in this post is The Address Hotels and Resorts, in Dubai. A luxurious location to check in to, The Address distinguishes itself by the impeccable services and an extended list of recreational activities. The questionnaire they have created to measure customer satisfaction is focused on three main items: food and beverage, service and ambiance. The sheet is written in two languages: English and Arabic, which lists as a good point, by taking into consideration the fact that the location aims for visitors from both the UAE and other parts of the world as well. By taking a look at the questionnaire (see the above image), we may observe the following:
<ul>
	<li>The questions are short and clear – it is important to formulate your questions in a way that does not require the clients to read them several times in order to understand what you want them to do.</li>
	<li>The number of essay-like questions is time-efficient (3 questions of this type in this case) – one does not want to put a lot of these questions in the questionnaire, as it may prove to be time-consuming and patience-killer for the person answering them.</li>
	<li>Time to complete: around 4-5 minutes.</li>
	<li>As stated earlier, the fact that the questionnaire is bilingual is highly regarded by paying customers.</li>
	<li>It would be proper to insert a specification concerning (confirming) the confidentiality of the contact data provided in the survey.</li>
</ul>
As for the Key Performance Indicators that we may assign to this activity, % Positive feedback from guests is highly accurate, along with the idea that in order to achieve the stage where positive feedback is predominant in the customers satisfaction surveys, the contribution of clients is essential, as well as the extent to which the hotel services providers act upon them.

In conclusion, this type of survey is conclusive to the efforts made by hotels to improve the services they offer, as to provide a pleasant experience to every person that checks in. In an attempt to investigate the efficiency of customer satisfaction surveys, we are going to continue the series started with the one created by The Address Hotels and Resorts.

References:
<ol>
	<li>The Address Hotels and Resorts (2013), The Address Hotels and Resorts Official website, available at: <a href="http://www.theaddress.com/en">http://www.theaddress.com/en</a></li>
	<li>The Address Hotels and Resorts (2013), Your dining experience customer satisfaction survey.</li>
</ol>]]></content:encoded>
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<wp:post_id>10724</wp:post_id>
<wp:post_date>2013-07-11 21:07:29</wp:post_date>
<wp:post_date_gmt>2013-07-11 10:07:29</wp:post_date_gmt>
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<title>Jumeirah Zabeel Saray - Customer satisfaction survey </title>
<link>http://www.smartkpis.com/blog/jumeirah-zabeel-saray-customer-satisfaction-survey/</link>
<pubDate>Thu, 11 Jul 2013 13:47:24 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Hospitality &amp; Tourism]]></category>

		<category domain="tag" nicename="hospitality-tourism"><![CDATA[Hospitality &amp; Tourism]]></category>

		<category domain="tag"><![CDATA[Jumeirah Zaveel Saray]]></category>

		<category domain="tag" nicename="jumeirah-zaveel-saray"><![CDATA[Jumeirah Zaveel Saray]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

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		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10729</guid>
<description></description>
<content:encoded><![CDATA[<h3>Review</h3>
Jumeirah literally means ‘burning embers’. This is a pretty good name, as everyone knows that in fairytales, magical horses were being fed with nothing else but burning embers. Extrapolating, it could be infered that by staying at one of the Jumeira hotels, guests can experience what would be like living in an enchanted world.

[caption id="attachment_10730" align="aligncenter" width="491"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/Jumeirah-zabeel-saray-hotel-exterior.jpg"><img class="size-large wp-image-10730  " title="Jumeirah zabeel saray-hotel exterior" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Jumeirah-zabeel-saray-hotel-exterior-1024x454.jpg" width="491" height="218" /></a> Credits: Jumeirah Zabeel Saray[/caption]

<!--more--><a href="https://www.jumeirah.com/en/hotels-resorts/dubai/jumeirah-zabeel-saray/" target="_blank">Jumeirah Zabeel Saray</a>, inspired by the imperial palaces of the Otoman era, is a five-star hotel, made up of 379 elegant guest rooms, 26 suits and 38 Royal Residences. It has an exclusive location, on the west crescent of the iconic Palm Jumeirah, offering stunning views.

Up till now, everything sounds magnificent; but what about the quality of services? The ‘looks’ are breathtaking, but the looks can be deceiving. So, what do guests think?

The best way to find out their opinion is through surveys. Every hotel that’s been long enough in the business (and still wants to be for a longtime from now on) knows how important the customer feedback is. Jumeirah Zaveel Saray is no exception. They have guest questionnaires, specially designed for clients so that they can express their opinions regarding the hotel services – being they good or bad.

The Jumeirah Zaveel Saray questionnaire actually contains one ‘demand’: they ask their clients, in a very polite manner, to express their thoughts regarding the hotel facilities and standards of service. And this can turn out to be a double-edge sword.

On one hand, this approach can prove to be useful, as guests can freely express themselves and cover a lot of aspects, some really useful.

On the other hand, it is not very efficient. And here’s why:
<ul>
	<li>Guests are subjective and although it may be useful to find out as much as you can about their experience, keeping it simple has more advantages. Guests use adjectives to describe their experience, which cannot be completely trusted as people usually perceive things and concepts differently. Let’s take the adjective ‘beautiful’ for instance.  To some, ‘beautiful’ puts an object on the top of the latter, while  others, just to the middle.</li>
	<li>A survey with an open question can be time consuming and most of the clients wouldn’t spend too much time with it.</li>
	<li>It would be hard to centralize the data, as a lot of different categories may be involved.</li>
</ul>
It might be useful to use some established points of reference.
<ul>
	<li>Questions with Yes/No answers, like ‘Did you enjoy your stay at our hotel?’</li>
	<li>Check-boxes. Just add the category you would like to get a feedback on (services: reservation process, welcome experience, staff friendliness, room service quality etc.; food and beverage: food quality, menu diversity etc.; ambience: décor, cleanliness etc.) and the rating (great, average, weak, very weak).</li>
	<li>And maybe one or two essay-questions so that the clients can add their ideas.</li>
</ul>
What else can be done? Use KPIs. The following 5 KPIs could turn out to be very useful:

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/positive-feedback-from-guests-81.html">% Positive feedback from guests</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/repeat-customers-138.html">% Repeat customer</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/hotel-occupancy-135.html">% Hotel occupancy</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/complaints-received-751.html"># Complaints received</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/guests-per-employee-697.html"># Guests per employee</a>

So, we may conclude that surveys are an important part in having satisfied customers, but how they are conceived is equally important. The survey presented here could be improved in order to be more efficient and to gain more useful information that can be processed in an easier manner.]]></content:encoded>
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<wp:post_id>10729</wp:post_id>
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<title>Rexam – A winning organization</title>
<link>http://www.smartkpis.com/blog/rexam-%e2%80%93-a-winning-organization/</link>
<pubDate>Fri, 12 Jul 2013 09:47:54 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Packaging]]></category>

		<category domain="tag" nicename="packaging"><![CDATA[Packaging]]></category>

		<category domain="tag"><![CDATA[Rexam]]></category>

		<category domain="tag" nicename="rexam"><![CDATA[Rexam]]></category>

		<category domain="tag"><![CDATA[Sustainability]]></category>

		<category domain="tag" nicename="sustainability"><![CDATA[Sustainability]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10748</guid>
<description></description>
<content:encoded><![CDATA[Rexam is a leading global consumer packaging group and a leading global beverage can maker. Their vision is to be the best global consumer packaging company, with the aim of enhancing shareholder value. This means achieving a balance between profitable revenue growth, cash generation and the appropriate risk profile for the Group to deliver a steady increase in profit year on year and create value for their shareholders. Rexam makes products for a wide selection of customers across the globe, such as L’oreal, Coca-Cola, Redbull, Hornell, AB InBev and so forth.

Improving operational efficiency is at the core of Rexam’s manufacturing processes. Plants are regularly assessed under Rexam's own audit programme but, in the quest for continuous improvement, Rexam is benchmarking its performance against the best in the world. At the start of 2012, Rexam beverage can plant in Aguas Claras, Brazil, was awarded The Shingo Prize – acknowledged as the highest global recognition for operational excellence.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/rexam-logo.png"><img class="aligncenter size-full wp-image-12618" title="rexam-logo" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/rexam-logo.png" width="800" height="155" /></a><!--more-->

The following key performance indicators (KPIs) are used by management to measure and track performance. Rexam established several objectives with KPIs to be monitored. Each KPI relates directly to their long term strategy:

<a href="http://www.smartkpis.com/blog/wp-content/uploads/key-performance-indicators3.png"><img class="aligncenter size-full wp-image-10752" title="key performance indicators" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/key-performance-indicators3.png" width="971" height="424" /></a>

As we already mentioned, the Group’s vision is to be the best global consumer packaging company and this includes actions in and around sustainability, encompassing products, operations and people. Rexam is an established member of the London Stock Exchange FTSE4Good index, an international responsibility performance benchmark. The index’s expectations mirror the way Rexam believe business should be conducted to deliver sustainable success through environmental management, upholding human and labor rights, ethical business practices and supply chain labor standards.

Some of the KPIs used by Rexam in the sustainability section include:
<ul>
	<li>% Beverage can average recycling rates;</li>
	<li># Tones of raw material per tone of production;</li>
	<li>% Employee engagement index favorable score.</li>
</ul>
In the current challenging business environment, Rexam continues to take the actions the board believes necessary to remain competitive and deliver value for shareholders. They are keeping the strategy under review and remain flexible to adapt where it is in the interests of shareholders to do so. Rexam’s success is built on the hard work and commitment of their people and their safety has been – and will continue to be – of paramount importance.

References:

1. Rexam (2013), Annual report 2012, available at: <a href="http://www.rexam.com/files/reports/2012ar/files/2012_annual_report.pdf">http://www.rexam.com/files/reports/2012ar/files/2012_annual_report.pdf</a>

Image Source: <a href="http://zolmax.com/logos/rexam-logo.png">http://zolmax.com/logos/rexam-logo.png</a>]]></content:encoded>
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<wp:post_id>10748</wp:post_id>
<wp:post_date>2013-07-12 20:47:54</wp:post_date>
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<title>Customer satisfaction surveys - Le Pain Quotidien, Dubai</title>
<link>http://www.smartkpis.com/blog/customer-satisfaction-surveys-le-pain-quotidien-dubai/</link>
<pubDate>Fri, 12 Jul 2013 10:35:26 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Dubai]]></category>

		<category domain="tag" nicename="dubai"><![CDATA[Dubai]]></category>

		<category domain="tag"><![CDATA[Hospitality &amp; Tourism]]></category>

		<category domain="tag" nicename="hospitality-tourism"><![CDATA[Hospitality &amp; Tourism]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Le Pain Quotidien]]></category>

		<category domain="tag" nicename="le-pain-quotidien"><![CDATA[Le Pain Quotidien]]></category>

		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10739</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/LPQ_Final_Logo_2011.jpg"><img class="aligncenter size-large wp-image-10740" title="LPQ_Final_Logo_2011" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/LPQ_Final_Logo_2011-830x1024.jpg" width="299" height="368" /></a></p>
<p style="text-align: justify;">Le Pain Quotidien, member of Alshaya Group, one of the world’s best known brands, has gained world recognition for the delicious pastries and bakery products carefully prepared by experienced bakers. Founded in Brussels in 1990 by Alain Coumont, the little bakery has now become the basis for an entire restaurant chain, holding locations all over the world. Defined by a careful choice of simple, natural ingredients, Le Pain Quotidien is constantly working on delivering a refined, unforgettable experience to their clients.</p>
<!--more-->In view of this fact, it is important to maintain a proper, productive communication with the people crossing their doorstep. A practical and simple way to do that is to create guest questionnaires. We have seen in the previous notes on customer satisfaction surveys that the optimum questionnaire needs to contain simple, clear questions so that the answers are relevant and easy to categorize.

In this post, we are going to focus our attention on the questionnaire developed by the staff at Le Pain Quotidien Dubai. The questionnaire is written in both English and Arabic, which is very practical and considerate towards the international clients. The ratio open questions versus check-boxes is fairly equal, the clients are not required to spend a large amount of time answering it. The open questions refer to personal contact data, date of visit, name of server, name of favorite restaurant and how did the customers hear about Le Pain Quotidien.

The check-boxes comprise six items:
<ul>
	<li>Menu selection</li>
	<li>Food quality</li>
	<li>Service attitude</li>
	<li>Atmosphere / ambience</li>
	<li>Value for money</li>
	<li>Overall experience</li>
</ul>
The qualifications go from “excellent” to “poor” and are divided into five grades. This is a brief, clear selection of items for the check-boxes section and proves to be extremely time-efficient in that regards the completion of the entire questionnaire (it only takes four or five minutes to answer all the questions).

The KPIs available for assigning to this particular method of measurement may be:

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/positive-feedback-from-guests-81.html">% Positive feedback from guests</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/restaurant-revenue-per-employee-4752.html">$ Restaurant revenue per employee</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/tables-served-per-waiter-4760.html"># Tables served per waiter</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/customers-per-waiter-6897.html"># Customers per waiter</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/restaurants-that-apply-principles-of-menu-planning-4737.html">% Restaurants that apply principles of menu planning</a>

It is important to apply surveys, but it is a lot more important to elaborate an accurate set of questions for them. Form and content are to be regarded at all times, as they not only help make a good farewell impression to the clients, but also serve to easily centralize the answers and take further action.

Image credits: <a href="http://worldvoices.pen.org/partners">http://worldvoices.pen.org/partners</a>]]></content:encoded>
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<title>London, United Kingdom Certified KPI Professional Training course in August 2013</title>
<link>http://www.smartkpis.com/blog/the-kpi-institute-announces-a-new-edition-of-the-three-days-certified-kpi-professional-training-course-to-be-organized-in-london/</link>
<pubDate>Mon, 15 Jul 2013 06:27:05 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Certified KPI Professional]]></category>

		<category domain="tag" nicename="certified-kpi-professional"><![CDATA[Certified KPI Professional]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI training London]]></category>

		<category domain="tag" nicename="kpi-training-london"><![CDATA[KPI training London]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10837</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><strong>Melbourne, Australia, July 15, 2013</strong></p>
<p style="text-align: justify;"><strong>The KPI Institute, the global authority on Key Performance Indicators (KPIs), research and education organizes a new edition of its premier global certification program dedicated to rigorous KPI practice in London, UK.</strong></p>
<p style="text-align: justify;"><strong>The Certified KPI Professional Training Course </strong><strong>will take place between 12 and 14 August, at Hilton London Olympia Hotel. The training program is part of a series of 15 certification courses organized at global level in 13 cities, on 5 continents, in the second part of 2013 by The KPI Institute.<img title="More..." src="http://kpiinstitute.org/wp-includes/js/tinymce/plugins/wordpress/img/trans.gif" alt="" /><!--more-->
</strong></p>
<p style="text-align: justify;">Participants will learn how to establish and work with KPIs, by using the latest research findings and examples of best practice. In addition, on the last day of the course they will be eligible to complete a test for obtaining the <strong>Certified KPI Professional</strong> status from The KPI Institute. The certification recognizes the professionals’ ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.</p>
<p style="text-align: justify;">The course is structured to enable both <strong>the theoretical understanding</strong> and <strong>practical experience</strong> of using a variety of performance management tools and techniques for deploying KPIs correctly across industries and functional areas.</p>

<ul style="text-align: justify;">
	<li>Group discussions, exercises, simulations and case studies;</li>
	<li>Explanation of the theory informing performance measurement, in plain English;</li>
	<li>Presentation of the performance management templates as tools to support the integration of performance management practices in organizations;</li>
	<li>Customized feedback regarding the present use and the future plans for implementing performance management systems;</li>
	<li>Active involvement of all the participants in a collaborative learning environment where opinions and experiences are shared.</li>
</ul>
<p style="text-align: justify;">The course is designed for executives, operational managers, entrepreneurs, production / service supply analysts, and for managers and analysts from both delivery and support functions such as finance, accounting, project management, human resources, sales, marketing, logistics, quality control and improvement, strategy/planning and operations.</p>
<p style="text-align: justify;">The Certified KPI Professional program is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:</p>
<p style="text-align: justify;">Day One: <strong>Establishing KPIs</strong>, outlines details related to:</p>

<ul style="text-align: justify;">
	<li>Introduction to the World of KPIs: terminology, KPI evolution, the current state of practice;</li>
	<li>The pillars of the KPI architecture: KPI lifecycle, KPI use case scenarios, KPI architecture toolkit, KPI architect’s role;</li>
	<li>KPI selection: KPI typology, sources for KPIs, selection process and filtering criteria.</li>
</ul>
<p style="text-align: justify;">Day Two:<strong> Activating KPIs</strong>, is dedicated to understanding:</p>

<ul style="text-align: justify;">
	<li>KPI documentation: KPI documentation form design, documentation process, KPI target setting process;</li>
	<li>Data visualization: developing KPI Dashboards and Scorecards, BSC, Performance Healthogram;</li>
	<li>KPI data gathering and reporting: KPI activation tools and techniques, business analysis techniques, initiative management.</li>
</ul>
<p style="text-align: justify;">Day Three: <strong>Generating value with KPIs</strong>, focuses on:</p>
<p style="text-align: justify;">KPI management enablers: Software, Hardware, Culture and Communication;</p>
<p style="text-align: justify;">Generating value with KPIs: benchmarking typology, pay for performance and KPIs;</p>
<p style="text-align: justify;">KPI Professional Certification test.</p>
<p style="text-align: justify;"><strong>Course details:</strong></p>

<ul style="text-align: justify;">
	<li>Date: 12 - 14 August 2013</li>
	<li>Location: Hilton Olympia, London, UK</li>
	<li>Course duration: 9:00-17:00 on Day 1-2 and 9:00-16:45 on Day 3</li>
	<li>Other inclusions: Course support handouts, certificate for course completion, lunch-catering service, coffee breaks</li>
	<li>Registration deadline: 5 August 2013</li>
</ul>
<p style="text-align: justify;">For further information regarding the program, the trainer and the signing up process, please access the following links:</p>

<ul style="text-align: justify;">
	<li><a href="http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-l">http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-l</a></li>
</ul>
<p style="text-align: justify;"><strong>About The KPI Institute</strong></p>
<p style="text-align: justify;">The KPI Institute is the global authority on Key Performance Indicators (KPIs) research and education, providing through its publications and training courses insights on how to measure and learn with KPIs. It developed the first KPI Management Framework and runs five main research programs, dedicated to performance management, the Balanced Scorecard, KPIs and organizational strategy.</p>
<p style="text-align: justify;">The main program, dedicated to documenting and cataloguing how KPIs are used in practice, resulted in the establishment of www.smartKPIs.com, the largest online database of well documented KPI examples, with over 7000 examples from 16 functional areas and 26 Industries. Over the last 8 years, The Institute assisted thousands organizations in finding solutions to their KPI needs.</p>
<p style="text-align: justify;"><strong>The KPI Institute</strong> has established several strategic partnerships expending its training and educational programs international reach in Europe, Middle East and Asia.</p>
<p style="text-align: justify;"><strong>Contact:</strong></p>
Name: Diana Almasan

Telephone: +61 3 9670 2979

Email: <a href="mailto:diana.almasan@smartkpis.com">diana.almasan@smartkpis.com</a>

Website: <a href="http://store.kpiinstitute.org/">http://store.kpiinstitute.org/</a>]]></content:encoded>
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<title> EBSS Presenting Its 2nd Round on Employer Branding &amp; Employee Engagement in Shanghai in August, 2013</title>
<link>http://www.smartkpis.com/blog/employer-brand-strategy-summit-ebss/</link>
<pubDate>Mon, 15 Jul 2013 08:18:22 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[China]]></category>

		<category domain="tag" nicename="china"><![CDATA[China]]></category>

		<category domain="tag"><![CDATA[Employee Engagement]]></category>

		<category domain="tag" nicename="employee-engagement"><![CDATA[Employee Engagement]]></category>

		<category domain="tag"><![CDATA[Employer Brand Strategy Summit]]></category>

		<category domain="tag" nicename="employer-brand-strategy-summit"><![CDATA[Employer Brand Strategy Summit]]></category>

		<category domain="tag"><![CDATA[shanghai]]></category>

		<category domain="tag" nicename="shanghai"><![CDATA[shanghai]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10757</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">On August 14-16, 2013, Shanghai witnesses a return from the successful series of EBSS - Asia’s No.1 learning event on employer brand, with another round of learning conference - 2nd Employer Brand Strategy Summit (EBSS), Asia 2013, taking place at the Radisson Blu hotel Shanghai Hongquan. Hosted once again by LinLead, the independent learning meeting organizer, the focus at EBSS 2013 will be authentic linkage between employer branding (also known as recruitment marketing) and employee engagement. This forward thinking conference seeks to educate and push HR and marketing executives from proactive organizations to scrutinize and develop internal strategies on driving up talent value.</p>
<a href="http://file.hiall.com.cn/edm/ebss20130514/EBSS2013byLinLead.PDF" target="_blank"><img class="aligncenter size-full wp-image-10761" title="Employee-Brand-Strategy-Summit-EBSS" alt="Employee Brand Strategy Summit - EBSS" src="http://www.smartkpis.com/blog/wp-content/uploads/Employee-Brand-Strategy-Summit-EBSS.gif" width="580" height="163" /></a>

<!--more-->The event sees the return of Richard Mosley (co-founder of the employer brand concept) from last year in addition to over 20 authoritative speakers hailing from 7 different countries and regions of the world. Each speaker will be sharing their inside information on successful execution of these strategies within their companies, which range across many industries including pharmaceutical, high-tech, manufacture, financial, hospitality and petrochemical to name a few. EBSS 2013 maintains the same level, in terms of presentation organization, to the last year which Leo Li, senior HRM from Bosch claimed; “the most high leveled learning event on Employer Brand I have ever attended.”

The first day (August 14) of EBSS 2013 will start with a pre-conference interactive workshop conducted by Richard Mosley, naturally the ideal man for the job with his unmatched experience and expertise in this area of HR/marketing cross-functional strategy. The workshop will include a vigorous and rewarding timetable dedicated to learning the action plan for an ‘effective Employer Branding Campaign.’ Furthermore particular attention will be paid to EVP (employee (employer) value proposition) development and its marketability within a large company.

The 2 day main conference dives deeper into the core of Employer Brand to fully understand its concepts and potential as a game-changing strategy for people operation. A good line-up of over 20 speaking faculty consisting of pioneering practitioners, scholars and research fellows will present key aspects of a holistic employer brand strategy, from external recruitment marketing to internal employee engagement, and address authentic linkage between them, given over 15 keynote speeches and 2 brainstorming discussion sessions. When asked for comment on the event agenda, Brie Mason, Employment Brands &amp; Marketing Manager from Telstra rated it “a very thorough deep dive into all areas that the Employment Brand and EVP touch. It covers topical issues, future trends, as well as ongoing challenges for our industry (employer brand discipline). A fantastic overview.”.

During the 3 days of breaking-through sessions at EBSS 2013, the organizer LinLead, has confirmed senior executives in HR and Marketing with benchmarking enterprises from 4 continents (Asia, Oceania, Europe and North America) who will gather under the same roof, including; Aramco Oil, Accenture, Amway, Bosch, Baidu, BenQ, Continental Automotive, Ctrip, Career International, Fiserv Tech, Hilton Hotel Group, Johnson &amp; Johnson, Jaguar Auto, Kraft Foods, Lenovo, LEGO, LinkedIn, Metlife, Novozymes, Oracle Software, Oxus, Roche, Siemens, Sumitomo Mitsui Banking, Standard Chartered Bank, Tencent (QQ), Universum, Walmart, Wartsila etc. When asked for feedback regarding LinLead’s last EBSS event which attracted many players attending too, XIA Ping, the University Relationship Manager at Siemens replied; “it is very good opportunity to bring so many EB (Employer Brand) experienced companies together, sharing the practice, knowledge, it is a great learning session.”

To highlight the great impact which employer brand thinking makes on a number of HR functions, including recruitment practice, talent relationship, workforce planning, total rewards, leadership development, corporate culture and performance management etc, a good mix of attendants from above-mentioned different functions is always a crucial ingredient at the series of EBSS.  As another company at EBSS once again, Ferrero has sent 4 delegates to attend this round this year, including senior executive from both recruitment and C&amp;B.

Insiders believe, during the transformation and utilization of HR from an administration centre into a strategic hub in China and Asia, with a deep impact on overall employee performance, EBSS 2013 by LinLead and its sister editions have chances to serve the role of upholding employer brand strategy at the frontier.

Learn more, please inquire:
Layla Song
Tel: 010-85711440-602
Fax:  +86 10 8571 1149
Mobil: +86 13552429307
E-mail: <a href="emailto:ebss@linleadmeeting.com" target="_blank">ebss@linleadmeeting.com</a>

<strong><span style="text-decoration: underline;">Silver Sponsors</span></strong>

<strong>Career International</strong>
As the leading total recruitment solution provider in Asia, Career International, has more than 1000 professional recruiters in 15 branches and 36 affiliated agencies, providing the best services for over 1000 brands in 18 industries and fields, with 2000 professionals successfully placed, since 1996.

<strong>BenQ Guru</strong>
As a Grand-China based IT Expert, BenQ Guru enables customer smart management experience through multi-industrial IT solution. We pursue the best partnership with our customer and embark our global implementation experience in products. We believe the best-run business run systems for lean management.

<strong>Prize Sponsor</strong>
Guanaitong (also known as GAT) by CIIC, is the first corporation to provide comprehensive one stop employee non-cash reward solutions in China

<strong><span style="text-decoration: underline;">The Organizer</span></strong>

<strong>About LinLead</strong>
As China mainland's 1st home-grown 3-rd party B2B meeting organizer, we make every endeavor to be a productive business intelligence provider facilitating Corporate Decision Making in emerging markets and the rest of the world, since 2009.
Through organizing (including market research, topic development, meeting management , speaker recruiting and delegate engagement) market-oriented B2B meetings (workshop and conference) independently, we are devoted to delivering cutting-edge Business Intelligence (regarding Academic achievement, Research findings, Industrial &amp; Regional outline, Market update, Technical advancement, Regulation policy changes etc ) for decision-making related to Organizational Development, Business Innovation and Industrial Development.]]></content:encoded>
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<title>Customer Satisfaction Survey - Viceroy Hotels and Resorts Yas Abu Dhabi </title>
<link>http://www.smartkpis.com/blog/viceroy-hotels-and-resorts-yas-abu-dhabi/</link>
<pubDate>Mon, 15 Jul 2013 08:30:36 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Hospitality &amp; Tourism]]></category>

		<category domain="tag" nicename="hospitality-tourism"><![CDATA[Hospitality &amp; Tourism]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

		<category domain="tag"><![CDATA[Viceroy Hotels and Resorts]]></category>

		<category domain="tag" nicename="viceroy-hotels-and-resorts"><![CDATA[Viceroy Hotels and Resorts]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10758</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: left;"><a href="http://www.viceroyhotelsandresorts.com/en/abudhabi">Yas Viceroy Abu Dhabi</a> uses surveys in order to see how satisfied the customers are. And the surveys must be on categories, as the one I have only regards the dining experience.</p>


[caption id="attachment_10759" align="aligncenter" width="634"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/Viceroy-Hotels-and-Resorts.jpeg"><img class="size-full wp-image-10759 " title="Viceroy Hotels and Resorts" alt="Credits: Viceroy Hotels and Resorts" src="http://www.smartkpis.com/blog/wp-content/uploads/Viceroy-Hotels-and-Resorts.jpeg" width="634" height="486" /></a> Credits: Viceroy Hotels and Resorts[/caption]

<!--more-->

This survey is short and very efficient. At the beginning, they ask you very politely to spare a moment of your time in order to fill in the questionnaire. It starts with some basic information: <em>Outlet name</em> and <em>Date</em>. Then, three <em>Yes/No</em> questions in order to find out where you come from and whether you are at your first visit to the Yas Viceroy Hotel.

After this first section, the main section follows. It is all about rating your stay and is ‘checkbox-based’ (you can choose: <em>excellent, above average, average, below average or poor</em>), which means it is not time-consuming. It has three ‘subdivisions’:
<ul>
	<li>First, you assess the performance of the staff:</li>
</ul>
-          timeliness of service

-          menu knowledge

-          helpfulness of the team
<ul>
	<li>Second, the quality of the food and beverages:</li>
</ul>
-          menu variety

-          portion size

-          quality of the food

-          beverage variety
<ul>
	<li>Last, but not least, the ambiance and the prices:</li>
</ul>
-          music and ambiance

-          value for money

Now, there is only the final part left, where you can add your personal comments. As we have previously seen, this is good because maybe you have thought about aspects that they haven’t and thus, they can improve even more their services. If you want, you can sign up your name, for updates and promotions. And…this would be all.

As far as the KPIs are concerned, it might be useful to pinpoint the following 5:
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/guests-2325.html"># Guests</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Guests-dining-in-house-4784.html">% Guests dining in-house</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/new-menu-items-2251.html"># New menu items</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/customers-satisfied-with-the-time-to-be-served-2364.html">% Customers satisfied with the time to be served</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/complaints-per-restaurant-order-460.html"># Complaints per restaurant order</a></li>
</ul>
This survey model is very good because when guests see it so short, with few Y/N questions, checkboxes and with only one open-question, they will fill it in immediately, being glad that that the hotel cares about their opinion and that it doesn’t take too much time to express their thoughts.

To conclude in just a few words, this type of survey is efficient, effective and not time-consuming at all.]]></content:encoded>
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<title>TESCO, working to make what matters better, together </title>
<link>http://www.smartkpis.com/blog/tesco-working-to-make-what-matters-better-together/</link>
<pubDate>Mon, 15 Jul 2013 08:48:20 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Retail]]></category>

		<category domain="tag" nicename="retail"><![CDATA[Retail]]></category>

		<category domain="tag"><![CDATA[TESCO]]></category>

		<category domain="tag" nicename="tesco"><![CDATA[TESCO]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10762</guid>
<description></description>
<content:encoded><![CDATA[How does one of the world’s largest retailers, with over 530,000 employees serving millions of customers a week, manage to keep the pace with the performance?

In any business, clear direction is vital. Tesco’s vision guides the direction and the decisions it takes as an organization. Tesco aims to be the most highly valued business by: the customers it serves, the communities in which it operates, the loyal employees and the shareholders.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled10.png"><img title="Untitled" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled10-1024x616.png" width="1024" height="409" /></a>

<!--more--> Tesco aspires to be:

<strong>- Wanted and needed around the world</strong>- not only as the shop of choice for customers, but also as the place people want to work, shareholders to invest and communities welcome;<strong> </strong>

<strong>- A growing business, full of opportunities</strong>- aiming at offering something new every time;<strong></strong>

<strong>- Modern, innovative and full of ideas</strong>- Tesco's success is based on trying to understand customers' needs better than anyone else, and then to innovate, in order to make their lives easier;<strong></strong>

<strong>- Winners locally whilst applying the skills globally</strong>- retail is local because cultures, tastes and regulations are different, but the core skills learned in one place can be applied in others;

<strong>- Inspiring, earning trust and loyalty from customers, colleagues and communities</strong>- Tesco wants to be a company that earns trust, not just respect, through everything it does.

Having such an approach, it helps Tesco create value day by day. Its latest annual report reflects the progress the company has obtained in 2012-2013, through a series of Key Performance Indicators:

- <strong>Underlying profit before tax</strong>- 14.5% growth compared to the previous year;

- <strong>Total shareholder return (TSR)-</strong> measures the percentage change in the share price, plus the dividends paid and reinvested. The increase of the TSR, 22.5% compared to 2011-2012, for the one-year TSR and 2.1%, for the five-year TSR, reflects the effect on Tesco’s share price of increased investor confidence, since Tesco significantly investment in its customer offer in the UK;

- <strong>Net indebtedness</strong>- the ratio shows debt in relation to operating cash flow (EBITDAR), and it has risen, at approximately 3.2 times, despite a reduction in net debt. The cause was the decline in EBITDAR, driven by the investment in the UK, the regulatory impact in South Korea (which limited the opening hours) and challenging economic conditions, particularly in Central Europe;

- <strong>Gearing- </strong>measures the proportion of net assets financed through debt rather than equity, calculated as net debt divided by total equity. The ratio remained relatively flat, at 39.6% compared to 38.4% in 2011-2012, reflecting Tesco stable debt position and growing investment in assets;

-<strong> Capital expenditure (CAPEX) as % of sales- </strong>the rate shows the investment in property, plant and equipment, the investment property and intangible assets, divided by Group sales. In 2012-2013, Tesco reduced its rate of capital investment, at 4.1%, focusing on less capital-intensive investments with higher returns, most notably online and convenience;

- <strong>Fixed charge cover-</strong> measures the number of times the operating cash flow covers debt obligations. The ratio decreased to approximately 4 times, due to the decline in EBITDAR and rent increases.

Although not all indicators have seen their results increased, the predilection for investing in new markets and consolidating the existing ones, as well as the permanent interest for innovation, builds a sustainable growth, which will ensure Tesco solid future profits. Only in this way, can Tesco continue ‘working to make what matters better, together’.

References:
<ol>
	<li>Tesco (2013), Annual report: Working to make what matters better, together, available at: <a href="http://files.the-group.net/library/tesco/annualreport2013/pdfs/tesco_annual_report_2013.pdf">http://files.the-group.net/library/tesco/annualreport2013/pdfs/tesco_annual_report_2013.pdf</a></li>
	<li>Tesco (n.d.), Vision and strategy, available at: <a href="http://www.tescoplc.com/index.asp?pageid=12">http://www.tescoplc.com/index.asp?pageid=12</a></li>
</ol>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>10762</wp:post_id>
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<title>Performance reporting at Adecco</title>
<link>http://www.smartkpis.com/blog/10803/</link>
<pubDate>Mon, 15 Jul 2013 09:49:56 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Adecco Group]]></category>

		<category domain="tag" nicename="adecco-group"><![CDATA[Adecco Group]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10803</guid>
<description></description>
<content:encoded><![CDATA[The Adecco Group the largest provider of Human Resources (HR) solutions in the world. As one of the world’s leading providers of HR solutions, Adecco operates in over 60 countries and territories, they offer all types of HR services to over 100,000 clients and every day around 32,000 Adecco employees worldwide work with close to 700,000 associates on assignment at client locations.

In March this year, Adecco released the Annual Report 2012, providing insight in the company’s performance management approach.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/adecco_logo.jpg"><img class="aligncenter  wp-image-12552" title="adecco_logo" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/adecco_logo-300x162.jpg" width="634" height="332" /></a></p>
<!--more-->To measure strategy effectiveness from a financial perspective, Adecco closely monitors the following KPIs:

•          Revenue growth

•          Gross profit growth and development

•          Selling, general and administrative (SG&amp;A) expenses development

•          EBITA growth and EBITA margin development

•          Conversion ratio (EBITA as a percentage of gross profit)

•          Days sales outstanding (DSO)

•          Economic Value Added (EVA)

<a href="http://www.smartkpis.com/blog/wp-content/uploads/adecco-ar121.jpg"><img class="aligncenter size-full wp-image-10805" title="adecco ar12" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/adecco-ar121.jpg" width="378" height="256" /></a>

The strategy of the Adecco Group is to be alongside each phase in the life cycle of their associates and clients. In order to achieve this, they also measure non-financial goals. Employee retention is a strategic priority of management. Adecco reviews the retention rate quarterly and uses the Great Place to Work® survey to improve their attractiveness as an employer. Furthermore, they conduct the Global Satisfaction Survey among clients, associates and employees on a regular basis. It provides feedback on brand promise, brand voice, processes and KPIs, and allows Adecco to constantly improve. Their belief is that by increasing client, associate and employee satisfaction Adecco enhances the creation of value.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/adecco-retention-rate1.jpg"><img class="aligncenter size-full wp-image-10806" title="adecco retention rate" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/adecco-retention-rate1.jpg" width="452" height="203" /></a>

According to their annual report, 2012 was another year of progress for the Adecco Group. Despite the decline in revenues of 4% organically to EUR 20.5 billion, Adecco remained the HR industry leader and managed to maintain leading profitability.

Through implementing performance management techniques and measuring instruments, Adecco has established a sustainable and company-wide performance framework. Following this approach the Adecco Group is on the right path to reaching their mission of providing superior services to clients, job seekers and associates through best-in-class matching of talent with the current business needs of their clients' positions.

References:
<ol>
	<li>Adecco Group (2013), Annual report 2012, available at: <a href="http://annualreport2012.adecco.com/fileadmin/user_upload/redakteure/ar2012/pdf/Adecco_Group_AR2012.pdf">http://annualreport2012.adecco.com/fileadmin/user_upload/redakteure/ar2012/pdf/Adecco_Group_AR2012.pdf</a></li>
</ol>
Image Source: <a href="http://1.bp.blogspot.com/-Oxhp0Ai9b4w/Tadz4j7sPDI/AAAAAAAAEHM/b3SFAMYPSXI/s1600/adecco_logo.jpg">http://1.bp.blogspot.com/-Oxhp0Ai9b4w/Tadz4j7sPDI/AAAAAAAAEHM/b3SFAMYPSXI/s1600/adecco_logo.jpg</a>]]></content:encoded>
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<title>Free Webinar: KPI Documentation, July 23rd, 2013</title>
<link>http://www.smartkpis.com/blog/webinar-kpi-documentation/</link>
<pubDate>Tue, 16 Jul 2013 09:37:17 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Establishing targets]]></category>

		<category domain="tag" nicename="establishing-targets"><![CDATA[Establishing targets]]></category>

		<category domain="tag"><![CDATA[KPI Documentation]]></category>

		<category domain="tag" nicename="kpi-documentation"><![CDATA[KPI Documentation]]></category>

		<category domain="tag"><![CDATA[KPI framework]]></category>

		<category domain="tag" nicename="kpi-framework"><![CDATA[KPI framework]]></category>

		<category domain="tag"><![CDATA[KPI library]]></category>

		<category domain="tag" nicename="kpi-library"><![CDATA[KPI library]]></category>

		<category domain="tag"><![CDATA[KPI names]]></category>

		<category domain="tag" nicename="kpi-names"><![CDATA[KPI names]]></category>

		<category domain="tag"><![CDATA[KPI Webinar]]></category>

		<category domain="tag" nicename="kpi-webinar"><![CDATA[KPI Webinar]]></category>

		<category domain="tag"><![CDATA[target setting]]></category>

		<category domain="tag" nicename="target-setting"><![CDATA[target setting]]></category>

		<category domain="tag"><![CDATA[webinar]]></category>

		<category domain="tag" nicename="webinar"><![CDATA[webinar]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10814</guid>
<description></description>
<content:encoded><![CDATA[Madinah Institute for Leadership and Entrepreneurship in partnership with The KPI Institute and smartkpis.com presents the webinar:
<h3>KPI Documentation: Understanding KPI names, calculating formulas and establishing targets</h3>
by Adrian Brudan, Research Director, The KPI Institute

Date: Tuesday, July 23rd, 2013
Time: 3:00 PM KSA (8:00am EDT | +3:00 GMT)
<h4>Summary outline of the webinar</h4>
<p style="text-align: justify;">Managing the  KPIs framework correctly is challenging due to lack of standards in the KPI  naming, definition and their use. One of the key factors for success in this  direction is to employ a rigorous KPI documentation process within the  organization and consolidate an internal KPI library.</p>
<p style="text-align: justify;">The webinar  brings in attention the benefits of standardizing KPI names, calculation  formulas and establishing targets while managing with KPIs. These actions will  allow you in turn better understanding of KPIs, will facilitate communication  through standardization, educate the key stakeholders and improve the knowledge  management base.</p>
<a href="http://www.mile.org/webinar2.php?webinarid=62" target="_blank"><img class="aligncenter size-full wp-image-10854" title="Adrian Brudan - KPI Documentation Free Webinar" src="http://www.smartkpis.com/blog/wp-content/uploads/Adrian-Brudad-KPI-Documentation-Webinar.gif" alt="Adrian Brudan - KPI Documentation Free Webinar" width="580" height="217" /></a><!--more-->
<h4>The webinar will address topics such as:</h4>
<ul>
	<li>Introduction to what KPIs are</li>
	<li>Functions of the KPI documentation form</li>
	<li>KPI documentation form design</li>
	<li>Standards for naming KPIs</li>
	<li>KPI calculating formulas typology</li>
	<li>Approaches to target setting</li>
	<li>Organizational KPI Library development.</li>
</ul>
<h4>Learning outcomes:</h4>
<ul>
	<li>Become familiar with KPI documentation standards</li>
	<li>Understand the key functions of the KPI documentation template</li>
	<li>Customize a KPI documentation form based on your organizational needs</li>
	<li>Learn the key benefits for maintaining an internal KPI library</li>
	<li>Set KPI targets correctly</li>
	<li>Progress from KPI documentation to value generation from managing with KPIs.</li>
</ul>
<h4><span style="font-size: 1.17em;">About the speaker</span></h4>
<p style="text-align: justify;">Adrian Brudan is the  Research Director of The KPI Institute, the global authority on Key Performance  Indicators research and education.Under his supervision, the Institute's  research team documented over 7,000 KPI examples from 15 functional areas and  24 industries, reviewed 1,000+ performance reports from 125 countries and  referenced 20,000+ resources, the result being www.smartKPIs.com.</p>
<p style="text-align: justify;">Adrian has also been involved in designing and delivering the Institute's KPI educational programs, aimed at competency development in the area of performance management and measurement.</p>
<p style="text-align: justify;">He is a certified trainer and holds a Certificate in KPI  Management from The KPI Institute and George Washington University, USA. As an  educator, Adrian has facilitated over 20 KPI and Balanced Scorecard training.As a consultant Adrian  holds valuable experience both in performance management, and project  management (PRINCE 2 Practitioner certified). His expertise and knowledge range  from the implementation and review of performance management architecture, to  KPI Scorecards and Dashboards design.</p>

<h4>Registration<a title="Register Now" href="https://www3.gotomeeting.com/register/900859470" target="_blank"></a></h4>
<table border="0" cellspacing="0" cellpadding="0" width="143">
<tbody>
<tr>
<td width="143" bgcolor="#009900"><strong><span style="color: #008000;"><span style="color: #ffffff;"><a href="https://www3.gotomeeting.com/register/900859470" target="_blank"><span style="color: #ffffff;">REGISTER NOW</span></a></span></span></strong></td>
</tr>
</tbody>
</table>
<span style="font-weight: normal;">More on the webinar here:
</span><a style="font-weight: normal;" href="http://community.mile.org/index.php/mile-webinars?tasks=specific_webinar&amp;webinarid=62" target="_blank"></a><span style="font-weight: normal;"> </span><a style="font-weight: normal;" href="http://community.mile.org/index.php/mile-webinars?tasks=specific_webinar&amp;webinarid=62" target="_blank"> </a><span style="font-weight: normal;"> </span><a href="http://www.mile.org/webinar2.php?webinarid=62" target="_blank">http://www.mile.org/webinar2.php?webinarid=62</a><a style="font-weight: normal;" href="http://community.mile.org/index.php/mile-webinars?tasks=specific_webinar&amp;webinarid=62" target="_blank"></a>]]></content:encoded>
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<wp:post_id>10814</wp:post_id>
<wp:post_date>2013-07-16 20:37:17</wp:post_date>
<wp:post_date_gmt>2013-07-16 09:37:17</wp:post_date_gmt>
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<title>Melbourne, Australia Certified KPI Professional Training course in August 2013</title>
<link>http://www.smartkpis.com/blog/the-kpi-institute-announces-a-new-edition-of-the-three-days-certified-kpi-professional-training-course-to-be-organized-in-melbourne/</link>
<pubDate>Fri, 19 Jul 2013 06:35:33 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Certified KPI Professional]]></category>

		<category domain="tag" nicename="certified-kpi-professional"><![CDATA[Certified KPI Professional]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI training Melbourne]]></category>

		<category domain="tag" nicename="kpi-training-melbourne"><![CDATA[KPI training Melbourne]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10840</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><strong>Melbourne, Australia, July 19, 2013</strong></p>
<p style="text-align: justify;"><strong> </strong></p>
<p style="text-align: justify;"><strong>The KPI Institute, the global authority on Key Performance Indicators (KPIs), research and education organizes a new edition of its premier global certification program dedicated to rigorous KPI practice in Melbourne, Australia.</strong><strong> </strong></p>
<p style="text-align: justify;"><strong> </strong></p>
<p style="text-align: justify;"><strong>The Certified KPI Professional Training Course </strong><strong>will take place between 21 and 23 August, at the Hilton Melbourne South Wharf. The training program is part of a series of 15 certification courses organized at global level in 13 cities, on 5 continents, in the second part of 2013 by The KPI Institute.<!--more-->
</strong></p>
<p style="text-align: justify;">Participants will learn how to establish and work with KPIs, by using the latest research findings and examples of best practice. In addition, on the last day of the course they will be eligible to complete a test for obtaining the <strong>Certified KPI Professional</strong> status from The KPI Institute. The certification recognizes the professionals’ ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.</p>
<p style="text-align: justify;"><strong> </strong></p>
<p style="text-align: justify;">The course is structured to enable both <strong>the theoretical understanding</strong> and <strong>practical experience</strong> of using a variety of performance management tools and techniques for deploying KPIs correctly across industries and functional areas.</p>

<ul style="text-align: justify;">
	<li>Group discussions, exercises, simulations and case studies;</li>
	<li>Explanation of the theory informing performance measurement, in plain English;</li>
	<li>Presentation of the performance management templates as tools to support the integration of performance management practices in organizations;</li>
	<li>Customized feedback regarding the present use and the future plans for implementing performance management systems;</li>
	<li>Active involvement of all the participants in a collaborative learning environment where opinions and experiences are shared.</li>
</ul>
<p style="text-align: justify;">The course is designed for executives, operational managers, entrepreneurs, production / service supply analysts, and for managers and analysts from both delivery and support functions such as finance, accounting, project management, human resources, sales, marketing, logistics, quality control and improvement, strategy/planning and operations.</p>
<p style="text-align: justify;">The Certified KPI Professional program is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:</p>
<p style="text-align: justify;">Day One: <strong>Establishing KPIs</strong>, outlines details related to:</p>

<ul style="text-align: justify;">
	<li>Introduction to the World of KPIs: terminology, KPI evolution, the current state of practice;</li>
	<li>The pillars of the KPI architecture: KPI lifecycle, KPI use case scenarios, KPI architecture toolkit, KPI architect’s role;</li>
	<li>KPI selection: KPI typology, sources for KPIs, selection process and filtering criteria.</li>
</ul>
<p style="text-align: justify;">Day Two:<strong> Activating KPIs</strong>, is dedicated to understanding:</p>

<ul style="text-align: justify;">
	<li>KPI documentation: KPI documentation form design, documentation process, KPI target setting process;</li>
	<li>Data visualization: developing KPI Dashboards and Scorecards, BSC, Performance Healthogram;</li>
	<li>KPI data gathering and reporting: KPI activation tools and techniques, business analysis techniques, initiative management.</li>
</ul>
<p style="text-align: justify;">Day Three: <strong>Generating value with KPIs</strong>, focuses on:</p>

<ul style="text-align: justify;">
	<li>KPI management enablers: Software, Hardware, Culture and Communication;</li>
	<li>Generating value with KPIs: benchmarking typology, pay for performance and KPIs;</li>
	<li>KPI Professional Certification test.</li>
</ul>
<p style="text-align: justify;"><strong>Course details:</strong></p>

<ul style="text-align: justify;">
	<li>Date: 21 - 23 August 2013</li>
	<li>Location: Hilton Melbourne South Wharf, Melbourne, Australia</li>
	<li>Course duration: 9:00-17:00 on Day 1-2 and 9:00-16:45 on Day 3</li>
	<li>Other inclusions: Course support handouts, certificate for course completion, lunch-catering service, coffee breaks</li>
	<li>Registration deadline: 14 August 2013</li>
</ul>
<p style="text-align: justify;">For further information regarding the program, the trainer and the signing up process, please access the following links:</p>

<ul style="text-align: justify;">
	<li><a href="http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-melbourne-2013">http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-melbourne-2013</a></li>
</ul>
<p style="text-align: justify;"><strong> </strong></p>
<p style="text-align: justify;"><strong>About The KPI Institute</strong></p>
<p style="text-align: justify;">The KPI Institute is the global authority on Key Performance Indicators (KPIs) research and education, providing through its publications and training courses insights on how to measure and learn with KPIs. It developed the first KPI Management Framework and runs five main research programs, dedicated to performance management, the Balanced Scorecard, KPIs and organizational strategy.</p>
<p style="text-align: justify;">The main program, dedicated to documenting and cataloguing how KPIs are used in practice, resulted in the establishment of www.smartKPIs.com, the largest online database of well documented KPI examples, with over 7000 examples from 16 functional areas and 26 Industries. Over the last 8 years, The Institute assisted thousands organizations in finding solutions to their KPI needs.</p>
<p style="text-align: justify;"><strong>The KPI Institute</strong> has established several strategic partnerships expending its training and educational programs international reach in Europe, Middle East and Asia.</p>
<p style="text-align: justify;"><strong>Contact:</strong></p>
Name: Diana Almasan

Telephone: +61 3 9670 2979

Email: <a href="mailto:diana.almasan@smartkpis.com">diana.almasan@smartkpis.com</a>

Website: <a href="http://store.kpiinstitute.org/">http://store.kpiinstitute.org/</a>]]></content:encoded>
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<title>Do negative financial results always translate into a poor performance?</title>
<link>http://www.smartkpis.com/blog/do-negative-financial-results-always-translate-into-a-poor-performance/</link>
<pubDate>Mon, 22 Jul 2013 07:07:26 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Investments]]></category>

		<category domain="tag" nicename="investments"><![CDATA[Investments]]></category>

		<category domain="tag"><![CDATA[Office Depot]]></category>

		<category domain="tag" nicename="office-depot"><![CDATA[Office Depot]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Retail]]></category>

		<category domain="tag" nicename="retail"><![CDATA[Retail]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10847</guid>
<description></description>
<content:encoded><![CDATA[Office Depot is a global supplier of office products and services, which was incorporated in Delaware in 1986. Its products can be classified into three categories: supplies, technology, furniture and other.

In 2012, the percentage of each category of products it has sold, was of 65.5% for the supplies, 20.9% for the technology and 13.6% for furniture and other related products. The result in sales for 2012 was of $10.7 billion, which represented a decrease of 7% from the prior year.<!--more-->

Office Depot’s sales are processed through multiple channels, consisting of office supply stores, a contract sales force, an outbound telephone account management sales force, Internet sites, direct marketing catalogs and call centers.

The company offers its customers loyalty programs that provide them with rewards that can be applied against future Office Depot purchases. Moreover, the company performs periodic competitive pricing analyses to monitor each market, adjusting prices as necessary to adhere to its pricing philosophy.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/images21.jpg"><img class="aligncenter size-full wp-image-10849" title="images2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/images21.jpg" width="305" height="165" /></a>

Furthermore, Office Depot acquires new customers by selectively mailing specially designed catalogs, and by making on-premises sales calls to prospective customers. Also, it makes outbound sales calls using dedicated agents through its telephone account management program. As a strategy to protect itself against customers with high exposure, no single client accounts for more than 10% of its total sales or accounts receivable.

However, for 2012, the company reported a net loss, after preferred stock dividends, of $110 million, compared to net earnings of $ 60 million in 2011. This happened even if the operating expenses decreased $114 million for 2012, when compared with the prior year, and EBIT, adjusted for charges, was $131 million for 2012, compared to $122 million in 2011. The cause for the negative financial results of 2012 is somehow connected to the capital expenditures. For 2012, they were of $120 million and are estimated to be about $200 million in 2013, in order to fund ongoing capital maintenance, North American Retail store downsizes and other investments needed to drive the Company’s strategic plan.

So, the negative financial results of Office Depot for 2012 were not necessarily the result of the decrease in sales, because the percentage was not that high (7% compared to 2011). It was rather the result of the investments it has done and planned to further develop in 2013. For the present, these investments have a negative impact on the cash flows of the company, but they will bring future benefits, as they start to amortize their cost.

As a lesson to be learnt, a loss in a given financial year shall not be necessarily seen as a poor management of the company. It should be analyzed in conjunction with past performances and future benefits!

References:

Office Depot (2013), Annual report, available at: <a href="http://phx.corporate-ir.net/External.File?item=UGFyZW50SUQ9MTczNTE3fENoaWxkSUQ9LTF8VHlwZT0z&amp;t=1">http://phx.corporate-ir.net/External.File?item=UGFyZW50SUQ9MTczNTE3fENoaWxkSUQ9LTF8VHlwZT0z&amp;t=1</a>]]></content:encoded>
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<wp:post_id>10847</wp:post_id>
<wp:post_date>2013-07-22 18:07:26</wp:post_date>
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<title>Performance Expo: Customer Satisfaction Survey for train transport in Mumbai</title>
<link>http://www.smartkpis.com/blog/review-customer-satisfaction-survey-for-train-transport-in-mumbai/</link>
<pubDate>Mon, 22 Jul 2013 10:22:00 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[India]]></category>

		<category domain="tag" nicename="india"><![CDATA[India]]></category>

		<category domain="tag"><![CDATA[Mumbai Railway Vikas Corporation Ltd]]></category>

		<category domain="tag" nicename="mumbai-railway-vikas-corporation-ltd"><![CDATA[Mumbai Railway Vikas Corporation Ltd]]></category>

		<category domain="tag"><![CDATA[Mumbai Urban Transport Project]]></category>

		<category domain="tag" nicename="mumbai-urban-transport-project"><![CDATA[Mumbai Urban Transport Project]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10859</guid>
<description></description>
<content:encoded><![CDATA[Mumbai Railway Vikas Corporation Ltd (MRVC Ltd) is responsible with executing improvement projects under Mumbai Urban Transport Project, as sanctioned by the Ministry of Railways, in order to enhance the rail transportation capacity and therefore reducing the overcrowding and meeting future traffic requirements. In order to find out how satisfied the travelers are with the local trains, a customer satisfaction survey has been set in place by MRVC.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Customer-satisfaction_p1.jpg"><img class="aligncenter size-full wp-image-10860" title="Customer satisfaction_p1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Customer-satisfaction_p1.jpg" width="634" height="800" /><!--more--></a></p>
The survey is three pages long and, at the very beginning, besides date and time, it asks for some general information regarding the trains: corridor, fast/slow, boarding/alighting, station name, train number, boarding station, changing station and destination. Afterwards, some personal information: name, mobile, email, sex, age, occupation, income. Moreover, it asks to mention the type of the ticket, the purpose of your trip and the frequency. A bit overwhelming, isn’t it?

Next, the survey per say. It covers five main areas:
<ol>
	<li>Satisfaction for facilities inside the trains</li>
	<li>Facilities at the sub-urban stations</li>
	<li>Facilities at platforms</li>
	<li>Facilities at FOB’s/Subways</li>
	<li>Overall satisfaction.</li>
</ol>
It ends with an open-question, which offers customer the chance to offer a richer feedback.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Customer-satisfaction_p2.jpg"><img class="aligncenter size-full wp-image-10861" title="Customer satisfaction_p2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Customer-satisfaction_p2.jpg" width="634" height="800" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Customer-satisfaction_p3.jpg"><img class="aligncenter size-full wp-image-10862" title="Customer satisfaction_p3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Customer-satisfaction_p3.jpg" width="634" height="800" /></a></p>
This survey, in theory, would be great. Unfortunately, in practice, it’s too long and requires a lot of personal data which most travelers wouldn’t be so keen to offer it. It’s a good thing that it covers a lot of aspects (and the idea of setting them on categories is also successful), but, people usually lose interest when they see they have to fill in three pages. It takes a lot of their time and patience. And therefore they may not spend too much time thinking about the questions and just answer them very quickly in order to finish as soon as possible. Therefore, we might infer that the answers may not be as accurate as possible.

It may not exist such thing as a flawless customer satisfaction survey, but there are some that are close to perfection. When designing such a survey, one has to bear in mind the fact that the most important thing is for customers, or travelers in this case, to be willing to fill it in as soon as they have a glance at it, without being necessary to try and convince them. In order to do so, the surveys should be short and have clear questions that are easy to follow and to be time effective.

References:
<ul>
	<li>Mumbai Railway Vikas Corporation Ltd. (n.d.) , About us, available at: <a href="http://www.mrvc.indianrailways.gov.in/view_section.jsp?lang=0&amp;id=0,294">http://www.mrvc.indianrailways.gov.in/view_section.jsp?lang=0&amp;id=0,294</a></li>
	<li>Angloinfo (n.d.), Public  transport in Mumbai, available at: <a href="http://mumbai.angloinfo.com/information/transport/public-transport/mumbai-public-transport/">http://mumbai.angloinfo.com/information/transport/public-transport/mumbai-public-transport/</a></li>
	<li>Mumbai Rail Vikas Corporation Ltd. &amp; Wilbur Smith Associates (n.d.), Customer Satisfaction Survey available at: <a href="http://www.mrvc.indianrailways.gov.in/works/uploads/File/MRVC-WSA%20cust%20satis%20survey%20form.pdf">http://www.mrvc.indianrailways.gov.in/works/uploads/File/MRVC-WSA%20cust%20satis%20survey%20form.pdf</a></li>
</ul>
&nbsp;

&nbsp;]]></content:encoded>
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<wp:post_id>10859</wp:post_id>
<wp:post_date>2013-07-22 21:22:00</wp:post_date>
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<title>Performance Expo: Customer Satisfaction Survey – Ramada Hotel Sibiu</title>
<link>http://www.smartkpis.com/blog/customer-satisfaction-survey-%e2%80%93-ramada-hotel-sibiu/</link>
<pubDate>Tue, 23 Jul 2013 08:16:29 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Hospitality &amp; Tourism]]></category>

		<category domain="tag" nicename="hospitality-tourism"><![CDATA[Hospitality &amp; Tourism]]></category>

		<category domain="tag"><![CDATA[Hotels]]></category>

		<category domain="tag" nicename="hotels"><![CDATA[Hotels]]></category>

		<category domain="tag"><![CDATA[Ramada Hotels]]></category>

		<category domain="tag" nicename="ramada-hotels"><![CDATA[Ramada Hotels]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Romania]]></category>

		<category domain="tag" nicename="romania"><![CDATA[Romania]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10877</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/hotel-ramada-02.jpg"><img class="aligncenter size-full wp-image-10879" title="hotel-ramada-02" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/hotel-ramada-02.jpg" width="640" height="480" /></a></p>
<p style="text-align: justify;">The Ramada Hotels are known in the hotel industry for the luxurious locations in tens of cities worldwide. In order to receive their customer's feedback regarding the services offered, Ramada has put in place a customer satisfaction survey.</p>
<!--more-->In regards to the survey available for customers of Ramada Hotel, there are several aspects that are worth considering when engaging in an accurate analysis. First of all, the questionnaire is easy to fill in and time effective. The survey begins with a polite introduction that the hotel addresses to its guests. In this introduction we find the hotel warmly welcoming the guests and thanking them for their stay. Next, we find the common form of requesting feedback in a polite and non-intrusive manner: usage of “please” and giving thanks for the customer’s cooperation.

In order to categorize the feedback received, the hotel asks for the date and room the customers occupied during their stay. Next, the structure of the survey contains three questions, two of them are open questions, while the third is a check-box question:
<ul>
	<li>During your current or any future stay, what is the area or service we need to improve to be able to serve you better?</li>
	<li>Which of our employees has stood out in providing you service beyond your expectations?</li>
	<li>When you return to the area, would you stay with us again?
<ul>
	<li>Very likely</li>
	<li>Not likely</li>
	<li>Maybe</li>
	<li>Will not return to the area</li>
</ul>
</li>
</ul>
The survey does not require a great amount of time to be answered, which is an advantage. A quick, no time-consuming survey is always preferred to those tiring, endless surveys. This ensures a better rate of responses, thus enabling the staff responsible for customer relations to take actions in accordance with the responses they get from the survey.

A drawback of the survey available at Ramada Hotel is a typo in the first section of the paper: “(…), please f ll in the short questionnaire (…)”, where we can easily notice the “i” missing from the word “fill”. This may be due to a printer’s error or lack of attention when writing the survey. Either way, this does not help the professional image that the hotel wishes to promote.

All in all, it is safe to say that the survey created by Ramada Hotel Sibiu is fully customer-oriented, in the sense that the time needed to answer all the questions does not go further than 1 or 2 minutes, the questions are clear to enquire specific information (there is no ambiguity in the way they are formed), with a pleasant visual aspect. However, it is important to avoid technical mishaps, such as typos or any other errors that may damage the message we are trying to send.

Image source: <a href="http://www.cona.ro/hotel-ramada-en">http://www.cona.ro/hotel-ramada-en#</a>]]></content:encoded>
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<wp:post_id>10877</wp:post_id>
<wp:post_date>2013-07-23 19:16:29</wp:post_date>
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<title>Data visualization – 5 DON’Ts</title>
<link>http://www.smartkpis.com/blog/data-visualization-%e2%80%93-5-don%e2%80%99ts/</link>
<pubDate>Tue, 23 Jul 2013 08:22:52 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Data Visualization]]></category>

		<category domain="tag" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Guidelines]]></category>

		<category domain="tag" nicename="guidelines"><![CDATA[Guidelines]]></category>

		<category domain="tag"><![CDATA[Theory]]></category>

		<category domain="tag" nicename="theory"><![CDATA[Theory]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10872</guid>
<description></description>
<content:encoded><![CDATA[Data visualization is an important part in reporting performance, as it can enhance a fast and clear understanding of the situation. However, poorly designed graphs can create confusion. The best way to reflect results is to keep the graphic representations as simple as possible and to provide the most relevant information for the reader.

<strong>1.  Avoid 3D graphs</strong>
<ol>
	<li style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/3dbars.png"><img class="aligncenter size-full wp-image-10873" title="3dbars" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/3dbars.png" width="634" height="427" /><!--more--></a><span style="font-style: italic;"> Source: <a href="http://www.mida.gov.my/env3/uploads/PerformanceReport/2012/MIPR2012_ENG.pdf">http://www.mida.gov.my/env3/uploads/PerformanceReport/2012/MIPR2012_ENG.pd</a>f </span></li>
</ol>
Looking at the graph from above it is difficult to read the values or to seize the small differences between bars. 3D makes it hard for the human eye to perceive the right size of objects.

<strong>2. Avoid pie charts</strong>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/pie.png"><img class="aligncenter size-full wp-image-10874" title="pie" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/pie.png" width="634" height="372" /></a><em> Source: <a href="http://www.mida.gov.my/env3/uploads/PerformanceReport/2012/MIPR2012_ENG.pdf">http://www.mida.gov.my/env3/uploads/PerformanceReport/2012/MIPR2012_ENG.pd</a>f</em></p>
Pie charts have been over used in the past years and they may not be the best way to illustrate data. Pies can be hard to read, especially if the data is granular and generates many slices.

<strong>3. Do not use bars to represent trends</strong>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/3d.png"><img class="aligncenter size-full wp-image-10875" title="3d" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/3d.png" width="634" height="616" /></a><em>Source: <a href="http://www.mida.gov.my/env3/uploads/PerformanceReport/2012/MIPR2012_ENG.pdf">http://www.mida.gov.my/env3/uploads/PerformanceReport/2012/MIPR2012_ENG.pd</a>f</em></p>
Bars are not the best option to represent evolution from one year to another. A line chart would be more suitable. Furthermore, graphs should be kept simple and given the example above, the line chart should be represented as a single graph.

<strong>4. Don’t avoid colors, but don’t abuse of color contrast</strong>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/colors.png"><img class="aligncenter size-full wp-image-10876" title="colors" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/colors.png" width="634" height="271" /></a><em> Source: <a href="http://cpds.apana.org.au/Professionalism/Smith_10_6_07.htm">http://cpds.apana.org.au/Professionalism/Smith_10_6_07.htm</a></em></p>
<p style="text-align: center;"><em><a href="http://www.smartkpis.com/blog/wp-content/uploads/color11.png"><img class="aligncenter size-medium wp-image-10880" title="color1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/color11-300x206.png" width="634" height="406" /></a>Source: The Lake Merrit Institute</em></p>
Not using colors makes it hard to read the graph, but the combination of colors shouldn’t be too strong. Strong contrast is tiring for the eyes and may distract attention from what is really important.

<span style="text-align: center;"><strong>5. Don’t put too much data in one graph</strong></span>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/line-charst1.png"><img class="aligncenter size-full wp-image-10887" title="line charst" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/line-charst1.png" width="634" height="502" /></a></p>
<p style="text-align: center;"><em>Source: <a href="http://www.uknof.org.uk/uknof21/Temkin-Netflix.pdf">http://www.uknof.org.uk/uknof21/Temkin-Netflix.pdf</a></em></p>
<p style="text-align: left;">In some cases it is recommended to have more than one graph to represent the data. Representing three or four evolution lines should be enough in one chart. People won’t manage to extract the relevant information from a crowded graph.</p>
<p style="text-align: left;">The purpose of visual representations is to transmit a message and without a smart design they become inefficient tools. Acknowledging some of the frequent mistakes is the first step to improve data visualization.</p>
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>MIDA (2012), Malaysia investment performance 2012, available at: <a href="http://www.mida.gov.my/env3/uploads/PerformanceReport/2012/MIPR2012_ENG.pdf">http://www.mida.gov.my/env3/uploads/PerformanceReport/2012/MIPR2012_ENG.pdf</a></li>
	<li>Netfix (2012), Netfix content delivery, available at: <a href="http://www.uknof.org.uk/uknof21/Temkin-Netflix.pdf">http://www.uknof.org.uk/uknof21/Temkin-Netflix.pdf</a></li>
	<li style="text-align: left;">CPDS (n.d.), Understanding Water Supplies in SEQ, available at: <a href="http://cpds.apana.org.au/Professionalism/Smith_10_6_07.htm">http://cpds.apana.org.au/Professionalism/Smith_10_6_07.htm</a></li>
</ul>]]></content:encoded>
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<wp:post_id>10872</wp:post_id>
<wp:post_date>2013-07-23 19:22:52</wp:post_date>
<wp:post_date_gmt>2013-07-23 08:22:52</wp:post_date_gmt>
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<title>The World Airline Awards - based on customer satisfaction surveys</title>
<link>http://www.smartkpis.com/blog/the-world-airline-awards-based-on-customer-satisfaction-surveys/</link>
<pubDate>Tue, 23 Jul 2013 11:32:43 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

		<category domain="tag"><![CDATA[World Airlines Awards]]></category>

		<category domain="tag" nicename="world-airlines-awards"><![CDATA[World Airlines Awards]]></category>

		<category domain="tag"><![CDATA[World Airport Awards]]></category>

		<category domain="tag" nicename="world-airport-awards"><![CDATA[World Airport Awards]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10894</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.worldairlineawards.com/">The World Airline Survey</a>, operating since 1999 and conducted by Skytrax, the UK based aviation research organization, is well known for its clarity of process and its independence, being thus much appreciated in this field.

<a href="http://www.worldairlineawards.com/main/mthds.htm">The World Airlines Awards</a>, also known as “The Passenger’s Choice Awards”, deliver independence and integrity to quality recognition across the air travel industry at global level: no advertising, no payment or external influence (no membership fees, no survey entry costs, no sponsorships and no pay-to-attend ceremony).
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/airplanes-work-1.jpg"><img class="aligncenter size-full wp-image-10895" title="airplanes-work-1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/airplanes-work-1.jpg" width="634" height="540" /></a></p>
<!--more-->The Passenger’s Choice Awards represent a mix between World Airline and World Airport Awards and the deciding vote is that of 28 million air travelers, from more than 100 nationalities, covering more than 200 airlines, from the largest international ones to smaller domestic carriers.

The survey for this year’s awards operated online between July 2012 and May 2013, having a wide range of categories, among which The Airline of the Year and Best Airline Awards. 41 KPIs of the airline front-line product and services are usually used in order to best manage the survey and the issues that come along with it. The survey measures customer satisfaction for the Passenger Experience, across Airport and Onboard environment. And to make a picture of how complex the survey is, here are the aspects that they monitor:

&nbsp;
<table border="1" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td valign="top" width="208"><strong>Ground/airport related aspects</strong></td>
<td valign="top" width="208"><strong>Onboard: Product</strong>&nbsp;</td>
<td valign="top" width="208"><strong>Onboard: Staff service</strong><strong> </strong></td>
</tr>
<tr>
<td valign="top" width="208">Airline web site<strong> </strong></td>
<td width="208">Cabin Seat comfort</td>
<td valign="bottom" width="208"></td>
</tr>
<tr>
<td valign="top" width="208">Online Booking<strong> </strong></td>
<td width="208">Cabin Cleanliness</td>
<td width="208">Assistance during boarding</td>
</tr>
<tr>
<td valign="top" width="208">Online check-in<strong> </strong></td>
<td width="208">Toilet Cleanliness</td>
<td width="208">Friendliness of Staff</td>
</tr>
<tr>
<td valign="top" width="208">Airport Ticket Counters<strong> </strong></td>
<td width="208">Cabin Lighting / Ambience</td>
<td width="208">Service Attentiveness / Efficiency</td>
</tr>
<tr>
<td valign="top" width="208">Waiting times at Check-in <strong> </strong></td>
<td width="208">Cabin Temperatures</td>
<td width="208">Consistency of Service</td>
</tr>
<tr>
<td valign="top" width="208">Quality of Check-in service<strong> </strong></td>
<td width="208">Cabin Comfort amenities</td>
<td width="208">Staff Language skills</td>
</tr>
<tr>
<td valign="top" width="208">Self-Check-in<strong> </strong></td>
<td width="208">Reading Materials</td>
<td width="208">Meal service efficiency</td>
</tr>
<tr>
<td valign="top" width="208">Boarding Procedures<strong> </strong></td>
<td width="208">Airline magazine</td>
<td width="208">Cabin presence thru Flight</td>
</tr>
<tr>
<td valign="top" width="208">Pre-boarding Procedures<strong> </strong></td>
<td width="208">Inflight Entertainment</td>
<td width="208">PA announcements</td>
</tr>
<tr>
<td valign="top" width="208">Friendliness of Ground staff <strong> </strong></td>
<td width="208">Audio / Movie programming</td>
<td width="208">Assisting families</td>
</tr>
<tr>
<td valign="top" width="208">Efficiency of Ground Staff<strong> </strong></td>
<td width="208">AVOD options</td>
<td width="208">Problem solving Skills</td>
</tr>
<tr>
<td valign="top" width="208">Airline Lounge Product facilities <strong> </strong></td>
<td width="208">Quality of Meals</td>
<td width="208">Staff Attitudes</td>
</tr>
<tr>
<td valign="top" width="208">Airline Lounge Staff Service standards<strong> </strong></td>
<td width="208">Quantity of Food</td>
<td width="208">Staff Grooming</td>
</tr>
<tr>
<td valign="top" width="208">Transfer services<strong> </strong></td>
<td width="208">Meal Choices</td>
<td valign="bottom" width="208"></td>
</tr>
<tr>
<td valign="top" width="208">Arrival services<strong> </strong></td>
<td width="208">Selection of Drinks / Pay bar formats</td>
<td valign="bottom" width="208"></td>
</tr>
<tr>
<td valign="top" width="208">Baggage Delivery<strong> </strong></td>
<td width="208"></td>
<td valign="bottom" width="208"></td>
</tr>
</tbody>
</table>
&nbsp;

No financial payment is made to any survey interviewees, and the cost of the Survey is funded by Skytrax, with no third party sponsorship or financial support. <strong> </strong>
In case you are wondering Which Airlines are the best in the world, here’s the list with this year’s top ten:
<table width="276" border="0" cellspacing="1" cellpadding="0">
<tbody>
<tr>
<td colspan="2" valign="top" width="274">THE WORLD'S BEST AIRLINES<span style="line-height: 19px;">World Top 10 Airlines</span></td>
</tr>
<tr>
<td width="30">1</td>
<td width="243">Emirates</td>
</tr>
<tr>
<td width="30">2</td>
<td width="243">Qatar Airways</td>
</tr>
<tr>
<td width="30">3</td>
<td width="243">Singapore Airlines</td>
</tr>
<tr>
<td width="30">4</td>
<td width="243">ANA All Nippon Airways</td>
</tr>
<tr>
<td width="30">5</td>
<td width="243">Asiana Airlines</td>
</tr>
<tr>
<td width="30">6</td>
<td width="243">Cathay Pacific Airways</td>
</tr>
<tr>
<td width="30">7</td>
<td width="243">Etihad Airways</td>
</tr>
<tr>
<td width="30">8</td>
<td width="243">Garuda Indonesia</td>
</tr>
<tr>
<td width="30">9</td>
<td width="243">Turkish Airlines</td>
</tr>
<tr>
<td width="30">10</td>
<td width="243">Qantas Airways</td>
</tr>
</tbody>
</table>
<strong>Editor’s Note:</strong>

<strong>Recent Best Airline winners include</strong>:

Aegean Airlines, Air Arabia, Air Asia, Air Berlin, Air Canada, Air New Zealand, Alaska Airlines, ANA All Nippon Airways, Asiana Airlines, British Airways, Cathay Pacific, China Southern Airlines, Copa Airlines, Dragonair, Emirates, Etihad Airways, Finnair, Garuda Indonesia, GOL, Hainan Airlines, IndiGo Airlines, jetBlue Airways, Jetstar Airways, Kingfisher Airlines, Kulula, LAN Airlines, Lufthansa, Malaysia Airlines, Norwegian, Oman Air, Oneworld, Qantas Airways, Qatar Airways, Shenzhen Airlines, Singapore Airlines, South African Airways, Star Alliance Swiss Int'l Airlines, TACA Airlines, Thai Airways, Tianjin Airlines, Thomson Airways, Turkish Airlines, Virgin America, Virgin Atlantic, Virgin Australia and WestJet

References:
<ol>
	<li>The World Airline Awards (2013), Emirates is the World's Best Airline say airline customers, available at: <a href="http://www.worldairlineawards.com/">http://www.worldairlineawards.com/</a></li>
</ol>]]></content:encoded>
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<wp:post_id>10894</wp:post_id>
<wp:post_date>2013-07-23 22:32:43</wp:post_date>
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<title>Kuala Lumpur, Malaysia Certified KPI Professional Training course in August 2013</title>
<link>http://www.smartkpis.com/blog/the-kpi-institute-announces-a-new-edition-of-the-three-days-certified-kpi-professional-training-course-to-be-organized-in-kuala-lumpur/</link>
<pubDate>Wed, 24 Jul 2013 08:37:02 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Certified KPI Professional]]></category>

		<category domain="tag" nicename="certified-kpi-professional"><![CDATA[Certified KPI Professional]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI training Kuala Lumpur]]></category>

		<category domain="tag" nicename="kpi-training-kuala-lumpur"><![CDATA[KPI training Kuala Lumpur]]></category>

		<category domain="tag"><![CDATA[Malaysia]]></category>

		<category domain="tag" nicename="malaysia"><![CDATA[Malaysia]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10900</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Melbourne, Australia, July 24, 2013</p>
<p style="text-align: justify;"><strong>The KPI Institute, the global authority on Key Performance Indicators (KPIs), research and education organizes a new edition of its premier global certification program dedicated to rigorous KPI practice in Kuala Lumpur, Malaysia.</strong><strong> </strong></p>
<p style="text-align: justify;"><strong> </strong></p>
<p style="text-align: justify;"><strong>The Certified KPI Professional Training Course will take place between 26 and 28 August, at the Istana Hotel in Kuala Lumpur. The training program is part of a series of 15 certification courses organized at global level in 13 cities, on 5 continents, in the second part of 2013 by The KPI Institute.<!--more-->
</strong></p>
<p style="text-align: justify;">Participants will learn how to establish and work with KPIs, by using the latest research findings and examples of best practice. In addition, on the last day of the course they will be eligible to complete a test for obtaining the <strong>Certified KPI Professional</strong> status from The KPI Institute. The certification recognizes the professionals’ ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.</p>
<p style="text-align: justify;">The course is structured to enable both <strong>the theoretical understanding</strong> and <strong>practical experience</strong> of using a variety of performance management tools and techniques for deploying KPIs correctly across industries and functional areas.</p>

<ul style="text-align: justify;">
	<li>Group discussions, exercises, simulations and case studies;</li>
	<li>Explanation of the theory informing performance measurement, in plain English;</li>
	<li>Presentation of the performance management templates as tools to support the integration of performance management practices in organizations;</li>
	<li>Customized feedback regarding the present use and the future plans for implementing performance management systems;</li>
	<li>Active involvement of all the participants in a collaborative learning environment where opinions and experiences are shared.</li>
</ul>
<p style="text-align: justify;">The course is designed for executives, operational managers, entrepreneurs, production / service supply analysts, and for managers and analysts from both delivery and support functions such as finance, accounting, project management, human resources, sales, marketing, logistics, quality control and improvement, strategy/planning and operations.</p>
<p style="text-align: justify;">The Certified KPI Professional program is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:</p>
<p style="text-align: justify;">Day One: <strong>Establishing KPIs</strong>, outlines details related to:</p>

<ul style="text-align: justify;">
	<li>Introduction to the World of KPIs: terminology, KPI evolution, the current state of practice;</li>
	<li>The pillars of the KPI architecture: KPI lifecycle, KPI use case scenarios, KPI architecture toolkit, KPI architect’s role;</li>
	<li>KPI selection: KPI typology, sources for KPIs, selection process and filtering criteria.</li>
</ul>
<p style="text-align: justify;">Day Two: <strong>Activating KPIs</strong>, is dedicated to understanding:</p>

<ul style="text-align: justify;">
	<li>KPI documentation: KPI documentation form design, documentation process, KPI target setting process;</li>
	<li>Data visualization: developing KPI Dashboards and Scorecards, BSC, Performance Healthogram;</li>
	<li>KPI data gathering and reporting: KPI activation tools and techniques, business analysis techniques, initiative management.</li>
</ul>
<p style="text-align: justify;">Day Three: <strong>Generating value with KPIs</strong>, focuses on:</p>

<ul style="text-align: justify;">
	<li>KPI management enablers: Software, Hardware, Culture and Communication;</li>
	<li>Generating value with KPIs: benchmarking typology, pay for performance and KPIs;</li>
	<li>KPI Professional Certification test.</li>
</ul>
<p style="text-align: justify;"><strong>Course details:</strong></p>

<ul style="text-align: justify;">
	<li>Date: 26 - 28 August 2013</li>
	<li>Location: Istana Hotel, Kuala Lumpur, Malaysia</li>
	<li>Course duration: 9:00-17:00 on Day 1-2 and 9:00-16:45 on Day 3</li>
	<li>Other inclusions: Course support handouts, certificate for course completion, lunch-catering service, coffee breaks</li>
	<li>Registration deadline: 19 August 2013</li>
</ul>
<p style="text-align: justify;">For further information regarding the program, the trainer and the signing up process, please access the following links:</p>

<ul style="text-align: justify;">
	<li><a href="http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-kuala-lumpur">http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-kuala-lumpur</a></li>
</ul>
<p style="text-align: justify;"><strong>About The KPI Institute</strong></p>
<p style="text-align: justify;">The KPI Institute is the global authority on Key Performance Indicators (KPIs) research and education, providing through its publications and training courses insights on how to measure and learn with KPIs. It developed the first KPI Management Framework and runs five main research programs, dedicated to performance management, the Balanced Scorecard, KPIs and organizational strategy.</p>
<p style="text-align: justify;">The main program, dedicated to documenting and cataloguing how KPIs are used in practice, resulted in the establishment of www.smartKPIs.com, the largest online database of well documented KPI examples, with over 7000 examples from 16 functional areas and 26 Industries. Over the last 8 years, The Institute assisted thousands organizations in finding solutions to their KPI needs.</p>
<p style="text-align: justify;"><strong>The KPI Institute</strong> has established several strategic partnerships expending its training and educational programs international reach in Europe, Middle East and Asia.</p>
<p style="text-align: justify;"><strong>Contact</strong>:</p>
Name: Diana Almasan

Telephone: +61 3 9670 2979

Email: <a href="mailto:diana.almasan@smartkpis.com">diana.almasan@smartkpis.com</a>

Website: <a href="http://store.kpiinstitute.org/">http://store.kpiinstitute.org/</a>]]></content:encoded>
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<wp:post_id>10900</wp:post_id>
<wp:post_date>2013-07-24 19:37:02</wp:post_date>
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<title>Johannesburg, South Africa Certified KPI Professional Training course in September 2013</title>
<link>http://www.smartkpis.com/blog/the-kpi-institute-announces-a-new-edition-of-the-three-days-certified-kpi-professional-training-course-to-be-organized-in-johannesburg/</link>
<pubDate>Wed, 24 Jul 2013 08:41:26 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Certified KPI Professional]]></category>

		<category domain="tag" nicename="certified-kpi-professional"><![CDATA[Certified KPI Professional]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI training Johannesburg]]></category>

		<category domain="tag" nicename="kpi-training-johannesburg"><![CDATA[KPI training Johannesburg]]></category>

		<category domain="tag"><![CDATA[South Africa]]></category>

		<category domain="tag" nicename="south-africa"><![CDATA[South Africa]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10902</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><strong>Melbourne, Australia, July 24, 2013</strong></p>
<p style="text-align: justify;"><strong> </strong></p>
<p style="text-align: justify;"><strong>The KPI Institute, the global authority on Key Performance Indicators (KPIs), research and education organizes a new edition of its premier global certification program dedicated to rigorous KPI practice in </strong><strong>Johannesburg</strong><strong>, South Africa.</strong><strong> </strong></p>
<p style="text-align: justify;"><strong> </strong></p>
<p style="text-align: justify;"><strong>The Certified KPI Professional Training Course </strong><strong>will take place between 30 September and 2 October, at the </strong><strong>Hyatt Regency</strong><strong> Hotel in </strong><strong>Johannesburg</strong><strong>. The training program is part of a series of 15 certification courses organized at global level in 13 cities, on 5 continents, in the second part of 2013 by The KPI Institute.<!--more-->
</strong></p>
<p style="text-align: justify;">Participants will learn how to establish and work with KPIs, by using the latest research findings and examples of best practice. In addition, on the last day of the course they will be eligible to complete a test for obtaining the <strong>Certified KPI Professional</strong> status from The KPI Institute. The certification recognizes the professionals’ ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.</p>
<p style="text-align: justify;"><strong> </strong></p>
<p style="text-align: justify;">The course is structured to enable both <strong>the theoretical understanding</strong> and <strong>practical experience</strong> of using a variety of performance management tools and techniques for deploying KPIs correctly across industries and functional areas.</p>

<ul style="text-align: justify;">
	<li>Group discussions, exercises, simulations and case studies;</li>
	<li>Explanation of the theory informing performance measurement, in plain English;</li>
	<li>Presentation of the performance management templates as tools to support the integration of performance management practices in organizations;</li>
	<li>Customized feedback regarding the present use and the future plans for implementing performance management systems;</li>
	<li>Active involvement of all the participants in a collaborative learning environment where opinions and experiences are shared.</li>
</ul>
<p style="text-align: justify;">The course is designed for executives, operational managers, entrepreneurs, production / service supply analysts, and for managers and analysts from both delivery and support functions such as finance, accounting, project management, human resources, sales, marketing, logistics, quality control and improvement, strategy/planning and operations.</p>
<p style="text-align: justify;">The Certified KPI Professional program is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:</p>
<p style="text-align: justify;">Day One: <strong>Establishing KPIs</strong>, outlines details related to:</p>

<ul style="text-align: justify;">
	<li>Introduction to the World of KPIs: terminology, KPI evolution, the current state of practice;</li>
	<li>The pillars of the KPI architecture: KPI lifecycle, KPI use case scenarios, KPI architecture toolkit, KPI architect’s role;</li>
	<li>KPI selection: KPI typology, sources for KPIs, selection process and filtering criteria.</li>
</ul>
<p style="text-align: justify;">Day Two:<strong> Activating KPIs</strong>, is dedicated to understanding:</p>

<ul style="text-align: justify;">
	<li>KPI documentation: KPI documentation form design, documentation process, KPI target setting process;</li>
	<li>Data visualization: developing KPI Dashboards and Scorecards, BSC, Performance Healthogram;</li>
	<li>KPI data gathering and reporting: KPI activation tools and techniques, business analysis techniques, initiative management.</li>
</ul>
<p style="text-align: justify;">Day Three: <strong>Generating value with KPIs</strong>, focuses on:</p>

<ul style="text-align: justify;">
	<li>KPI management enablers: Software, Hardware, Culture and Communication;</li>
	<li>Generating value with KPIs: benchmarking typology, pay for performance and KPIs;</li>
	<li>KPI Professional Certification test.</li>
</ul>
<p style="text-align: justify;"><strong>Course details:</strong></p>

<ul style="text-align: justify;">
	<li>Date: 30 September - 2 October 2013</li>
	<li>Location: Hyatt Regency Hotel, Johannesburg, South Africa</li>
	<li>Course duration: 9:00-17:00 on Day 1-2 and 9:00-16:45 on Day 3</li>
	<li>Other inclusions: Course support handouts, certificate for course completion, lunch-catering service, coffee breaks</li>
	<li>Registration deadline: 23 September 2013</li>
</ul>
<p style="text-align: justify;">For further information regarding the program, the trainer and the signing up process, please access the following links:</p>

<ul style="text-align: justify;">
	<li><a href="http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-johannesburg">http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-johannesburg</a></li>
</ul>
<p style="text-align: justify;"><strong> </strong></p>
<p style="text-align: justify;"><strong>About The KPI Institute</strong></p>
<p style="text-align: justify;">The KPI Institute is the global authority on Key Performance Indicators (KPIs) research and education, providing through its publications and training courses insights on how to measure and learn with KPIs. It developed the first KPI Management Framework and runs five main research programs, dedicated to performance management, the Balanced Scorecard, KPIs and organizational strategy.</p>
<p style="text-align: justify;">The main program, dedicated to documenting and cataloguing how KPIs are used in practice, resulted in the establishment of www.smartKPIs.com, the largest online database of well documented KPI examples, with over 7000 examples from 16 functional areas and 26 Industries. Over the last 8 years, The Institute assisted thousands organizations in finding solutions to their KPI needs.</p>
<p style="text-align: justify;"><strong>The KPI Institute</strong> has established several strategic partnerships expending its training and educational programs international reach in Europe, Middle East and Asia.</p>
<p style="text-align: justify;"><strong>Contact:</strong></p>
Name: Diana Almasan

Telephone: +61 3 9670 2979

Email: <a href="mailto:diana.almasan@smartkpis.com">diana.almasan@smartkpis.com</a>

Website: <a href="http://store.kpiinstitute.org/">http://store.kpiinstitute.org/</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>10902</wp:post_id>
<wp:post_date>2013-07-24 19:41:26</wp:post_date>
<wp:post_date_gmt>2013-07-24 08:41:26</wp:post_date_gmt>
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<title>Adapting the Balanced Scorecard for an Academic Hospitalist Group</title>
<link>http://www.smartkpis.com/blog/adapting-the-balanced-scorecard-for-an-academic-hospitalist-group/</link>
<pubDate>Wed, 24 Jul 2013 12:48:31 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard implementation]]></category>

		<category domain="tag" nicename="balanced-scorecard-implementation"><![CDATA[Balanced Scorecard implementation]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Strategic Performance Management]]></category>

		<category domain="tag" nicename="strategic-performance-management"><![CDATA[Strategic Performance Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10906</guid>
<description></description>
<content:encoded><![CDATA[The rapid expansion of the healthcare industry has led to important developments in the domain. One of the fastest growing specialties in the field has been hospital medicine, born out of the requirement to improve efficiency and quality of clinical care in hospitals. The success and growth of this particular field is based on its primary focus: delivering safe and high value clinical care.<!--more-->

The growing demands on academic hospitalists were augmented by the fact that number of hours worked by the housestaff have been recently restricted and as a result the hospitalists are required to staff those services. Academic hospitalist groups (AHGs) now also assumed to make important contributions in quality improvement, patient safety, education, research and administration.

Given these recent strains that have arisen, Academic hospitalist groups (AHGs) are faced with challenges that are unique to the hospital medicine field. They are required to implement strategies that need to balance personnel, resources and of course performance, in order to be successful.

One such AHG, the Division of Hospital Medicine (DHM) of the University of California San Francisco (UCSF), has recently adopted a Balanced Scorecard (BSC) approach toward establishing objectives based on a balanced strategy. Given the fact that the BSC implementation project in an AHG has had no predecessor, the team from the DHM has based its work on W. N. Zelman’s considerations regarding the modifications of the 4 BSC perspectives that suggest adapting the perspectives to better fit their unique considerations.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Revised-questions-for-AHCs.jpg"><img class="aligncenter size-full wp-image-10908" title="Revised questions for AHCs" src="http://www.smartkpis.com/blog/wp-content/uploads/Revised-questions-for-AHCs.jpg" alt="" width="410" height="347" /></a>

After conducting a needs assessment process during a division retreat in 2009, areas in need of improvement were identified. Based on these needs the mission and vision statements of the division were created. They were the cornerstone of the goals and objectives that were to be chosen within each of the 4 BSC perspectives for academic centers, as deﬁned by Zelman.

The next step taken by the team responsible for implementing the BSC was selecting the right metrics that would track and monitor the division’s performance in reaching their objectives. The process of selecting the initial metrics was guided by the following criteria:
<ol>
	<li>Important to the division and to the individual faculty members</li>
	<li>Measurable through either current or developed processes</li>
	<li>Data are valid and their validity trusted by the faculty members</li>
	<li>Amenable to improvement by faculty (i.e., through their individual action they could impact the metric)</li>
</ol>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Division-of-Hospital-Medicine-Faculty-Balanced-Scorecard-FY-2012.jpg"><img class="aligncenter size-full wp-image-10907" title="Division of Hospital Medicine Faculty Balanced Scorecard FY 2012" src="http://www.smartkpis.com/blog/wp-content/uploads/Division-of-Hospital-Medicine-Faculty-Balanced-Scorecard-FY-2012.jpg" alt="" width="704" height="374" /></a>

The division’s BSC team initially considered 41 metrics. From these, 16 metrics were chosen for the initial BSC through a modiﬁed Delphi method. Over the last 2 years, the division has modified these initial metrics to reﬂect current strategic goals and objectives.

The BSC of the Division of Hospital Medicine is currently updated quarterly, and results are presented to the division during meetings and also posted on the division website. The selected metrics are re-evaluated each year. They are retained, adjusted, or discarded depending on performance and/or changes in strategic priorities.

References:
<ol>
	<li>Hwa, M., Sharpe, B. A. and Wachter, R. M. (2013), Development and implementation of a Balanced Scorecard in an Academic hospitalist group, Journal of Hospital Medicine, 8(3): 148-153, available at: <a href="http://www.ncbi.nlm.nih.gov/pubmed/23335279">http://www.ncbi.nlm.nih.gov/pubmed/23335279</a></li>
	<li>University of California, San Francisco (2013), Division of Hospital Medicine Faculty Balanced Scorecard FY 2012, available at: <a href="http://hospitalmedicine.ucsf.edu/bsc/fy2012.html">http://hospitalmedicine.ucsf.edu/bsc/fy2012.html</a></li>
</ol>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>10906</wp:post_id>
<wp:post_date>2013-07-24 23:48:31</wp:post_date>
<wp:post_date_gmt>2013-07-24 12:48:31</wp:post_date_gmt>
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<title>Sao Paulo, Brazil Certified KPI Professional Training course in October 2013</title>
<link>http://www.smartkpis.com/blog/the-kpi-institute-announces-a-new-edition-of-the-three-days-certified-kpi-professional-training-course-to-be-organized-in-sao-paulo/</link>
<pubDate>Thu, 25 Jul 2013 06:18:42 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Brazil]]></category>

		<category domain="tag" nicename="brazil"><![CDATA[Brazil]]></category>

		<category domain="tag"><![CDATA[Certified KPI Professional]]></category>

		<category domain="tag" nicename="certified-kpi-professional"><![CDATA[Certified KPI Professional]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI training Sao Paulo]]></category>

		<category domain="tag" nicename="kpi-training-sao-paulo"><![CDATA[KPI training Sao Paulo]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10912</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><strong>Melbourne, Australia, July 25, 2013</strong></p>
<p style="text-align: justify;"><strong> </strong></p>
<p style="text-align: justify;"><strong>The KPI Institute, the global authority on Key Performance Indicators (KPIs), research and education organizes a new edition of its premier global certification program dedicated to rigorous KPI practice in </strong><strong>Sao Paulo</strong><strong>, Brazil.</strong><strong> </strong></p>
<p style="text-align: justify;"><strong> </strong></p>
<p style="text-align: justify;"><strong>The Certified KPI Professional Training Course </strong><strong>will take place between 9 and 11 October, at the </strong><strong>Pullman Ibirapuera</strong><strong> Hotel in </strong><strong>Sao Paulo</strong><strong>. The training program is part of a series of 15 certification courses organized at global level in 13 cities, on 5 continents, in the second part of 2013 by The KPI Institute.<!--more-->
</strong></p>
<p style="text-align: justify;">Participants will learn how to establish and work with KPIs, by using the latest research findings and examples of best practice. In addition, on the last day of the course they will be eligible to complete a test for obtaining the <strong>Certified KPI Professional</strong> status from The KPI Institute. The certification recognizes the professionals’ ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.</p>
<p style="text-align: justify;"><strong> </strong></p>
<p style="text-align: justify;">The course is structured to enable both <strong>the theoretical understanding</strong> and <strong>practical experience</strong> of using a variety of performance management tools and techniques for deploying KPIs correctly across industries and functional areas.</p>

<ul style="text-align: justify;">
	<li>Group discussions, exercises, simulations and case studies;</li>
	<li>Explanation of the theory informing performance measurement, in plain English;</li>
	<li>Presentation of the performance management templates as tools to support the integration of performance management practices in organizations;</li>
	<li>Customized feedback regarding the present use and the future plans for implementing performance management systems;</li>
	<li>Active involvement of all the participants in a collaborative learning environment where opinions and experiences are shared.</li>
</ul>
<p style="text-align: justify;">The course is designed for executives, operational managers, entrepreneurs, production / service supply analysts, and for managers and analysts from both delivery and support functions such as finance, accounting, project management, human resources, sales, marketing, logistics, quality control and improvement, strategy/planning and operations.</p>
<p style="text-align: justify;">The Certified KPI Professional program is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:</p>
<p style="text-align: justify;">Day One: <strong>Establishing KPIs</strong>, outlines details related to:</p>

<ul style="text-align: justify;">
	<li>Introduction to the World of KPIs: terminology, KPI evolution, the current state of practice;</li>
	<li>The pillars of the KPI architecture: KPI lifecycle, KPI use case scenarios, KPI architecture toolkit, KPI architect’s role;</li>
	<li>KPI selection: KPI typology, sources for KPIs, selection process and filtering criteria.</li>
</ul>
<p style="text-align: justify;">Day Two:<strong> Activating KPIs</strong>, is dedicated to understanding:</p>

<ul style="text-align: justify;">
	<li>KPI documentation: KPI documentation form design, documentation process, KPI target setting process;</li>
	<li>Data visualization: developing KPI Dashboards and Scorecards, BSC, Performance Healthogram;</li>
	<li>KPI data gathering and reporting: KPI activation tools and techniques, business analysis techniques, initiative management.</li>
</ul>
<p style="text-align: justify;">Day Three: <strong>Generating value with KPIs</strong>, focuses on:</p>

<ul style="text-align: justify;">
	<li>KPI management enablers: Software, Hardware, Culture and Communication;</li>
	<li>Generating value with KPIs: benchmarking typology, pay for performance and KPIs;</li>
	<li>KPI Professional Certification test.</li>
</ul>
<p style="text-align: justify;"><strong>Course details:</strong></p>

<ul style="text-align: justify;">
	<li>Date: 9 - 11 October 2013</li>
	<li>Location: Pullman Ibirapuera Hotel, Sao Paulo, Brazil</li>
	<li>Course duration: 9:00-17:00 on Day 1-2 and 9:00-16:45 on Day 3</li>
	<li>Other inclusions: Course support handouts, certificate for course completion, lunch-catering service, coffee breaks</li>
	<li>Registration deadline: 2 October 2013</li>
</ul>
<p style="text-align: justify;">For further information regarding the program, the trainer and the signing up process, please access the following links:</p>

<ul style="text-align: justify;">
	<li><a href="http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-s_fae451c8fa28f1">http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-s_fae451c8fa28f1</a></li>
</ul>
<p style="text-align: justify;"><strong> </strong></p>
<p style="text-align: justify;"><strong>About The KPI Institute</strong></p>
<p style="text-align: justify;">The KPI Institute is the global authority on Key Performance Indicators (KPIs) research and education, providing through its publications and training courses insights on how to measure and learn with KPIs. It developed the first KPI Management Framework and runs five main research programs, dedicated to performance management, the Balanced Scorecard, KPIs and organizational strategy.</p>
<p style="text-align: justify;">The main program, dedicated to documenting and cataloguing how KPIs are used in practice, resulted in the establishment of www.smartKPIs.com, the largest online database of well documented KPI examples, with over 7000 examples from 16 functional areas and 26 Industries. Over the last 8 years, The Institute assisted thousands organizations in finding solutions to their KPI needs.</p>
<p style="text-align: justify;"><strong>The KPI Institute</strong> has established several strategic partnerships expending its training and educational programs international reach in Europe, Middle East and Asia.</p>
<p style="text-align: justify;"><strong>Contact:</strong></p>
Name: Diana Almasan

Telephone: +61 3 9670 2979

Email: <a href="mailto:diana.almasan@smartkpis.com">diana.almasan@smartkpis.com</a>

Website: <a href="http://store.kpiinstitute.org/">http://store.kpiinstitute.org/</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>10912</wp:post_id>
<wp:post_date>2013-07-25 17:18:42</wp:post_date>
<wp:post_date_gmt>2013-07-25 06:18:42</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
<wp:ping_status>open</wp:ping_status>
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<title>Brussels, Belgium Certified KPI Professional Training course in October 2013</title>
<link>http://www.smartkpis.com/blog/the-kpi-institute-announces-a-new-edition-of-the-three-days-certified-kpi-professional-training-course-to-be-organized-in-brussels/</link>
<pubDate>Fri, 26 Jul 2013 06:31:16 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Belgium]]></category>

		<category domain="tag" nicename="belgium"><![CDATA[Belgium]]></category>

		<category domain="tag"><![CDATA[Certified KPI Professional]]></category>

		<category domain="tag" nicename="certified-kpi-professional"><![CDATA[Certified KPI Professional]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI training Brussels]]></category>

		<category domain="tag" nicename="kpi-training-brussels"><![CDATA[KPI training Brussels]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10915</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><strong>Melbourne, Australia, July 26, 2013</strong></p>
<p style="text-align: justify;"><strong> </strong></p>
<p style="text-align: justify;"><strong>The KPI Institute, the global authority on Key Performance Indicators (KPIs), research and education organizes a new edition of its premier global certification program dedicated to rigorous KPI practice in Brussels, Belgium.</strong><strong> </strong></p>
<p style="text-align: justify;"><strong> </strong></p>
<p style="text-align: justify;"><strong>The Certified KPI Professional Training Course </strong><strong>will take place between 14 and 16 October, at The Dominican Hotel. The training program is part of a series of 15 certification courses organized at global level in 13 cities, on 5 continents, in the second part of 2013 by The KPI Institute.<!--more-->
</strong></p>
<p style="text-align: justify;">Participants will learn how to establish and work with KPIs, by using the latest research findings and examples of best practice. In addition, on the last day of the course they will be eligible to complete a test for obtaining the <strong>Certified KPI Professional</strong> status from The KPI Institute. The certification recognizes the professionals’ ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.</p>
<p style="text-align: justify;"><strong> </strong></p>
<p style="text-align: justify;">The course is structured to enable both <strong>the theoretical understanding</strong> and <strong>practical experience</strong> of using a variety of performance management tools and techniques for deploying KPIs correctly across industries and functional areas.</p>

<ul style="text-align: justify;">
	<li>Group discussions, exercises, simulations and case studies;</li>
	<li>Explanation of the theory informing performance measurement, in plain English;</li>
	<li>Presentation of the performance management templates as tools to support the integration of performance management practices in organizations;</li>
	<li>Customized feedback regarding the present use and the future plans for implementing performance management systems;</li>
	<li>Active involvement of all the participants in a collaborative learning environment where opinions and experiences are shared.</li>
</ul>
<p style="text-align: justify;">The course is designed for executives, operational managers, entrepreneurs, production / service supply analysts, and for managers and analysts from both delivery and support functions such as finance, accounting, project management, human resources, sales, marketing, logistics, quality control and improvement, strategy/planning and operations.</p>
<p style="text-align: justify;">The Certified KPI Professional program is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:</p>
<p style="text-align: justify;">Day One: <strong>Establishing KPIs</strong>, outlines details related to:</p>

<ul style="text-align: justify;">
	<li>Introduction to the World of KPIs: terminology, KPI evolution, the current state of practice;</li>
	<li>The pillars of the KPI architecture: KPI lifecycle, KPI use case scenarios, KPI architecture toolkit, KPI architect’s role;</li>
	<li>KPI selection: KPI typology, sources for KPIs, selection process and filtering criteria.</li>
</ul>
<p style="text-align: justify;">Day Two:<strong> Activating KPIs</strong>, is dedicated to understanding:</p>

<ul style="text-align: justify;">
	<li>KPI documentation: KPI documentation form design, documentation process, KPI target setting process;</li>
	<li>Data visualization: developing KPI Dashboards and Scorecards, BSC, Performance Healthogram;</li>
	<li>KPI data gathering and reporting: KPI activation tools and techniques, business analysis techniques, initiative management.</li>
</ul>
<p style="text-align: justify;">Day Three: <strong>Generating value with KPIs</strong>, focuses on:</p>

<ul style="text-align: justify;">
	<li>KPI management enablers: Software, Hardware, Culture and Communication;</li>
	<li>Generating value with KPIs: benchmarking typology, pay for performance and KPIs;</li>
	<li>KPI Professional Certification test.</li>
</ul>
<p style="text-align: justify;"><strong>Course details:</strong></p>

<ul style="text-align: justify;">
	<li>Date: 14 - 16 October 2013</li>
	<li>Location: The Dominican, Brussels, London</li>
	<li>Course duration: 9:00-17:00 on Day 1-2 and 9:00-16:45 on Day 3</li>
	<li>Other inclusions: Course support handouts, certificate for course completion, lunch-catering service, coffee breaks</li>
	<li>Registration deadline: 7 October 2013</li>
</ul>
<p style="text-align: justify;">For further information regarding the program, the trainer and the signing up process, please access the following links:</p>

<ul style="text-align: justify;">
	<li><a href="http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-brussels/1?e=5811645/2993567"><strong>http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-brussels/1?e=5811645/2993567</strong></a><strong> </strong></li>
</ul>
<p style="text-align: justify;"><strong> </strong></p>
<p style="text-align: justify;"><strong> </strong></p>
<p style="text-align: justify;"><strong>About The KPI Institute</strong></p>
<p style="text-align: justify;">The KPI Institute is the global authority on Key Performance Indicators (KPIs) research and education, providing through its publications and training courses insights on how to measure and learn with KPIs. It developed the first KPI Management Framework and runs five main research programs, dedicated to performance management, the Balanced Scorecard, KPIs and organizational strategy.</p>
<p style="text-align: justify;">The main program, dedicated to documenting and cataloguing how KPIs are used in practice, resulted in the establishment of www.smartKPIs.com, the largest online database of well documented KPI examples, with over 7000 examples from 16 functional areas and 26 Industries. Over the last 8 years, The Institute assisted thousands organizations in finding solutions to their KPI needs.</p>
<p style="text-align: justify;"><strong>The KPI Institute</strong> has established several strategic partnerships expending its training and educational programs international reach in Europe, Middle East and Asia.</p>
<p style="text-align: justify;"><strong>Contact:</strong></p>
<p style="text-align: justify;">Name: Diana Almasan</p>
<p style="text-align: justify;">Telephone: Tel: +61 3 9670 2979</p>
<p style="text-align: justify;">Email: <a href="mailto:diana.almasan@smartkpis.com">diana.almasan@smartkpis.com</a></p>
<p style="text-align: justify;">Website: <a href="http://store.kpiinstitute.org/training-catalogue.html">http://store.kpiinstitute.org/training-catalogue.html</a></p>]]></content:encoded>
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<title>Performance Expo: Customer Satisfaction Survey for Metro rail </title>
<link>http://www.smartkpis.com/blog/metro-rail-customer-satisfaction-survey-results-review/</link>
<pubDate>Fri, 26 Jul 2013 10:10:38 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Metro Rail]]></category>

		<category domain="tag" nicename="metro-rail"><![CDATA[Metro Rail]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10923</guid>
<description></description>
<content:encoded><![CDATA[In a report on metro rail customer satisfaction survey available on media.metro.net, we find one of the most common methods of data visualization, one that implies showing results in percentages, using a simple writing format, with no graphs and no tables.

The survey results are available for the public in the spring of 2010 and the reference year for analyzing the trend is 2009. The survey contains 29 questions. The variety of the questions consists in their format, as well as in the nature of information required: firstly, the first 6 questions are most probably created as check-box questions, questions from 7 to 21 are Yes/No questions and questions from 22 to 29 are multiple choice questions. The information is provided in an easy-to-view mode; using percentages is a clear method of displaying the ratio between different choices that people make (in this case, in regards to the means of transportation).<!--more-->
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/metro-rail-customer-satisfaction-survey-results.png"><img class="aligncenter size-full wp-image-10924" title="metro rail customer satisfaction survey results" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/metro-rail-customer-satisfaction-survey-results.png" width="634" height="900" /></a></p>
<!--more-->As far as data visualization is concerned, the report uses three colors: black for the questions, red for the answers received and blue for indicating the trend.  This particular use of color allows the viewer to get a clear picture of the survey results from the very beginning and also serves as an aid in browsing quickly through the report. However, the way the information is displayed is not quite practical: for instance, questions from 22 to 29 seem crowded, there is no noticeable delimitation space between questions and answers and there is also no apparent discipline in the arrangement of answers. This categorizes as a drawback in the structure of the survey and should be taken into consideration for improvement.

It would be useful, for a thorough analysis of the report, to have access to the information regarding the time and place where the survey was taken and also, to know under what conditions it was completed. For example, if the people using metro rail were asked to answer the questions while on the metro, this may not be completely accurate in terms of data provided. There are a lot of factors that may influence the answers that people give on the metro. Also, the report does not provide clarity in what concerns the particular buses used by people: the usage of “THIS” in questions is not very clear, we do not know if it refers to a particular bus (in this case, the person answering the question should provide a number of a bus and the report should categorize the answers according to the separate buses mentioned). It is advisable to mention all these aspects in order to avoid confusion.

An efficient method of making the survey public would be posting it on the official webpage of the metro rail and also displaying it inside the buses so that people are aware of the fact that the metro rail offers the opportunity to its customers to express their feelings regarding the quality of the services provided by the company. Also, this may contribute to the quality of answers, in the sense that the length of the survey is not very practical: the survey comprises 29 questions that require detailed information. Having to fill in an almost 30-question questionnaire may not be as appealing to people, who may give fast answers that they haven’t really thought through, due to a possible lack of time. Which is why making the survey available on the official website of the company and making it as noticeable as possible inside the buses, with clear indications on where it is available for completion may prove to be far more productive than just asking people to answer it on the bus.

In what concerns customer satisfaction surveys, the best way to get a bigger number of responses and the most accurate and objective ones, it is advisable to focus on key points and structure the questionnaire in a time-consuming – free activity. No one wants to spend a lot of time in answering such questionnaires, and most people refuse to do it just because of the length of them. Data visualization is primordial in the production of a report that provides information that concerns the majority of people, therefore people in charge of such reports should not neglect it.

Reference:

Media.metro.net (2010), Annual survey results: Spring 2010 – Metro rail customer satisfaction survey results, available at:

<a href="http://media.metro.net/projects_studies/research/images/annual_survey_results/rail_results_s10.pdf">http://media.metro.net/projects_studies/research/images/annual_survey_results/rail_results_s10.pdf</a>]]></content:encoded>
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<title>Customer satisfaction in Conference interpreting </title>
<link>http://www.smartkpis.com/blog/customer-satisfaction-in-conference-interpreting/</link>
<pubDate>Fri, 26 Jul 2013 10:31:19 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Conference Feedback Interpreting]]></category>

		<category domain="tag" nicename="conference-feedback-interpreting"><![CDATA[Conference Feedback Interpreting]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10927</guid>
<description></description>
<content:encoded><![CDATA[Marketing experts state that customer satisfaction with a purchase depends upon the performance of that product/service and their expectations. If the product/service does not meet the expectations of the buyer, then s/he is dissatisfied. Otherwise, there is no problem at all. And if it exceeds expectations, the customer is extremely happy.
<p style="text-align: center;"><img class="aligncenter" title="Conference interpreting" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/OCR-IT_API_SDK_cloud_hello_in_many_languages.png" width="834" height="450" /></p>

<h3><span style="font-size: 1.17em;"><!--more-->Why not use the same marketing principle in conference interpreting?</span></h3>
First, conference interpreting 101. To put it in a simple way, interpreting is all about communication. On one hand, you have a speaker (let’s say, a native French), and on the other, an audience (for the sake of the example, let’s assume they’re English natives, and that they don’t understand French). So, an interpreter steps in in order to facilitate the communication between the two parties. S/he goes in a booth, listens to the original speech in a headset and then translates from French to English for the audience. The audience has earphones in which they only hear the interpreter’s voice. This is simultaneous interpreting because the interpreter translates while the speaker delivers his speech. Consecutive interpreting occurs when the interpreter speaks after the original speech has been delivered (usually the interpreter uses a notepad to take notes).

In today’s world, when benchmarking, best practice sharing, process optimization, performance management and Total Quality Management reign all over industries, interpreters – as service providers – must keep up the pace, enhance their performance and choose the right key performance indicators in order not to just meet the expectations of the audience, but to exceed them.

To know what to put an emphasis on, interpreters must identify the requirements of the target customers in regards to the quality of the service.

AIIC (the International Association of Conference Interpreters), just like any other professional association, considers service quality to be one of its top objectives. It has strict criteria for admitting new members, so that quality would be ensured now and in the future.

We’ve been talking about service quality and customer expectation in conference interpreting, but without actually explaining what quality means in this field. To best paint the picture, we are going to use Déjean le Féal’s quote:

“What our listeners receive through their earphones should produce the same effect on them as the original speech does on the speaker’s audience. It should have the same cognitive content and be presented with equal clarity and precision in the same type of language.”

In order to determine the users’ expectations, questionnaires have been used, being the most straightforward scientific way to collect the data on quality perception. By using this questionnaires, the researchers have tried to determine the respondents’ opinions regarding the importance of various aspects, linguistic and non-linguistic. The surveys have proved to be useful also in terms of conveying messages and clarifying the role of the interpreter, correcting some prejudices that appeared over the years.

Just like in any other field, there is no such thing as a ‘universal survey’, as each researcher or entity decides how to create their own. But they do take into account, more or less, the same elements, which include: interpreter’s knowledge, coherence, logical cohesion, sense consistency, completeness of the speech, grammar, correct terminology, fluency, accuracy, accent, pleasant voice, speech rhythm, intonation.

But the users are not the only judges of the interpreters’ output. The interpreters themselves take a look at their performances and then make assessments. And as the studies have proven, they place greater demands on their own performances.

<strong>Assessment of quality criteria for simultaneous interpretation by conference interpreters and delegates</strong>
<table border="1" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td valign="top"><strong>Criterion</strong></td>
<td valign="top"><strong>Interpreters (n=47)</strong></td>
<td valign="top"><strong>Delegates (n=124)</strong></td>
</tr>
<tr>
<td valign="top">Accent</td>
<td valign="top">2.9</td>
<td valign="top">2.365</td>
</tr>
<tr>
<td valign="top">Voice</td>
<td valign="top">3.085</td>
<td valign="top">2.6</td>
</tr>
<tr>
<td valign="top">Fluency</td>
<td valign="top">3.486</td>
<td valign="top">3.1</td>
</tr>
<tr>
<td valign="top">Logical cohesion</td>
<td valign="top">3.8</td>
<td valign="top">3.458</td>
</tr>
<tr>
<td valign="top">Sense consistency</td>
<td valign="top">3.957</td>
<td valign="top">3.69</td>
</tr>
<tr>
<td valign="top">Completeness</td>
<td valign="top">3.426</td>
<td valign="top">3.2</td>
</tr>
<tr>
<td valign="top">Grammar</td>
<td valign="top">3.38</td>
<td valign="top">2.6</td>
</tr>
<tr>
<td valign="top">Terminology</td>
<td valign="top">3.489</td>
<td valign="top">3.4</td>
</tr>
</tbody>
</table>
As it can be seen, the interpreter’s ratings were higher than those of the delegates, which means that AIIC interpreters place greater demands on their performances. Besides this fact, the table shows another important thing: the interpreters’ ranking of the first six criteria coincides with that of the delegates; this means that they gave similar weights to these performance criteria. The situation was different in terms of grammar: interpreters considered grammar more important than the delegates did.  And for terminology, both groups were almost on the same page.

Instead of a conclusion, I will leave you with a quote than can be applied in everything (you can substitute the term ’interpreters’ with one that is relevant for your field of activity):

“With experience you learn to tell the difference between quite good, very good and excellent interpreters.” (Gebhard 1999)

References:
<p style="text-align: left;">Kurz, I. (2001), Conference Interpreting: Quality in the Ears of the User, Meta : Journal des traducteurs / Meta: Translators' Journal, Volume 46, Number 2, Pages 394 - 409, available at: http://id.erudit.org/iderudit/003364ar</p>]]></content:encoded>
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<title>How does Australia Post manage its workforce?</title>
<link>http://www.smartkpis.com/blog/how-does-australia-post-manage-its-workforce/</link>
<pubDate>Mon, 29 Jul 2013 10:40:39 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Employee Engagement]]></category>

		<category domain="tag" nicename="employee-engagement"><![CDATA[Employee Engagement]]></category>

		<category domain="tag"><![CDATA[Postal &amp; Courier Services]]></category>

		<category domain="tag" nicename="postal-courier-services"><![CDATA[Postal &amp; Courier Services]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10946</guid>
<description></description>
<content:encoded><![CDATA[Australia Post’s strategy is to invest in its people, in order to achieve a safe, capable, engaged, inclusive and diverse workforce.

In the direction of ensuring a safe working environment, there are numerous initiatives implemented. The Safety Time sessions are conducted to raise awareness and involve employees in safety discussions. The Stop Think Do campaigns aim at involving the workforce in taking time to stop work and discuss ideas that could reduce hazards and risk of injury. Another program is Auto Pilot, a safety initiative that aims to ensure employees remain conscious of hazards even when they are performing familiar tasks.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture.png"><img class="aligncenter" title="Untitled picture" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture.png" width="673" height="164" /></a></p>
<!--more-->

All these initiatives translate into effective actions that continue to improve Australia Post’s performance, year by year. In 2012, the incident rate was 2.5 incidents per 100 full‑time employees, against the initial target of 2.6, which represents a decrease of 21% compared to 2011 results. Furthermore, the injury rate reached 2.8 compared to 3.5 in 2011, and the occupational disease rate (ODR) reached 2.0 compared to 2.3 in the previous year.

In terms of employee engagement, Australia Post tries to recruit and maintain employees who believe in and support the goals and values of the company, employees that feel pride they belong to the organization.

In order to monitor the progress achieved in terms of employee engagement levels, say2action survey is conducted annually. The survey results for 2012 were extremely positive, returning an engagement score of 73.4 %, higher with 4.6% than the previous year. The survey also measured how the company is progressing with its culture change program. Here, the results were positive again, with 76% of the workforce believing the company demonstrates safety and speed of action and 77% agreeing that it demonstrates customer focus and accountability.

Moreover, Australia Post strives to develop the right skills and capabilities to its employees. In 2012, the company focused on building capability through four key initiatives: Future Skills, Future Leaders, Learning and Development and Enterprise Talent and Succession.

In the direction of workforce diversity, Australia Post tracks four indicators. In 2012, the targets were as follows: gender, 39.8% women, 1.7% Indigenous Australians, 22.3% culturally and linguistically diverse persons and 7.3% people with disability.

Managing 33,031 employees and up to 10,000 licensees, franchisees and mail contractors is never easy, but Australia Post tries hard to manage it the better way possible!

References:
<ol>
	<li>Australia Post (2013), Annual report, available at: <a href="http://auspost.com.au/annualreport2012/people.html">http://auspost.com.au/annualreport2012/people.html</a></li>
</ol>]]></content:encoded>
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<title>Does patient satisfaction reflect the treatment quality?</title>
<link>http://www.smartkpis.com/blog/does-patient-satisfaction-reflect-the-treatment-quality/</link>
<pubDate>Mon, 29 Jul 2013 12:06:25 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Siouxland Surgery Center]]></category>

		<category domain="tag" nicename="siouxland-surgery-center"><![CDATA[Siouxland Surgery Center]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10951</guid>
<description></description>
<content:encoded><![CDATA[In some industries, for instance in the restaurant and hotel industry, customer satisfaction reflects the quality of the services and it helps the managers see what should be modified and improved. But as crazy as it may seem, there are some cases in which customer satisfaction does not necessarily show whether the services provided are good or bad. And health care is such an example.
<p style="text-align: center;"><span style="font-size: 1em;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Dracunculiasis_Star_of_life2.png"><img class="aligncenter size-medium wp-image-12670" title="Dracunculiasis_Star_of_life2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Dracunculiasis_Star_of_life2-300x300.png" width="300" height="300" /></a>
</span></p>
<!--more-->The truth is that much has been done in order to improve patient satisfaction in healthcare, in the belief that if patients are satisfied, then the care they receive must be impeccable and therefore, the patients healthier. And in order to find out the their opinion regarding this aspect, satisfaction surveys have been set in place, patients being asked to complete them based on their impressions on general care, hospital or ER, for example.

But, according to a <a href="http://archinte.jamanetwork.com/article.aspx?articleid=1108766">recent study</a>, higher patient satisfaction was associated with:

-  Lower emergency department utilization (Good?)

-  Higher inpatient utilization

- Greater total health care expenditure

-  Higher expenditures on prescription drugs

-  Greater mortality risks compared with the least satisfied patients

Lower ER utilization, combined with higher inpatient utilization, raises the question of whether more satisfied patients may be differentially hospitalized for elective or less urgent indications, as non-elective hospital admissions usually begin with ER visits. It is also possible that those patients who are least satisfied with their doctor to be more likely to seek health care at emergency departments rather than at outpatient clinics.

Patients usually have expectations and they often make specific requests, their satisfaction depending on whether the physician fulfills or not their requirements. This means that if a doctor always does what the patient wants, this would lead to patient satisfaction. But the patient has no medical training and he doesn’t actually know what would be best for his own health.
<h3>How can patient satisfaction lead to greater mortality risks?</h3>
For instance, if a patient has a sinus infection, he would expect to leave the doctor’s office with a prescription for antibiotics. But he doesn’t know that inappropriate antibiotics lead to drug-resistant infections which eventually may lead to deaths. And this is how higher patient satisfaction scores might lead to greater mortality risks. If the doctor does not prescribe the antibiotic, then the patient will not be satisfied. And this is not the only example, as such medical decisions can apply to tests, procedures and hospital admissions.

In most of the cases, patient satisfaction surveys are directly linked to outcomes and rewards. Patients who do not get what they expect — even if it is medically inappropriate — can feel as though their doctors did not listen. The response: bad ratings. And these bad ratings determine / affect the doctor’s pay. Or at least most of them, regardless of their specialty or practice setting, feel this way.
<h3>Survey example</h3>
The following survey example is taken from the <a href="http://www.siouxlandsurg.com/">Siouxland Surgery Center Pain Clinic</a>. According to their website, they have a commitment to the patient that makes him feel special. Moreover, they welcome any comments or questions regarding the patient’s experience with his surgery and his stay. Their mission statement: to meet and exceed the needs of their patients. Shouldn’t a clinic’s main concern be providing suitable health care?

But, back to the survey.

At the beginning of the survey, the name of the physician and the type of the procedure have to be mentioned. Afterwards, they ask you very kindly to fill in their questionnaire so that they can ‘continue to provide exceptional service to their patients and families’.

Next, 9 ‘areas’ that need to be graded:

-  Physician

-  Staff

-  Wait time

-  Pain management

-  Facility

-  Explanations

-  Likelihood of recommendation

-  Overall experience

Afterwards, two open questions: what you liked best and suggestions for improvements. It ends with date and signature (optional). And with a ‘thank you’, of course.

In terms of organization, the survey was quite well created: not too long, on the point and timely effective. Plus the opportunity to honestly say what were your likes and dislikes concerning their service.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/survey.jpg"><img class="aligncenter size-large wp-image-10953" title="survey" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/survey-907x1024.jpg" width="544" height="614" /></a></p>

<h3><strong>Main problems with surveys in healthcare</strong></h3>
One main problem with the surveys in healthcare: it depends on how many people fill it in and how bad their health problems were. When comparing scores all time, in order for meaningful interpretation, enough survey results must be obtained. It is not enough to have two people completing it: in one month you may obtain a score of 100% and the next one, only 50%.

In order for a survey to be relevant, it has to be administered accurately and used in such a way that financial incentives are not so tightly connected to the outcomes. In this way, it may stand for benefit. Otherwise, patient satisfaction scores can be very misleading…

References:

Fenton, J. J., Jerant, A. F., Bertakis, K. D. and Franks, P. (2012), The cost of satisfaction: A national study of patient satisfaction, health care utilization, expenditures, and mortality, Jama Internal Medicine, available at: <a href="http://archinte.jamanetwork.com/article.aspx?articleid=1108766">http://archinte.jamanetwork.com/article.aspx?articleid=1108766</a>

O’Reilly, K. B. (2012), Patient satisfaction: When a doctor’s judgment risks a poor rating, available at: <a href="http://www.amednews.com/article/20121126/profession/311269934/4/">http://www.amednews.com/article/20121126/profession/311269934/4/</a>

Image Source: <a href="http://www.infectionlandscapes.org/2012/03/guinea-worm.html">http://www.infectionlandscapes.org/2012/03/guinea-worm.html</a>]]></content:encoded>
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<wp:post_id>10951</wp:post_id>
<wp:post_date>2013-07-29 23:06:25</wp:post_date>
<wp:post_date_gmt>2013-07-29 12:06:25</wp:post_date_gmt>
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<title>QUALITEST: Evaluating and measuring quality performance in the tourism industry </title>
<link>http://www.smartkpis.com/blog/qualitest-evaluating-and-measuring-quality-performance-in-the-tourism-industry/</link>
<pubDate>Mon, 29 Jul 2013 12:34:55 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Hospitality &amp; Tourism]]></category>

		<category domain="tag" nicename="hospitality-tourism"><![CDATA[Hospitality &amp; Tourism]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[QUALITEST]]></category>

		<category domain="tag" nicename="qualitest"><![CDATA[QUALITEST]]></category>

		<category domain="tag"><![CDATA[Quality]]></category>

		<category domain="tag" nicename="quality"><![CDATA[Quality]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10966</guid>
<description></description>
<content:encoded><![CDATA[For a lively and ever-changing industry in terms of product and service offers such as tourism industry, the general term of “quality” stands for the very cornerstone of each business run in this segment. A variety of tools have been developed so far in this respect, all of them directed to evaluating and measuring  customer satisfaction by direct or indirect methods, such as surveys.

Some other measuring tools emerged from the need of receiving more accurate customer satisfaction feedback, but, in the same time, addressing the same standards of measuring and appraisal.

&nbsp;
<h3><strong>What is QUALITEST? </strong></h3>
Such a tool named “<strong>QUALITEST</strong>” has been detailed within a manual developed and managed by the European Commission's Directorate General for Enterprise and Industry and it has already been used for several years since it has been issued. According to manual specifications, the fundamentals of this tool consist of a set of 16 headline indicators which are used for Quality Performance Evaluation of tourist destinations and services applied to 10 tourist destinations. As stated in the EU manual, the study was developed in partnership with different subcontractors, representing the tourist destinations, as specified in the diagram below (<em>Diagram Source: EU Enterprise DG Publication):</em>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/diagram-1.jpg"><img class="aligncenter size-full wp-image-10968" title="diagram 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/diagram-1.jpg" width="451" height="440" /><!--more--></a><span style="font-size: 1.17em; font-weight: bold;">How it’s sued</span>

The test submits for analysis 16 quality themes structured into two main groups, Quality of destination and Quality of the tourist product. If the first group takes into account more general information regarding the destination itself, the second group analyzes the personal experience of a tourist, throughout a lifecycle typical holiday. Also, each theme triggers a set of 3 interlinked indicators: Quality Perception Condition Indicators (QPCI), Quality Management Indicators (QMI) and Quality Performance Indicators (QPI). If the first two are qualitative indicators, the QPI is a quantitative indicator and stands for an objective counterpart to the QPCI.

&nbsp;

<a href="http://www.smartkpis.com/blog/wp-content/uploads/diagram-2.png"><img class="aligncenter size-full wp-image-10969" title="diagram 2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/diagram-2.png" width="699" height="340" /></a>

All themes presented in the QUALITEST are represented within a specific questionnaire addressed to each group of interest, both tourism company and tourists. Regarding the Quality of destination, a wide range of business aspects, such as: the venue’s offer in terms of tourist products and services, awards, licenses, certifications, besides the current operational indicators such as the number of bedrooms or bed spaces, number of employees or business performance, as showed on the below questionnaire (<em>Questionnaire Source: EU Enterprise DG Publication): </em>

<em><a href="http://www.smartkpis.com/blog/wp-content/uploads/diagram-3.png"><img class="aligncenter size-full wp-image-10970" title="diagram 3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/diagram-3.png" width="664" height="656" /></a></em>
<h3><strong>How it’s run in 8 steps</strong></h3>
1. Define the destination

2. Carry out the Tourist Satisfaction Survey

3. Develop the Quality Perception Condition Indicators

4. Develop the Quality Management Indicators

5. Carry out the Tourism Industry Survey

6. Develop the Quality Performance Indicators

7. Monitor results internally over time

8. Benchmark results against those from similar destinations
<h3><strong>Room for improvement</strong></h3>
Though it runs a 360 degree approach on the lifecycle of a typical holiday experience as stated in the EU manual, the test itself has some limitations. Even if the selection of tourism destinations comprised in this measuring tool reflects the wide spectrum of European tourism offer, however, this does not necessarily translate into their representativeness for this segment. Also, given its generic structure, it is highly recommended to be customized according to specific needs in order to develop relevant benchmarks for EU tourist destinations.

References:
<ol>
	<li style="text-align: left;">EU Enterprise DG Publication, Tourism Unit,  A Manual for Evaluating the Quality Performance of Tourist Destinations and Services (2013) available at <a href="http://ec.europa.eu/enterprise/sectors/tourism/files/studies/evaluation_quality_performance/qualitest_manual_en.pdf">http://ec.europa.eu/enterprise/sectors/tourism/files/studies/evaluation_quality_performance/qualitest_manual_en.pdf</a></li>
</ol>
&nbsp;

&nbsp;]]></content:encoded>
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<title>Reporting performance - 5 guidelines</title>
<link>http://www.smartkpis.com/blog/guidelines-to-report-performance/</link>
<pubDate>Tue, 30 Jul 2013 07:43:58 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Data Visualization]]></category>

		<category domain="tag" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Guidelines]]></category>

		<category domain="tag" nicename="guidelines"><![CDATA[Guidelines]]></category>

		<category domain="tag"><![CDATA[Reporting Performance]]></category>

		<category domain="tag" nicename="reporting-performance"><![CDATA[Reporting Performance]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10977</guid>
<description></description>
<content:encoded><![CDATA[Performance reporting is no longer just a legal regulation for companies, as it has become an instrument to improve brand image through transparency and by showing interest not only in the financial area, but also towards employees, environment and community.

As there is a variety of visual representations and colors that can be used to display the results of KPIs, it is important to acknowledge that in order to keep data visualization efficient certain rules should be respected.<!--more-->
<ol>
	<li><span style="text-align: center;"> Use the adequate graph</span></li>
</ol>
<span style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Line.png"><img class="aligncenter size-full wp-image-10978" title="Line" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Line.png" width="636" height="354" /></a></span>
<p style="text-align: center;"><em> Source: <a href="http://www.bbaaviation.com/media/407132/bba_ar_2011.pdf">http://www.bbaaviation.com/media/407132/bba_ar_2011.pdf</a></em></p>
It is very important that the data is represented in an adequate graph:
<ul>
	<li>Use line graphs for trends</li>
	<li>Use bar charts to compare individual values</li>
	<li>Use scatter graph to track relationships</li>
</ul>
2.    Keep the background of the graph simple

<a href="http://www.smartkpis.com/blog/wp-content/uploads/background1.png"><img class="aligncenter size-full wp-image-10980" title="background" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/background1.png" width="602" height="298" /></a>
<p style="text-align: center;"><em>Source: <a href="http://www.gsa.gov/portal/category/103435?utm_source=FAS&amp;utm_medium=print-radio&amp;utm_term=gwacdashboards&amp;utm_campaign=shortcuts">http://www.gsa.gov/portal/category/103435?utm_source=FAS&amp;utm_medium=print-radio&amp;utm_term=gwacdashboards&amp;utm_campaign=shortcuts#</a></em></p>
Contrast colors can make the graph disturbing, if the color combination is not appropriate. A white background or with discrete grids is the best option.

3.   For more data, use more than one graph

<a href="http://www.smartkpis.com/blog/wp-content/uploads/double1.png"><img class="aligncenter size-full wp-image-10982" title="double" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/double1.png" width="738" height="498" /></a>
<p style="text-align: center;"><em>Source: <a href="http://mpr.datamart.ams.usda.gov/amsdashboard/cattle/Cattle_Dashboard_Option_1.html">http://mpr.datamart.ams.usda.gov/amsdashboard/cattle/Cattle_Dashboard_Option_1.html</a></em></p>
Putting to much data in one graph make it a lot harder to read and extract the relevant information. Data can also be compared by placing together two graphs.

4.   The graphs should be accompanied by comments

<a href="http://www.smartkpis.com/blog/wp-content/uploads/comments.png"><img class="aligncenter size-full wp-image-10983" title="comments" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/comments.png" width="645" height="243" /></a>
<p style="text-align: center;"><em>Source: <a href="http://www.bbaaviation.com/media/407132/bba_ar_2011.pdf">http://www.bbaaviation.com/media/407132/bba_ar_2011.pdf</a></em></p>
Writing comments next to the graphs makes it really easy for the reader to understand the evolution of the KPI and eliminates the risk of wrong assumptions in regards to what generated the results displayed.

5.   Performance can be reported also using less traditional graphs such as gauges of infographics
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/gauge.png"><img class="aligncenter size-full wp-image-10984" title="gauge" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/gauge.png" width="495" height="186" /></a></p>
<p style="text-align: center;"><em>Source: <a href="http://dashboard.virginiadot.org/default.aspx">http://dashboard.virginiadot.org/default.aspx</a></em></p>
Gauges illustrate very clearly how much of the targets proposed was achieved and if the current situation is unacceptable (“red”), acceptable (“yellow”) or as desired (“green”). The advantage is that it indicates instantly the type of action that needs to be taken.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/infographics1.png"><img class="aligncenter size-full wp-image-10986" title="infographics" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/infographics1.png" width="359" height="530" /></a></p>
<p style="text-align: center;"><em>Source: <a href="http://www.coolinfographics.com/">http://www.coolinfographics.com/</a></em></p>
Infographics are very popular as they present the information in a very attractive format. The variety of colors and shapes gets the attention of the reader and the message is a lot easier to receive.

Regardless of the type of visual representation used, it is important to present the information in a format that is easy to understand and makes data visualization efficient.

References:
<ul>
	<li style="text-align: left;">BBA Aviation (2012), Annual report 2011, available at: <a href="http://www.bbaaviation.com/media/407132/bba_ar_2011.pdf">http://www.bbaaviation.com/media/407132/bba_ar_2011.pdf</a><em> </em></li>
	<li style="text-align: left;">U.S. General Services Administration (2013), Governmentwide acquisition contract dashboard, available at: <a href="http://www.gsa.gov/portal/category/103435?utm_source=FAS&amp;utm_medium=print-radio&amp;utm_term=gwacdashboards&amp;utm_campaign=shortcuts">http://www.gsa.gov/portal/category/103435?utm_source=FAS&amp;utm_medium=print-radio&amp;utm_term=gwacdashboards&amp;utm_campaign=shortcuts#</a></li>
	<li style="text-align: left;">U.S. Department of Agriculture (2013), Dashboard, available at: <a href="http://mpr.datamart.ams.usda.gov/amsdashboard/cattle/Cattle_Dashboard_Option_1.html">http://mpr.datamart.ams.usda.gov/amsdashboard/cattle/Cattle_Dashboard_Option_1.html</a></li>
	<li style="text-align: left;">Virginia Department of Transportation (2007), Dashboard, available at: <a href="http://dashboard.virginiadot.org/default.aspx">http://dashboard.virginiadot.org/default.aspx</a></li>
	<li style="text-align: left;">Coolinfographics.com (2013), Pepsico Q2 2013 performance, available at: <a href="http://www.coolinfographics.com/">http://www.coolinfographics.com/</a></li>
</ul>]]></content:encoded>
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<wp:post_id>10977</wp:post_id>
<wp:post_date>2013-07-30 18:43:58</wp:post_date>
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<title>Performance Expo: Customer Satisfaction Survey – Gezi Hotel Bosphorus</title>
<link>http://www.smartkpis.com/blog/customer-satisfaction-survey-%e2%80%93-gezi-hotel-bosphorus/</link>
<pubDate>Tue, 30 Jul 2013 08:48:26 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Gezi Hotel Bosphorus]]></category>

		<category domain="tag" nicename="gezi-hotel-bosphorus"><![CDATA[Gezi Hotel Bosphorus]]></category>

		<category domain="tag"><![CDATA[Hospitality and Toursim]]></category>

		<category domain="tag" nicename="hospitality-and-toursim"><![CDATA[Hospitality and Toursim]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Turkey]]></category>

		<category domain="tag" nicename="turkey"><![CDATA[Turkey]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10991</guid>
<description></description>
<content:encoded><![CDATA[The Gezi Hotel Bosphorus is a luxurious hotel in Istanbul that offers a relaxing retreat in the heart of a hectic city. In order to measure its customers' satisfaction with the services provided, the Gezi Hotel Bosphorus has put in place a customer satisfaction survey.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Gezi-Hotel-Bosphorus-1.png"><img class="aligncenter size-full wp-image-13818" title="Gezi-Hotel-Bosphorus-1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Gezi-Hotel-Bosphorus-1.png" width="634" height="709" /></a></p>
<!--more-->

The customer satisfaction survey is structured as following:
<ul>
	<li>The first section contains the customer’s contact data, required in case they wish to be contacted regarding the comments they have made. The data required includes name, address, telephone, email, date of stay and number of the room. This initial section also contains an introductory phrase that states that it is the customers’ choice to provide their personal information or not, on this depending their receiving feedback on their opinion expressed in the survey.</li>
	<li>The second section aims the hotel’s restaurant, G’Nova Restaurant and Bar and also the quality of breakfast and room service. There are six items regarding the G’ Nova Restaurant and Bar that require answers and five items on breakfast and room service. All eleven questions are structured as check-box questions and the rating scale is: Very satisfied, Somewhat satisfied, Neutral,  Somewhat dissatisfied, Very dissatisfied.</li>
</ul>
The items related to G’Nova Restaurant are: food quality, diversity of menu items, service, atmosphere, the odour of the restaurant, and their general view. The five items on breakfast and room service requesting qualification refer to the diversity of the buffet, diversity of the room service menu, atmosphere, their general view and last but not least their vision on home-made product. The selection of items comprises the most common aspects that are to be taken into consideration when analyzing and improving customer satisfaction.
<ul>
	<li>The third section includes two questions regarding the customer’s intention to make a future recommendation of the hotel to friends and associates and the likeliness of returning to Gezi Hotel if the customer travels back to the area in the future.  The two questions are also in the form of a check-box and the qualifications are the same as for the above section.</li>
	<li>The fourth and final section contains a heading in a noticeably bigger font than the rest of the survey: <em>Your opinions are very important to us</em>. Under this headline, two open questions are provided for the customers: <em>Have we been able to make you feel special?</em> and <em>Please suggest any service, product or amenity you would like to be added, or please let us know which exceptional ladies and gentlemen have made your stay more memorable. </em>The latter is not so much as a question as an enquiry, a request for information. <em> </em></li>
</ul>
The customer survey satisfaction, seen as a whole, is very well-constructed and if fully filled-in, provides useful data for the hotel to consider in the process of improving their services. It is important to specify the elegance that stands as a prime characteristic of Gezi Hotel’s customer satisfaction survey. This elegance mainly consists of carefully chosen vocabulary, with embellished phrases that somehow seem to want to make the readers get a grasp of what Gezi Hotel experience really means, by transposing them in an atmosphere of sheer delight.

References:
<ul>
	<li>Gezi Hotel Bosphorus (2013), Customer satisfaction survey.</li>
	<li>Gezi Hotel Bosphorus (2012), Official website, available at: <a href="http://www.gezibosphorus.com/">http://www.gezibosphorus.com/</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.firsatbufirsat.com/mekan/gezi-hotel-bosphorus-gezi-hotel-bosphorus">http://www.firsatbufirsat.com/mekan/gezi-hotel-bosphorus-gezi-hotel-bosphorus</a></li>
</ul>]]></content:encoded>
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<wp:post_id>10991</wp:post_id>
<wp:post_date>2013-07-30 19:48:26</wp:post_date>
<wp:post_date_gmt>2013-07-30 08:48:26</wp:post_date_gmt>
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<title>Customer satisfaction with the bus service: Benchmarking scores between different cities and countries</title>
<link>http://www.smartkpis.com/blog/customer-satisfaction-with-the-bus-service-benchmarking-scores-between-different-cities-and-countries/</link>
<pubDate>Tue, 30 Jul 2013 14:02:22 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[IBBG survey]]></category>

		<category domain="tag" nicename="ibbg-survey"><![CDATA[IBBG survey]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=10997</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/onthebus.jpg"><img class="aligncenter size-full wp-image-10998" title="onthebus" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/onthebus.jpg" width="468" height="312" /></a>
<h4><span style="font-weight: normal;">Directly comparing the travelers’ satisfaction regarding the urban bus operators in different cities and countries can prove to be quite complicated due to different types of surveys used, different sample frames, different responses collection methods, different conditions and the possibility of cultural bias. In spite of these problems, the International Bus Benchmarking Group started a research project in 2009, trying to make the bus operators understand how important it is to meet the customers’ expectations, and to be able to make changes in those areas in which their performance is decreased.</span></h4>
<!--more-->If you’ve been to Romania and used the public transport, then you must have figured it out that in order to be sure to catch you bus/tram, you have to leave home with an error margin. And even so, you might end up missing it because the schedules are not always respected. At least, this is the case in Cluj Napoca.

In France, in Paris and Nantes, on the other hand, the public transport system is quite well established. The French, as pretentious as they are, have installed a system that tracks the bus/tram and tells you exactly how many minutes you have to wait for it.

There’s no need to talk about Germany, as the Germans are known for their punctuality and strictness (regardless of the city they live in). It’s a known fact that the buses arrive just on time, respecting the schedule.

Of course, there are many aspects to be taken into account, such as the prices for trips (1 or 2 trips, 1 hour availability, subscriptions, discounts for certain groups: students, elderly etc.),means of purchasing (vending machines vs. staff) and the travelling conditions (general comfort - air conditioning, cleanliness of the bus, ticket validating , control etc.).

But why compare different cities and countries and their public transportation in the first place?
<h3><strong>The research study conducted by the International Bus Benchmarking Group</strong></h3>
Between 2009 and 2012, a research study was conducted by the International Bus Benchmarking Group in order to make the bus operators understand the relative performance in meeting their customers’ expectations and to make them target the areas in which they underperform.

Eight to ten participating organizations (TMB Barcelona, STIB Brussels, Dublin Bus, Carris Lisbon, London Buses, STM Montreal, RATP Paris, STA Sydney Buses, SMRT Singapore and CMBC Vancouver) posted annually, in the same period of time, identical surveys on their websites.

According to the International Bus Benchmarking Group, this methodology has been successfully tested in the bus transportation services, but it can also be applied to other industries, where people want to benchmark customer satisfaction amongst other national and international peers.
<h3><strong>The survey</strong></h3>
<strong>For benchmarking to be truly useful, distinct areas of improvement need to be identified alongside related best practices by peer organizations. </strong>
<ul>
	<li>As it can be seen, the survey covers 8 customer service areas, formed out of 19 statements that need to be rated on a scale from 1 to 5 (1 being ‘disagree strongly’ and 5’agree strongly’).</li>
</ul>
<ol>
	<li>Availability</li>
	<li>Accessibility</li>
	<li>Information</li>
	<li>Time</li>
	<li>Customer care</li>
	<li>Comfort</li>
	<li>Security</li>
	<li>Environment</li>
</ol>
<ul>
	<li>It also has a question regarding the overall satisfaction, asking the public transport users to rate it as well on a scale from 1 to 5 (1 ‘very dissatisfied’ and 5 ‘very satisfied’).</li>
	<li>In the last part of the survey, the respondents are asked to mention the three most important areas of the service.</li>
</ul>
The questionnaires were produced and hosted via an online survey building and hosting tool. Translations were provided, where necessary, by individual operators into their home languages. For instance, for Brussels, a multi-language city, separate surveys were produced for each major language: French, Dutch and English.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Survey_IBBG1.jpg"><img class="aligncenter size-full wp-image-11000" title="Survey_IBBG" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Survey_IBBG1.jpg" width="580" height="752" /></a>
<h3><strong>Results</strong></h3>
The following table shows for each year of the survey, the average number of cumulative responses received per city on the first day and then, at the end of each of the four weeks during which the survey was available online. The last column shows the range of responses received per city in each year.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Table_1_Responses.jpg"><img class="aligncenter size-full wp-image-11001" title="Table_1_Responses" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Table_1_Responses.jpg" width="673" height="193" /></a>
<h3><strong>For an overall view: Customer satisfaction Performance Dashboard and Service Quality Area Satisfaction Priority Quad Map</strong></h3>
In this survey, 19 different satisfaction indices were created, representing 19 different service quality aspects. They can be compared over time in order to identify trends. Besides the trend information per service quality aspect, it is important (and very useful!) to obtain the overall view of the organization’s relative performance in satisfying their customers. So, two types of summaries are created: the satisfaction performance dashboard and the satisfaction priority quad map.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Dashboard.jpg"><img class="aligncenter size-full wp-image-11002" title="Dashboard" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Dashboard.jpg" width="614" height="387" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Map.jpg"><img class="aligncenter size-full wp-image-11003" title="Map" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Map.jpg" width="620" height="402" /></a>

The difference between the two, as well advantages and disadvantages, in tomorrow’s post. And of course, the general conclusion. Till then, try and complete the questionnaire (give to friends, too), and rate the bus service in your city. Who knows? The results might surprise you.

References:
<ul>
	<li style="text-align: left;">Trompet, M., R. Parasram, and R.J. Anderson (2013), Benchmarking dissaggregate customer satisfaction scores between bus operators in different cities and countries, available at: https://workspace.imperial.ac.uk/rtsc/Public/Trompet_Parasram_Anderson_Benchmarking%20Bus%20Customer%20Satisfaction%20Scores%20for%20TRB13%20Final%20post%20TRR%20submission.pdf</li>
</ul>]]></content:encoded>
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<title>The satisfaction performance dashboards vs. the satisfaction priority quad maps</title>
<link>http://www.smartkpis.com/blog/the-satisfaction-performance-dashboards-vs-the-satisfaction-priority-quad-maps/</link>
<pubDate>Wed, 31 Jul 2013 13:23:37 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Dashboard]]></category>

		<category domain="tag" nicename="dashboard"><![CDATA[Dashboard]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11014</guid>
<description></description>
<content:encoded><![CDATA[<h4><span style="font-weight: normal;">It is important for organizations to have a general view of their performance regarding their clients’ satisfaction. Therefore, they generally use performance dashboards and priority quad maps. But what’s the difference between the two? Can one organization use just one type of such ‘summary’ or both?</span></h4>
<h4><span style="font-weight: normal;">One of yesterday’s post was referring to benchmarking scores between public bus operators across different cities and countries. And since we already have a context and a basis, we can start building from that.</span></h4>
As promised, today we’ll make a comparison between customer satisfaction dashboard (using results from the Operator G) and the customer satisfaction priority map (using results from Operator F).
<h3>Example of Customer Satisfaction Performance Dashboard</h3>
<strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/Dashboard1.jpg"><img class="aligncenter size-full wp-image-11016" title="Dashboard" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Dashboard1.jpg" width="614" height="387" /></a></strong>

<!--more-->As it can be seen, for all 19 indicators, the satisfaction index for Organization G is shown in relation with the best and worst performers and with the median value. For each quality aspect of the service, the median value is 0, the same for all the cities participating in the study. The scores above 0 can go up to 100 and those below 0 up to -100. If the Organization G acquires the best result for ‘The bus is quiet, well lit, ventilated and at an adequate temperature’, then it ranks as number one in this category. And the same principle goes for each category: according to the score obtained, the organizations get a higher or lower position in the top.

All service quality aspects are ranked based on their potential for improvement. It important to note that even if an organization got a negative score here, that does not necessarily means it got a satisfaction index &lt;1. Maybe it got 1.05, for instance, but other operators must somehow have found a way to satisfy their clients even more, having a satisfaction index starting from 1.06, for instance. So, possible lessons can be learned from them, although customer expectations have been met.
<h4><strong>Advantage: </strong></h4>
-          All service quality aspects can be reviewed individually.
<h4><strong>Disadvantage:</strong></h4>
-          The dashboard lacks the ‘customer priority dimension’.
<h3><strong>Example of Service Quality Area Satisfaction Priority Quad Map</strong></h3>
<strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/Map1.jpg"><img class="aligncenter size-full wp-image-11017" title="Map" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Map1.jpg" width="620" height="402" /></a>
</strong>

According to the European Norm 13816, the 19 service quality aspects can be grouped in 8 service quality areas, as mentioned in the previous post. By combining the results from the ‘grouped’ satisfaction indices and the priority scores, the satisfaction priority quad map emerges. It identifies the areas that need greater attention and improvement. As it can be seen, priority maps set passenger priorities against satisfaction. Priorities are determined by the respondents: if you remember, in the universal survey that was used, the last question asked the respondents to classify, according to their own opinion, the areas according to their importance.  So the areas, have been ranked on a scale from 1-8.
<h3><strong>How to read the map</strong></h3>
At a first view, it’s hard to know what you’re dealing with: there are just some numbers, some lines and…a few words, placed in different parts of the map. Well, if you look closely, you can observe the fact that the map is divided into quadrants. The results in this map are taken from Organization F.

The first quadrant, in the top right corner, shows the areas where passengers are less satisfied or completely dissatisfied. So, the services in this quadrant require special attention: in this case, only Information.

The second and third quadrant show areas that passengers have been satisfied with:
<ul>
	<li>Accessibility</li>
	<li>Comfort</li>
	<li>Customer care</li>
	<li>Environment</li>
</ul>
The last quadrant, number 4, reveals the areas that left the passengers, as the French would say, <em>bouche bée </em>(above average passenger satisfaction, the Operator already performing well). In the case of the Organization F, those areas are:
<ul>
	<li>Security</li>
	<li>Time</li>
</ul>
<strong>Advantage:</strong>

-          Set passenger priorities against satisfaction

<strong>Disadvantage:</strong>

-          It’s hard to tell exactly where each area is placed

Instead of conclusion, a little piece of advice:

Either you use one, the other or both (which would be best, in order to have a broader view of the situation you are evaluating) in your organization, regardless of the industry or functional area that you operate in, it is important to bear in mind the fact that knowing how satisfied (or not) the clients are can offer you a general idea of how you are performing as an organization. Feedback is not judgment, it’s just a way of helping you improve. And by improving, step by step you can eventually become the best.

References:
<p style="text-align: left;">Trompet, M., R. Parasram, and R.J. Anderson (2013), Benchmarking disaggregate customer satisfaction scores between bus operators in different cities and countries, available at: https://workspace.imperial.ac.uk/rtsc/Public/Trompet_Parasram_Anderson_Benchmarking%20Bus%20Customer%20Satisfaction%20Scores%20for%20TRB13%20Final%20post%20TRR%20submission.pdf</p>]]></content:encoded>
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<title>Certified KPI Training Courses</title>
<link>http://www.smartkpis.com/blog/certified-kpi-training-courses/</link>
<pubDate>Thu, 01 Aug 2013 13:10:36 +0000</pubDate>
<dc:creator><![CDATA[vali]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11027</guid>
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<td width="25%"><a href="http://kpiinstitute.org/" target="_blank"><img src="http://smartkpis.com/newsletters/images//the-kpi-institute-logo.gif" alt="The KPI Institute" /></a></td>
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<td width="25%"><a href="http://www.smartkpis.com/" target="_blank"><img src="http://smartkpis.com/newsletters/images/smartkpis-com-logo.gif" alt="smartKPIs.com" /></a></td>
</tr>
<tr>
<td height="164"><a title="Certified KPI Professional Training Course" href="http://store.kpiinstitute.org/london-certified-kpi-professional.html" target="_blank"><img src="http://smartkpis.com/newsletters/images/certified-kpi-professional-150.gif" alt="Certified KPI Professional Training Course" /></a></td>
<td style="font-family: Arial, sans-serif; font-face: Arial, sans-serif;" colspan="3">
<h2>Certified KPI Professional and Practitioner Training Courses</h2>
<p style="text-align: right; font-size: 14px;"></p>
</td>
</tr>
<tr>
<td style="text-align: center; font-family: Arial, sans-serif; font-face: Arial, sans-serif; color: #ffffff; font-size: 12px; padding-top: 10px; padding-bottom: 10px;" colspan="4" bgcolor="#000000"><strong>Getting Key Performance Indicators (KPIs) right by using a rigorous KPI management framework</strong></td>
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<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="33%"><a href="http://issuu.com/thekpiinstitute/docs/certified-kpi-professional-course-l" target="_blank"><img style="margin-top: 5px; margin-right: 10px; margin-bottom: 5px;" title="Certified KPI Professional Training Course&lt;br /&gt;    Click to view the brocure" src="http://www.smartkpis.com/newsletters/images/london-brochure-cover.gif" alt="" align="left" /></a></td>
<td style="font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 12px;" width="67%">Participants will learn how to establish and work with KPIs by using the latest research findings and examples of best practice. In addition, they have the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s <strong>Key Performance Indicators Management Framework</strong>, the main body of knowledge on the rigorous use of KPIs in business.
<p style="text-align: justify;">The course is designed to ensure both the <strong>theoretical understanding </strong>and <strong>practical experience </strong>of using a variety of performance management tools and techniques for deploying KPIs correctly across industries and functional areas.</p>
<p style="text-align: justify;">On the last day of the course participants are eligible to complete a test for obtaining the <strong>Certified KPI Professional </strong>status, the premier global certification programme dedicated to rigurous KPI practice.</p>
</td>
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</tbody>
</table>
</td>
</tr>
<tr>
<td style="font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 12px; padding-top: 10px;" colspan="4">
<h4 style="font-size: 16px;">Over the last 3 years, The KPI Institute:</h4>
<ul style="line-height: 1em;">
	<li>Documented 7,000+ KPIs from 15 functional areas and 24 industries</li>
	<li>Reviewed 1,000+ performance reports from 125 countries</li>
	<li>Referenced 20,000+ resources (books, articles, performance reports) as part of the documentation process</li>
	<li>Developed over 20 KPI Dashboards and Balanced Scorecards.</li>
</ul>
<h4 style="font-size: 16px;">With the insights gained we:</h4>
<ul style="line-height: 1em;">
	<li>Assisted over 5,000 organisations in finding solutions for their KPI needs</li>
	<li>Trained over 1,000 participants in 20 countries on how to work rigorously with KPIs.</li>
</ul>
</td>
</tr>
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<td style="padding-top: 10px;" colspan="4"><a title="Click to enroll via email" href="mailto:office@kpiinstitute.org?subject=Certified%20KPI%20Professional%20Registration"><img style="margin-bottom: 2px;" src="http://smartkpis.com/newsletters/images/header-kpi-certification.gif" alt="Certified KPI Professional Training Course" width="560" /></a></td>
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<td style="font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 12px;" colspan="4" align="center"><span style="text-align: center; color: #090; font-size: 22px;">Click on the image to enroll via email</span></td>
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<h4 style="font-size: 16px;">3 Key Business Benefits</h4>
<ol style="line-height: 1em;">
	<li>Understand the complexities of working with KPIs and learn how to address them.</li>
	<li>Develop a working knowledge of the Key Performance Indicators Management Framework.</li>
	<li>Use over 30 performance measurement tools to facilitate the deployment and value added by KPIs.</li>
</ol>
</td>
</tr>
<tr>
<td style="padding-right: 2px; font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 12px;" colspan="2" valign="top">
<h4 style="font-size: 16px;">Why You Should Attend</h4>
Reasons for attending this course:
<ul style="line-height: 1em;">
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of  access to the <a style="color: #060;" title="smartKPIs.com" href="http://www.smartkpis.com/premium/services/smartKPIs-Premium-membership-47.html" target="_blank">smartKPIs.com</a> premium content.</li>
</ul>
</td>
<td style="padding-left: 2px; font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 12px;" colspan="2" valign="top">
<h4 style="font-size: 16px;">Who Should Attend?</h4>
<p style="text-align: justify;">The course is designed for executives, operational managers and analysts from both delivery and support functions such as finance, accounting, project management, human resources, sales, marketing, logistics, quality control and improvement, strategy/planning and operations.</p>

<h4 style="font-size: 16px;">Participant Certification</h4>
<p style="text-align: justify;">Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session.</p>
<p style="text-align: justify;">On Day 3, delegates can opt in to take the certification test for obtaining the status of <strong>Certified KPI Professional</strong>.</p>
</td>
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<tr>
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<h4 style="font-size: 16px;">For fees and  offers, view the <a style="color: #090;" title="Course catalogue" href="http://store.kpiinstitute.org/scheduled-courses.html" target="_blank">course catalogue</a></h4>
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<h4 style="font-size: 16px;">This course can also be organised in-house, at client's premises.
<a style="color: #090;" title="Contact" href="mailto:office@kpiinstitute.org?subject=Certified%20KPI%20Professional%20Training%20Courses">Contact us</a> for details</h4>
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<h4 style="font-size: 16px;">Course Agenda 2013</h4>
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<td bgcolor="#F8F8F8"><a style="color: #090;" href="http://store.kpiinstitute.org/london-certified-kpi-professional.html" target="_blank">Certified KPI Professional </a></td>
<td bgcolor="#F8F8F8">12-14 August</td>
<td bgcolor="#F8F8F8">London</td>
<td bgcolor="#F8F8F8">5 August</td>
<td bgcolor="#F8F8F8">22 July</td>
<td align="center" valign="middle" bgcolor="#F8F8F8"><a href="mailto:office@kpiinstitute.org?subject=Certified KPI Professional Registration"><img src="http://www.smartkpis.com/newsletters/courses/contact-us-mail.gif" alt="" /></a></td>
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<td><a style="color: #090;" href="http://store.kpiinstitute.org/melbourne-certified-kpi-professional.html" target="_blank">Certified KPI Professional </a></td>
<td>21-23 August</td>
<td>Melbourne</td>
<td>14 August</td>
<td>31 July</td>
<td align="center" valign="middle"><a href="mailto:office@kpiinstitute.org?subject=Certified KPI Professional Registration"><img src="http://www.smartkpis.com/newsletters/courses/contact-us-mail.gif" alt="" /></a></td>
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<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/my-lgflag.gif" alt="" width="50" height="26" /></td>
<td bgcolor="#F8F8F8"><a style="color: #090;" href="http://store.kpiinstitute.org/kuala-lumpur-certified-kpi-professional.html" target="_blank">Certified KPI Professional </a></td>
<td bgcolor="#F8F8F8">26-28 August</td>
<td bgcolor="#F8F8F8">Kuala Lumpur</td>
<td bgcolor="#F8F8F8">19 August</td>
<td bgcolor="#F8F8F8">5 August</td>
<td align="center" valign="middle" bgcolor="#F8F8F8"><a href="mailto:office@kpiinstitute.org?subject=Certified KPI Professional Registration"><img src="http://www.smartkpis.com/newsletters/courses/contact-us-mail.gif" alt="" /></a></td>
</tr>
<tr style="font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/ksa-flag.gif" alt="" width="50" height="26" /></td>
<td><a style="color: #090;" href="http://store.kpiinstitute.org/riyadh-certified-kpi-professional-and-practitioner.html" target="_blank">Certified KPI Professional </a></td>
<td>1-3 September</td>
<td>Riyadh</td>
<td>25 August</td>
<td>15 August</td>
<td align="center" valign="middle"><a href="mailto:office@kpiinstitute.org?subject=Certified KPI Professional Registration"><img src="http://www.smartkpis.com/newsletters/courses/contact-us-mail.gif" alt="" /></a></td>
</tr>
<tr style="font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/ksa-flag.gif" alt="" width="50" height="26" /></td>
<td bgcolor="#F8F8F8"><a style="color: #090;" href="http://store.kpiinstitute.org/riyadh-certified-kpi-professional-and-practitioner.html" target="_blank">Certified KPI Practitioner </a></td>
<td bgcolor="#F8F8F8">4-5 September</td>
<td bgcolor="#F8F8F8">Riyadh</td>
<td bgcolor="#F8F8F8">28 August</td>
<td bgcolor="#F8F8F8">15 August</td>
<td align="center" valign="middle" bgcolor="#F8F8F8"><a href="mailto:office@kpiinstitute.org?subject=Certified KPI Practitioner Registration"><img src="http://www.smartkpis.com/newsletters/courses/contact-us-mail.gif" alt="" /></a></td>
</tr>
<tr style="font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/ksa-flag.gif" alt="" width="50" height="26" /></td>
<td><a style="color: #090;" href="http://store.kpiinstitute.org/jeddah-certified-kpi-professional-and-practitioner.html" target="_blank">Certified KPI Professional </a></td>
<td>8-10 September</td>
<td>Jeddah</td>
<td>1<sup>st</sup> September</td>
<td>15 August</td>
<td align="center" valign="middle"><a href="mailto:office@kpiinstitute.org?subject=Certified KPI Professional Registration"><img src="http://www.smartkpis.com/newsletters/courses/contact-us-mail.gif" alt="" /></a></td>
</tr>
<tr style="font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/ksa-flag.gif" alt="" width="50" height="26" /></td>
<td bgcolor="#F8F8F8"><a style="color: #090;" href="http://store.kpiinstitute.org/jeddah-certified-kpi-professional-and-practitioner.html" target="_blank">Certified KPI Practitioner </a></td>
<td bgcolor="#F8F8F8">11-12 September</td>
<td bgcolor="#F8F8F8">Jeddah</td>
<td bgcolor="#F8F8F8">4 September</td>
<td bgcolor="#F8F8F8">15 August</td>
<td align="center" valign="middle" bgcolor="#F8F8F8"><a href="mailto:office@kpiinstitute.org?subject=Certified KPI Practitioner Registration"><img src="http://www.smartkpis.com/newsletters/courses/contact-us-mail.gif" alt="" /></a></td>
</tr>
<tr style="font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/mu-lgflag.gif" alt="" width="50" height="26" /></td>
<td><a style="color: #090;" href="http://store.kpiinstitute.org/muscat-certified-kpi-professional.html" target="_blank">Certified KPI Professional </a></td>
<td>22-24 September</td>
<td>Muscat</td>
<td>15 September</td>
<td>1<sup>st</sup> September</td>
<td align="center" valign="middle"><a href="mailto:office@kpiinstitute.org?subject=Certified KPI Professional Registration"><img src="http://www.smartkpis.com/newsletters/courses/contact-us-mail.gif" alt="" /></a></td>
</tr>
<tr style="font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/qa-lgflag.gif" alt="" width="50" height="26" /></td>
<td bgcolor="#F8F8F8"><a style="color: #090;" href="http://store.kpiinstitute.org/doha-certified-kpi-professional.html" target="_blank">Certified KPI Professional</a></td>
<td bgcolor="#F8F8F8">22-24 September</td>
<td bgcolor="#F8F8F8">Doha</td>
<td bgcolor="#F8F8F8">15 September</td>
<td bgcolor="#F8F8F8">1<sup>st</sup> September</td>
<td align="center" valign="middle" bgcolor="#F8F8F8"><a href="mailto:office@kpiinstitute.org?subject=Certified KPI Professional Registration"><img src="http://www.smartkpis.com/newsletters/courses/contact-us-mail.gif" alt="" /></a></td>
</tr>
<tr style="font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/qa-lgflag.gif" alt="" width="50" height="26" /></td>
<td><a style="color: #090;" href="http://store.kpiinstitute.org/doha-certified-kpi-practitioner.html" target="_blank">Certified KPI Practitioner</a></td>
<td>25-26 September</td>
<td>Doha</td>
<td>18 September</td>
<td>4 September</td>
<td align="center" valign="middle"><a href="mailto:office@kpiinstitute.org?subject=Certified KPI Practitioner Registration"><img src="http://www.smartkpis.com/newsletters/courses/contact-us-mail.gif" alt="" /></a></td>
</tr>
<tr style="font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/sf-lgflag.gif" alt="" width="50" height="31" /></td>
<td bgcolor="#F8F8F8"><a style="color: #090;" href="http://store.kpiinstitute.org/johannesburg-certified-kpi-professional.html" target="_blank">Certified KPI Professional </a></td>
<td bgcolor="#F8F8F8">30 September - 2 October</td>
<td bgcolor="#F8F8F8">Johannesburg</td>
<td bgcolor="#F8F8F8">23 September</td>
<td bgcolor="#F8F8F8">9 September</td>
<td align="center" valign="middle" bgcolor="#F8F8F8"><a href="mailto:office@kpiinstitute.org?subject=Certified KPI Professional Registration"><img src="http://www.smartkpis.com/newsletters/courses/contact-us-mail.gif" alt="" /></a></td>
</tr>
<tr style="font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/ae-lgflag.gif" alt="" width="50" height="26" /></td>
<td><a style="color: #090;" href="http://store.kpiinstitute.org/dubai-certified-kpi-professional.html" target="_blank">Certified KPI Professional</a></td>
<td>6-8 October</td>
<td>Dubai</td>
<td>29 September</td>
<td>15 September</td>
<td align="center" valign="middle"><a href="mailto:office@kpiinstitute.org?subject=Certified KPI Professional Registration"><img src="http://www.smartkpis.com/newsletters/courses/contact-us-mail.gif" alt="" /></a></td>
</tr>
<tr style="font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/ae-lgflag.gif" alt="" width="50" height="26" /></td>
<td bgcolor="#F8F8F8"><a style="color: #090;" href="http://store.kpiinstitute.org/dubai-certified-kpi-practitioner.html" target="_blank">Certified KPI Practitioner</a></td>
<td bgcolor="#F8F8F8">9-10 October</td>
<td bgcolor="#F8F8F8">Dubai</td>
<td bgcolor="#F8F8F8">2 October</td>
<td bgcolor="#F8F8F8">18 September</td>
<td align="center" valign="middle" bgcolor="#F8F8F8"><a href="mailto:office@kpiinstitute.org?subject=Certified KPI Practitioner Registration"><img src="http://www.smartkpis.com/newsletters/courses/contact-us-mail.gif" alt="" /></a></td>
</tr>
<tr style="font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/br-lgflag.gif" alt="" width="50" height="37" /></td>
<td><a style="color: #090;" href="http://store.kpiinstitute.org/sao-paulo-certified-kpi-professional.html" target="_blank">Certified KPI Professional </a></td>
<td>9-10 October</td>
<td>Sao Paolo</td>
<td>2 October</td>
<td>18 September</td>
<td align="center" valign="middle"><a href="mailto:office@kpiinstitute.org?subject=Certified KPI Professional Registration"><img src="http://www.smartkpis.com/newsletters/courses/contact-us-mail.gif" alt="" /></a></td>
</tr>
<tr style="font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/be-lgflag.gif" alt="" width="50" height="44" /></td>
<td bgcolor="#F8F8F8"><a style="color: #090;" href="http://store.kpiinstitute.org/brussels-certified-kpi-professional.html" target="_blank">Certified KPI Professional </a></td>
<td bgcolor="#F8F8F8">14-16 October</td>
<td bgcolor="#F8F8F8">Brussels</td>
<td bgcolor="#F8F8F8">7 October</td>
<td bgcolor="#F8F8F8">23 September</td>
<td align="center" valign="middle" bgcolor="#F8F8F8"><a href="mailto:office@kpiinstitute.org?subject=Certified KPI Professional Registration"><img src="http://www.smartkpis.com/newsletters/courses/contact-us-mail.gif" alt="" /></a></td>
</tr>
<tr style="font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/tu-lgflag.gif" alt="" width="50" height="34" /></td>
<td><a style="color: #090;" href="http://store.kpiinstitute.org/istanbul-certified-kpi-professional.html" target="_blank">Certified KPI Professional </a></td>
<td>30 October -
1<sup>st</sup> November</td>
<td>Istanbul</td>
<td>23 October</td>
<td>9 October</td>
<td align="center" valign="middle"><a href="mailto:office@kpiinstitute.org?subject=Certified KPI Professional Registration"><img src="http://www.smartkpis.com/newsletters/courses/contact-us-mail.gif" alt="" /></a></td>
</tr>
<tr style="font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/sg-lgflag.gif" alt="" width="50" height="34" /></td>
<td bgcolor="#F8F8F8"><a style="color: #090;" href="http://store.kpiinstitute.org/singapore-certified-kpi-professional.html" target="_blank">Certified KPI Professional </a></td>
<td bgcolor="#F8F8F8">4-6 November</td>
<td bgcolor="#F8F8F8">Singapore</td>
<td bgcolor="#F8F8F8">28 October</td>
<td bgcolor="#F8F8F8">14 October</td>
<td align="center" valign="middle" bgcolor="#F8F8F8"><a href="mailto:office@kpiinstitute.org?subject=Certified KPI Professional Registration"><img src="http://www.smartkpis.com/newsletters/courses/contact-us-mail.gif" alt="" /></a></td>
</tr>
<tr style="font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/in-lgflag.gif" alt="" width="50" height="34" /></td>
<td><a style="color: #090;" href="http://store.kpiinstitute.org/mumbai-certified-kpi-professional.html" target="_blank">Certified KPI Professional </a></td>
<td>11-13 November</td>
<td>Mumbai</td>
<td>4 November</td>
<td>21 October</td>
<td align="center" valign="middle"><a href="mailto:office@kpiinstitute.org?subject=Certified KPI Professional Registration"><img src="http://www.smartkpis.com/newsletters/courses/contact-us-mail.gif" alt="" /></a></td>
</tr>
<tr style="font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/ae-lgflag.gif" alt="" width="50" height="26" /></td>
<td bgcolor="#F8F8F8"><a style="color: #090;" href="http://store.kpiinstitute.org/dubai-certified-kpi-professional-december.html" target="_blank">Certified KPI Professional</a></td>
<td bgcolor="#F8F8F8">15-17 December</td>
<td bgcolor="#F8F8F8">Dubai</td>
<td bgcolor="#F8F8F8">8 December</td>
<td bgcolor="#F8F8F8">17 November</td>
<td align="center" valign="middle" bgcolor="#F8F8F8"><a href="mailto:office@kpiinstitute.org?subject=Certified KPI Professional Registration"><img src="http://www.smartkpis.com/newsletters/courses/contact-us-mail.gif" alt="" /></a></td>
</tr>
<tr style="font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 11px;">
<td style="padding-top: 2px; padding-bottom: 2px;"><img src="http://www.smartkpis.com/newsletters/courses/ae-lgflag.gif" alt="" width="50" height="26" /></td>
<td><a style="color: #090;" href="http://store.kpiinstitute.org/dubai-certified-kpi-practitioner-december.html" target="_blank">Certified KPI Practitioner</a></td>
<td>17-19 December</td>
<td>Dubai</td>
<td>10 December</td>
<td>19 November</td>
<td align="center" valign="middle"><a href="mailto:office@kpiinstitute.org?subject=Certified KPI Practitioner Registration"><img src="http://www.smartkpis.com/newsletters/courses/contact-us-mail.gif" alt="" /></a></td>
</tr>
</tbody>
</table>
</td>
</tr>
<tr>
<td style="padding-bottom: 10px; font-family: Arial, sans-serif; font-face: Arial, sans-serif; padding-top: 10px;">
<h4 style="font-size: 16px; text-align: left;">The KPI Certification</h4>
</td>
<td style="font-family: Cambria, 'Hoefler Text', 'Liberation Serif', Times, 'Times New Roman', serif; font-face: Cambria, 'Hoefler Text', 'Liberation Serif', Times, 'Times New Roman', serif; font-size: 12px; text-align: justify; padding-top: 10px; padding-bottom: 10px;" colspan="3" rowspan="5">
<h4 style="font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 16px;">Testimonials</h4>
<em>I would rate the training 10 out of 10 and would highly recommend to others. The facilitator managed to get excellent group interaction right from the beginning, the KPI course was interesting, informative and very well presented.</em>
<strong>Mohamed Salah El-Dein</strong>, Learning &amp; Development Manager, Salehiya Medical, Saudi Arabia

<em>One of the most interesting and useful trainings I have attended over the course of my career.</em>
<strong>Mona Abdul Jawad</strong>, Royal Univerisity for Women, Bahrain

<em>Thanks for a very informative and enlightening session. Would certainly assist me in the long run to further enhance our Corporate Performance Measurement and Management.</em>
<strong>Hasniza Mohd Hassan</strong>, Multimedia Development Corporation, Malaysia

<em>Great! So glad I found it. Gave me everything I need to do my job properly and with confidence.</em>
<strong>Leonne Jones</strong>, Brisbane City Council, Australia

<em>This is one of the best programs regarding performance management I have ever attended. I highly recommend this training for any manager who wants to manage his/her business in the right way.</em>
<strong>Perviz Aslani</strong>, Chief Operating Officer, EMBAWOOD, Azerbaijan

<em>Good program, well organized. Well experienced trainer. Great job. Deffinitely recommendable.</em>
<strong>M. R. Rajesh Kumar</strong>, Synthite Industries Ltd, India

<em>We see the ability to understand and monitor the vital numbers behind the strategies and capabilities of our investments as vital to our competitive edge. I am confident that the course will help us to both sharpen our internal tools and to provide further value in our strategic sparring with company management.</em>
<strong>Angus Steel</strong>, Portfolio Manager Equities, Delta Lloyd Asset Management, Netherlands</td>
</tr>
<tr>
<td style="text-align: center; font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 10px;" align="center" valign="middle">Exam based certification available to course participants</td>
</tr>
<tr>
<td height="182" align="center" valign="middle"><a title="Certified KPI Professional Training Course" href="http://www.smartkpis.com/premium/services/training/certified-kpi-professional-training-course-27.html" target="_blank"><img src="http://smartkpis.com/newsletters/images/certified-kpi-professional-150.gif" alt="Certified KPI Professional Training Course" /></a></td>
</tr>
<tr align="center" valign="middle">
<td><span style="text-align: center; font-family: Arial, sans-serif; font-face: Arial, sans-serif; font-size: 10px;">Work samples assessment certification available to Certified KPI Professionals</span></td>
</tr>
<tr align="center" valign="middle">
<td><a title="Certified KPI Practitioner Training Course" href="http://www.smartkpis.com/premium/services/training/certified-kpi-professional-training-course-27.html" target="_blank"><img src="http://smartkpis.com/newsletters/images/certified-kpi-practitioner-150.gif" alt="Certified KPI Practitioner Training Course" /></a></td>
</tr>
<tr>
<td style="text-align: center; padding-bottom: 10px; font-family: Arial, sans-serif; font-face: Arial, sans-serif; color: #ffffff; font-size: 12px; padding-top: 10px;" colspan="4" bgcolor="#000000"><strong> +61 3 9670 2979 | <a style="color: #ffffff;" href="mailto:office@kpiinstitute.org" target="_blank">office@kpiinstitute.org</a> | <a style="color: #ffffff;" title="smartKPIs.com" href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a></strong></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>11027</wp:post_id>
<wp:post_date>2013-08-02 00:10:36</wp:post_date>
<wp:post_date_gmt>2013-08-01 13:10:36</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
<wp:ping_status>open</wp:ping_status>
<wp:post_name>certified-kpi-training-courses</wp:post_name>
<wp:status>publish</wp:status>
<wp:post_parent>0</wp:post_parent>
<wp:menu_order>0</wp:menu_order>
<wp:post_type>post</wp:post_type>
<wp:post_password></wp:post_password>
<wp:postmeta>
<wp:meta_key>_edit_lock</wp:meta_key>
<wp:meta_value>1382611221</wp:meta_value>
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<wp:meta_key>_edit_last</wp:meta_key>
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	</item>
<item>
<title>Wolseley - Focusing on Key Performance Indicators</title>
<link>http://www.smartkpis.com/blog/wolseley-focusing-on-key-performance-indicators/</link>
<pubDate>Fri, 02 Aug 2013 12:18:24 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Production]]></category>

		<category domain="tag" nicename="production"><![CDATA[Production]]></category>

		<category domain="tag"><![CDATA[Wolseley]]></category>

		<category domain="tag" nicename="wolseley"><![CDATA[Wolseley]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11038</guid>
<description></description>
<content:encoded><![CDATA[Wolseley is the world’s largest distributor of plumbing and heating products to professional contractors. It is also a leading supplier of building materials to the professional market. The company is principally engaged in the distribution of plumbing, heating, ventilation and air conditioning equipment and building materials. Wolseley operates through six reportable business segments, namely, the US, Canada, the UK, Nordic, France and Central and Eastern Europe.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/ff.png"><img class="aligncenter size-full wp-image-11039" title="ff" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/ff.png" width="534" height="303" /></a><!--more-->

The company’s primary goal is to deliver long-term sustainable and profitable growth.  In a year of slowing economic growth and considerable uncertainty in the Eurozone, 2012 was another decent year for Wolseley. Underpinning this were three main factors: better customer service by their business units, continued like-for-like revenue growth trends particularly in the USA and Canada, and their ongoing focus on operational efficiency which has delivered further improvements in the trading margin of 40 basis points, despite challenging markets.

In order to assess its development against its strategic and financial objectives during the year, Wolseley has used several Key Performance Indicators, as follows:

<strong>Gain market share</strong>
<ul>
	<li>% Like-for-like revenue growth</li>
	<li>% Net promoter score</li>
	<li>% Employee engagement</li>
</ul>
<strong>Expand gross margins</strong>
<ul>
	<li>% Gross margin</li>
</ul>
<strong>Improve productivity</strong>
<ul>
	<li>$ Labor costs</li>
	<li># Workdays lost per 100 employees</li>
</ul>
<strong>Improve returns and cash</strong>
<ul>
	<li>% Trading margin</li>
	<li>% Return on gross capital employed</li>
</ul>
&nbsp;

For each KPI the Group has established a definition, a visual representation of the results and a brief explanation about what has influenced the outcomes.

Performance is measured by different teams for each program component but performance is monitored across all CR (Corporate Responsibility) program components by the Group Risk and Sustainability team, according to each component’s specific objectives and targets. During 2012, internal audit teams have tested compliance with policy and adherence to procedures for a number of their program components, including health, safety and ethics programs. Where data is available, the Group compares its performance against industry standards.

In the current challenging business environment, Wolseley continues to take the actions the board believes necessary to remain competitive and gives prominence to different KPIs as the economic environment changes.

References:

1. Wolseley (2012), Annual report: Best customer service, every day, available at: <a href="http://annualreport2012.wolseleyplc.com/pdf/015237_Wolseley_AR12.pdf">http://annualreport2012.wolseleyplc.com/pdf/015237_Wolseley_AR12.pdf</a>]]></content:encoded>
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<wp:post_id>11038</wp:post_id>
<wp:post_date>2013-08-02 23:18:24</wp:post_date>
<wp:post_date_gmt>2013-08-02 12:18:24</wp:post_date_gmt>
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<title>KPIs used in the UK Offshore Oil and Gas Industry</title>
<link>http://www.smartkpis.com/blog/kpis-used-in-the-uk-offshore-oil-and-gas-industry/</link>
<pubDate>Mon, 05 Aug 2013 07:10:50 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Offshore Division]]></category>

		<category domain="tag" nicename="offshore-division"><![CDATA[Offshore Division]]></category>

		<category domain="tag"><![CDATA[Oil &amp; Gas KPIs]]></category>

		<category domain="tag" nicename="oil-gas-kpis"><![CDATA[Oil &amp; Gas KPIs]]></category>

		<category domain="tag"><![CDATA[Oil and Gas]]></category>

		<category domain="tag" nicename="oil-and-gas"><![CDATA[Oil and Gas]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11044</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The UK offshore oil and gas industry is regulated by the Offshore Division (OSD) of the Health and Safety Executive (HSE) of the United Kingdom. The regulator has emphasized the importance of the industry’s safety performance based on health and safety issues and activities that drive or affect industry performance.</p>
<p style="text-align: justify;">In order to properly monitor and prepare against major hazards and accidents the UK offshore oil and gas industry has set in place a major hazard KPI scheme. Originally implemented in 1992, the scheme has been significantly altered between 2004 and 2007 when HSE, under the heading of Key Programme 3 (KP3), conducted a focused sequence of Asset Integrity inspections.</p>
<p style="text-align: justify;">The findings of the inspections revealed that the industry did not have reliable key performance indicators (KPIs) implemented to measure asset integrity and provide guarantees regarding the effectiveness of major hazard management actions.</p>
<p style="text-align: justify;">A selection of technically proficient individuals was assembled from across the industry in order to identify proper asset integrity KPIs and create a functional industry-wide KPI scheme. Based on their proceedings and research, the industry implemented, in 2009, three KPIs that were to be measured by all companies activating in the industry:</p>

<ol style="text-align: justify;">
	<li>KPI-1: Hydrocarbon releases</li>
	<li>KPI-2: Verification non-compliance</li>
	<li>KPI-3: Safety-critical maintenance backlog</li>
</ol>
<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/OGUK-KPIs.jpg"><img class="size-full wp-image-11045 aligncenter" title="OGUK-KPIs" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/OGUK-KPIs.jpg" width="488" height="379" /><!--more--></a>In the last reporting period, the KPI scheme had 21 participating companies that provide data from over 80% of all UK offshore oil and gas industry installations. Data is submitted by the companies on a quarterly basis to the Oil &amp; Gas UK and the staff at the governmental institution prepares a report based on a range of indicators. Meetings are also held on a quarterly basis in order to review the gathered data. As a bonus, the companies involved in the process also used the reports in order to benchmark their performance against industry competitors based on industry KPIs.</p>
<p style="text-align: justify;">In order to access supplementary <a title="Oil and Gas KPIs" href="http://www.smartkpis.com/kpi/industries/resources/oil-and-gas/" target="_blank">Oil and Gas KPIs</a>, visit <a href="http://www.smartkpis.com" target="_blank">smartkpis.com</a> where you can find more than 60 KPIs for the industry.</p>
<p style="text-align: justify;">The most popular 25 Oil and Gas KPIs are assembled in the Top 25 Oil and Gas KPIs of 2011-2012 report, available at: <a href="http://store.kpiinstitute.org/top-25-oil-and-gas-kpis-of-2011-2012.html">http://store.kpiinstitute.org/top-25-oil-and-gas-kpis-of-2011-2012.html</a></p>
<p style="text-align: justify;">References:</p>

<ol style="text-align: justify;">
	<li>Oil &amp; Gas UK (2013), Health &amp; Safety report 2013, available at: <a href="http://www.oilandgasuk.co.uk/cmsfiles/modules/publications/pdfs/HS077.pdf">http://www.oilandgasuk.co.uk/cmsfiles/modules/publications/pdfs/HS077.pdf</a></li>
	<li style="text-align: justify;">Oil &amp; Gas UK (2012), Major hazard (asset integrity) key performance indicators in use in the UK offshore oil and gas industry, available at: <a href="http://www.csb.gov/assets/1/19/CSB_OGUK_Technical_Paper_July_2012.pdf">http://www.csb.gov/assets/1/19/CSB_OGUK_Technical_Paper_July_2012.pdf</a></li>
</ol>]]></content:encoded>
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<wp:post_id>11044</wp:post_id>
<wp:post_date>2013-08-05 18:10:50</wp:post_date>
<wp:post_date_gmt>2013-08-05 07:10:50</wp:post_date_gmt>
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<title>Making time your no.1 priority</title>
<link>http://www.smartkpis.com/blog/making-time-your-no-1-priority/</link>
<pubDate>Tue, 06 Aug 2013 09:45:51 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Time Management]]></category>

		<category domain="tag" nicename="time-management"><![CDATA[Time Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11050</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/business-time-management-concept-with-clock.jpg"><img class="aligncenter size-large wp-image-11051" title="business-time-management-concept-with-clock" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/business-time-management-concept-with-clock-1024x1024.jpg" width="368" height="368" /></a>Time seems to have run out of its “infinite resource” categorization. Once thought of as the one thing that has no ending, time is now a valuable finite resource that requires special management in order to ensure a good result in whatever projects we may be engaged in. Organizations are now growing in an extraordinary rhythm, following the economy and the rapid changes in all industries. As a result, executives of these organizations have come to believe that there are not enough hours in a day to achieve their to-do list for the day. There are tens of reasons for which managers have arrived to this conclusion and just as many solutions for the time management problem.</p>
<!--more-->In order to be able to establish a well-structured plan for time management in an organization, it is advisable to focus both on the organizational level and the individual level, seeing that the two are co-dependent and serve one another. It is just as important that the leaders in charge of managing time distribution and allocated assignments have a clear understanding of their “time budget” and also possess the tools and incentives to begin an effective time management program.

Studies show a staggering low number of executives that deem themselves as being very satisfied with the way they deal with time allocation. This significant state of discontent influences the work processes and the productivity, thus leading many companies towards failure. A smart management of time brings along a great deal of satisfaction for leaders and for employees as well. Looking at time as a limited amount helps one understand better the value of it and work harder on an accurate distribution of it. An analysis of priorities also comes as a useful activity in allocating hours to specific projects. Having someone in charge of controlling the time spent on meetings (both internal and external), on business travels, on discussions with customers and so on is preferred to just leaving it to individuals’ choice. The multiple failures registered up until now with various companies demonstrate the need for an internal culture of time management, above all other resources available.

In an article published on McKinsey&amp;Company, Aaron de Smet describes four types of executives who declare a state of dissatisfaction with their use of time. The categories are:
<ul>
	<li>The online junkie – is the type that spends more time in the office, and less on face to face meetings and on motivational talks with the employees. The communication channels he prefers are email and phone.</li>
	<li>The schmoozer – spends a lot of time outside the company, at meetings with partners and customers and is often quite hard to reach by fellow colleagues or employees. The communication channel mostly used: face to face, meetings with clients. A weak point of the schmoozer is the fact that he spends a small amount of time on strategy planning and thinking about future directions.</li>
	<li>The cheerleader – is good with employees – spends a lot of time inside the company, motivating the employees and working on existing plans and strategies. The communication channel preferred is face to face, internal meetings. A pain point of this type resides in the lack of external orientation, in the less new-strategy-oriented perspective.</li>
	<li>The firefighter – is the type that deals with emergencies, quite often postponing due meetings or projects to solve the most recent, unexpected issues. The communication channel mostly used is email and one of the pain point is the fact that he does not focus on direction setting, but instead on micromanagement. The firefighter spends most of his time alone, which is also an indicator of a low rate of personal contact with stakeholders.</li>
</ul>
A good worker of time should combine the four types in order to ensure the success of their business. Short-term projects are just as important as long-term projects and an executive should focus on both allocating time and roles to the appropriate employees. Respecting time is equally crucial when it comes to managing the distribution of assignments, as one has to make sure everyone is respecting their timetables and deadlines. All in all, the answer to time management issues appears to be balance. If combining the four types and making sure the shares are fairly equal, one can guarantee a good start in achieving a great deal of projects that seems unmanageable in the past.

References:

Bevins, F. and De Smet, A. (2013), Making time management the organization’s priority, McKinsey &amp; Company, available at: <a href="http://www.mckinsey.com/insights/organization/making_time_management_the_organizations_priority">http://www.mckinsey.com/insights/organization/making_time_management_the_organizations_priority</a>

Image source: <a href="http://www.projectmanager.com/">www.projectmanager.com</a>]]></content:encoded>
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<wp:post_id>11050</wp:post_id>
<wp:post_date>2013-08-06 20:45:51</wp:post_date>
<wp:post_date_gmt>2013-08-06 09:45:51</wp:post_date_gmt>
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<title>Interpretation goes beyond words at EU level </title>
<link>http://www.smartkpis.com/blog/interpretation-goes-beyond-words-at-eu-level/</link>
<pubDate>Wed, 07 Aug 2013 09:57:26 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[EU]]></category>

		<category domain="tag" nicename="eu"><![CDATA[EU]]></category>

		<category domain="tag"><![CDATA[European Commission]]></category>

		<category domain="tag" nicename="european-commission"><![CDATA[European Commission]]></category>

		<category domain="tag"><![CDATA[Information Technology]]></category>

		<category domain="tag" nicename="information-technology"><![CDATA[Information Technology]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[SCIC Management]]></category>

		<category domain="tag" nicename="scic-management-plan"><![CDATA[SCIC Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11055</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/scicnet_logo_en.jpg"><img class="aligncenter size-full wp-image-11056" title="scicnet_logo_en" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/scicnet_logo_en.jpg" width="510" height="140" /></a>
<h4><span style="font-weight: normal;">DG Interpretation, also known as SCIC (Service Commun Interprétation-Conférences) is the interpreting service and conference organizer of the European Commission, but the interpretation provided actually goes beyond the needs of the Commission, as it ‘serves’ the requests of several other bodies within the EU: the Council, the European Economic and Social Committee, the Committee of Regions, the European Investment Bank, as well as a number of European Offices and agencies in the Member States. The truth is there’s more here than meets the eye.</span></h4>
<h2><strong><!--more--><strong style="font-size: 13px;">Mission</strong></strong></h2>
Their mission is to support multilingual communication and to facilitate transparent, efficient and democratic EU-decision making by providing:
<ul>
	<li>quality conference interpreting services;</li>
	<li>support to interpreting programmes for interpreters, universities and students;</li>
	<li>an effective conference organization capability for Directorates General and departments of the Commission;</li>
	<li>technological solutions for multilingual communications and technical support to the Commission’s meetings and conference facilities.</li>
</ul>
<strong>Challenges the EU is facing in 2013</strong>

After receiving the Nobel Peace Prize in 2012, “for over six decades contributed to the advancement of peace and reconciliation, democracy and human rights in Europe”, 2013 is a crucial year for the EU. Besides the new challenges that the Union is facing on a global scale, it also has to:
<ul>
	<li>contribute more effectively to growth and job creation;</li>
	<li>improve short and long term competitiveness;</li>
	<li>foster genuine economic and monetary union;</li>
	<li>build tomorrow’s networks (telecommunications, energy, transport, digital networks);</li>
	<li>build a safe and secure Europe.</li>
</ul>
One may wonder what the interpreting service has to do with all this. Well, quality interpretation is essential for an effective decision making process. It goes without saying that the delegates from the member states do not speak the same language and therefore, interpretation is needed to ensure that the messages within the conferences are well transmitted and clearly understood.

<strong>SCIC Management plan (2013)</strong>

SCIC has divided its objectives into two main categories: for their core activities and for support activities.

The first category comprises specific objectives for <strong>operational activities</strong> that include:
<ul>
	<li>Quality Interpretation Services</li>
	<li>Training and support to the multilingual policy</li>
	<li>Technical and logistic support for multilingual events
<ul>
	<li>Meeting room infrastructure management</li>
	<li>Conference management systems</li>
</ul>
</li>
	<li>Conference organization</li>
</ul>
For the second, they established specific objectives for<strong> horizontal activities</strong> that are meant to help better organize their ‘main line of business’:
<ul>
	<li>Policy strategy and coordination
<ul>
	<li>Strategic planning</li>
	<li>Internal communication</li>
</ul>
</li>
	<li>Administrative support
<ul>
	<li>Financial Management</li>
	<li>HR management</li>
</ul>
</li>
</ul>
For our purposes, it would more useful to analyze the objectives for horizontal activities (although it would also be interesting to see the indicators and the targets they’ve set for the first category), which aim at providing enhanced support to SCIC’s core business. For better understanding these objectives, my next post (which will ‘appear’ on Monday, the 12<sup>th</sup> of August) will be reserved for this subject exclusively.

References

European Commission (2013), DG Interpretation Management Plan 2013, available at: <a href="http://ec.europa.eu/atwork/synthesis/amp/doc/scic_mp_en.pdf">http://ec.europa.eu/atwork/synthesis/amp/doc/scic_mp_en.pdf</a>]]></content:encoded>
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<wp:post_id>11055</wp:post_id>
<wp:post_date>2013-08-07 20:57:26</wp:post_date>
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<title>Measurement in education at the crossroads</title>
<link>http://www.smartkpis.com/blog/measurement-in-education-at-the-crossroads/</link>
<pubDate>Thu, 08 Aug 2013 08:45:04 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Canada]]></category>

		<category domain="tag" nicename="canada"><![CDATA[Canada]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Ontario Government]]></category>

		<category domain="tag" nicename="ontario-government"><![CDATA[Ontario Government]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11063</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">It turned into a clear sentiment in the last years, especially since measuring performance in any economy field became a souring concern both for managers and workforce, that education, as part of a living and healthy economy, needs to develop its own measuring and evaluation standards.</p>
<p style="text-align: center;"><strong><a style="font-weight: bold;" href="http://www.smartkpis.com/blog/wp-content/uploads/University-of-Essex.jpg"><img class="aligncenter  wp-image-11064" title="University of Essex" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/University-of-Essex.jpg" width="634" height="483" /></a></strong></p>
<!--more-->Should these performance standards follow the same economy rigor aligned to the same business performance indicators as in the case of any other company or organization operating in a specific profit-oriented business sector? Are there any particularities to be taken into account when measuring a school performance and which are the best practices in order to tackle a certain performance standard?

All this could be quantified into a plain question: <em>What would be a better way of evaluating teachers and school programs? </em>

<strong>Canadian Practice </strong>

&nbsp;

Back in 1998, the Ontario Government decided to boost the responsibility of colleges of applied arts and technology by measuring and rewarding their performance in meeting specific goals and outcomes. Both Govt. officials and college representatives debated over a series of KPI, meant to measure the college performance, as follows:
<ul>
	<li>graduate employment</li>
	<li>graduate satisfaction</li>
	<li>employer satisfaction</li>
	<li>student satisfaction</li>
	<li>graduation rate</li>
</ul>
&nbsp;

<strong>Georgian College Performance Indicators </strong>
<h3><strong>Key Performance Indicators (KPI)</strong></h3>
Key Performance Indicators (KPI) are a province-wide accountability tool established by the Ontario government in 1998. KPI surveys are conducted annually by an independent body on behalf of the Ontario Ministry of Training, Colleges and Universities and the colleges’ umbrella group, Colleges Ontario.

<strong>KPI Results (2012-2013 reporting year)</strong><strong> </strong>
<ul>
	<li>Graduate Employment 88.1%</li>
	<li>Graduate Satisfaction 81.6%</li>
	<li>Employer Satisfaction 93.3%</li>
	<li>Student Satisfaction 78.8%</li>
	<li><strong>· </strong>Graduation Rate 63%<strong> </strong></li>
</ul>
<strong>Provincial Results</strong>
<ul>
	<li>Graduate Employment 83.6%</li>
	<li>Graduate Satisfaction 80%</li>
	<li>Employer Satisfaction 93.4%</li>
	<li>Student Satisfaction 77.1%</li>
	<li>Graduation Rate 64.8%</li>
</ul>
Key KPI findings include:
<ul>
	<li>The graduate employment rate was 88.1 per cent at Georgian, the fourth highest score in the province (83.6 per cent provincial average)</li>
	<li>Graduate satisfaction with the usefulness of their college education was 81.6 per cent at Georgian (80 per cent provincial average)</li>
	<li>Student satisfaction with the overall quality of services, programming and resources was 78.8 per cent at Georgian (77.1 per cent provincial average)</li>
	<li>Employer satisfaction with the quality of the educational preparation of college graduates was 93.3 per cent at Georgian (93.4 per cent provincial average)</li>
</ul>
<strong>European practice </strong>

&nbsp;

Miles away, on the Old Continent, The University of Essex, a British campus university located near the town of Colchester, UK prepared a set of KPIs, enrolled within the institution’s strategy from 2009-10 to 2013-2014. As mentioned within the official documents of the University, the strategic plan is designed around an ambitious program of investment in order to enhance the international reputation and the global impact of this institution.

The set of KPIs has been grouped in 10 major clusters, broken down into 42 specific indicators against which University performance is measured.

<strong>The top five from the Vision</strong>
<ul>
	<li>Research</li>
	<li><a href="http://www.essex.ac.uk/about/strategy_and_vision/kpi/kpi2.aspx">Student Experience</a></li>
	<li><a href="http://www.essex.ac.uk/about/strategy_and_vision/kpi/kpi3.aspx">Knowledge Exchange</a></li>
	<li><a href="http://www.essex.ac.uk/about/strategy_and_vision/kpi/kpi4.aspx">Global</a></li>
	<li><a href="http://www.essex.ac.uk/about/strategy_and_vision/kpi/kpi5.aspx">Finance</a></li>
</ul>
<strong>Supplementary KPIs</strong>
<ul>
	<li><a href="http://www.essex.ac.uk/about/strategy_and_vision/kpi/kpi6.aspx">Facilities</a></li>
	<li><a href="http://www.essex.ac.uk/about/strategy_and_vision/kpi/kpi7.aspx">Expanding Opportunities</a></li>
	<li><a href="http://www.essex.ac.uk/about/strategy_and_vision/kpi/kpi8.aspx">Staff</a></li>
	<li><a href="http://www.essex.ac.uk/about/strategy_and_vision/kpi/kpi9.aspx">Management and Governance</a></li>
	<li><a href="http://www.essex.ac.uk/about/strategy_and_vision/kpi/kpi10.aspx">Regional</a></li>
</ul>
For instance, the performance indicators for Student Experience section looks like:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/1.png"><img class="aligncenter size-full wp-image-11065" title="1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/1.png" width="640" height="504" /></a></p>
Performance measuring differ from one institution to another and, the more detailed is the data comprised in performance charts and the more customized are the measuring tools, the better. Educational data may differ from regular performance indicators applied for marketable companies but, in the same time, the aim points to the same objective, to trigger investments (budget and private) and to boost the reputation to a targeted scale.

In order to access supplementary <a href="http://www.smartkpis.com/kpi/industries/education-training/">Education &amp; Training KPIs</a>, visit <a href="http://www.smartkpis.com/" target="_blank">smartkpis.com</a> where you can find more than 400 KPIs for Academic, College and Universities.
<p style="text-align: left;">Also, you can find <strong>Top 25 Academic Education KPIs of 2011-2012 report</strong>, available at: <a href="http://store.kpiinstitute.org/top-25-academic-education-kpis-of-2011-2012.html">http://store.kpiinstitute.org/top-25-academic-education-kpis-of-2011-2012.html</a></p>
<p style="text-align: left;">References:</p>
<p style="text-align: left;">College System KPI information, available at: <a title="Colleges Ontario KPI rates" href="http://www.collegesontario.org/outcomes/key-performance-indicators.html" target="_blank">collegesontario.org/outcomes/key-performance-indicators.html</a></p>
<p style="text-align: left;">The University of Essex’s <a href="http://www.essex.ac.uk/about/strategy_and_vision/strategicplan.pdf">Strategic Plan download</a> (.pdf). This document contains the text/information as agreed by Council in November 2009, and is the version submitted to HEFCE available at: <a href="http://www.essex.ac.uk/about/strategy_and_vision/kpi/kpi2.aspx">http://www.essex.ac.uk/about/strategy_and_vision/kpi/kpi2.aspx</a></p>
<p style="text-align: left;">Image source: University of Essex, public media database, available at: <a href="http://www.essex.ac.uk/news_and_events/media/default.aspx">http://www.essex.ac.uk/news_and_events/media/default.aspx</a></p>]]></content:encoded>
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<wp:post_id>11063</wp:post_id>
<wp:post_date>2013-08-08 19:45:04</wp:post_date>
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<title>Interpretation goes beyond words at EU level (Part two)</title>
<link>http://www.smartkpis.com/blog/interpretation-goes-beyond-words-at-eu-level-part-two/</link>
<pubDate>Mon, 12 Aug 2013 10:06:13 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[DG]]></category>

		<category domain="tag" nicename="dg"><![CDATA[DG]]></category>

		<category domain="tag"><![CDATA[EU]]></category>

		<category domain="tag" nicename="eu"><![CDATA[EU]]></category>

		<category domain="tag"><![CDATA[European Commission]]></category>

		<category domain="tag" nicename="european-commission"><![CDATA[European Commission]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Information Technology]]></category>

		<category domain="tag" nicename="information-technology"><![CDATA[Information Technology]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[SCIC Management]]></category>

		<category domain="tag" nicename="scic-management-plan"><![CDATA[SCIC Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11074</guid>
<description></description>
<content:encoded><![CDATA[<strong>SCIC Management plan for horizontal activities</strong>

As promised, it is time to look at the specific objectives for ‘horizontal’ activities, which are framed in a multi annual perspective, aiming at supporting SCIC’s core activities.

They are divided, at their turn, in two categories:
<h2><!--more--><strong style="font-size: 13px;">1. Policy strategy and coordination</strong></h2>
Comprising <strong>Strategic planning</strong> and <strong>Internal communication</strong>, it defines the policy, preparation and implementation of SCIC’s mission, while trying to fit the time scale laid out. So, this activity aims at promoting the development of a strategic and administrative culture within the DG, supporting different means of information, communication, awareness raising and dialogue with decision makers as well as with other key stakeholders.

Indicators used:
<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Result-indicators_1.png"><img class="aligncenter size-full wp-image-11075" title="Result indicators_1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Result-indicators_1.png" width="540" height="377" /></a></p>

<h3><strong>Strategic planning</strong></h3>
This function, designed to ensure that SCIC’s activities are aligned to the Commission’s priorities, well prepared and have enough resources allocated, mainly consists of translating the Commission’s work program intro operational objectives and resource allocation in the Annual Management plan. To support the strategic planning, it has developed a comprehensive report system (SCICView), allowing to monitor in real time all the relevant DG levels, from operational statistics to key performance indicators geared towards senior management.

E.g.: <em>To automate the monitoring of the indicators set out in the Management plan:</em>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/table_2.png"><img class="aligncenter size-full wp-image-11076" title="table_2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/table_2.png" width="584" height="123" /></a></p>

<h3><strong>Internal Communication</strong></h3>
Most of the interpreters do not have an office and they change their work location every day, depending on the conferences and the needed languages. Therefore, their only contact with the administrative structure is via electronic media, particularly SCICnet and SCIC intranet, which delivers information and offers access to many IT tools and applications that are crucial for the interpreters’ daily work. 3 strategic internal communication objectives have been set in place:

<strong>- </strong><strong>“Better Communication tools”</strong>

<strong>- </strong><strong>“One service”</strong>

<strong>- </strong><strong>“Improving information exchange”</strong>

In order to measure how effective these actions are, a new one has been established for 2013: monitoring the access frequency on the home page of SCICnet, where key information about the DG is published. Mainly, they are looking to increase the access which could be an indicator of improved staff engagement.
<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Table_3.png"><img class="aligncenter size-large wp-image-11077" title="Table_3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Table_3-1024x453.png" width="614" height="272" /></a><strong></strong></p>
<strong>2. Administrative support</strong>

This activity covers a set of functions that are designed to provide high quality administrative support, advice, assistance, control and monitoring of resources used by SCIC,
<h3><strong>ICT Management</strong></h3>
The ICT Management function is meant to improve IT Governance by creating a unit that is responsible for steering IT Governance in the DG and the system owners, correspondents and IT management committees and meetings.

It accounts for 3 main activities:
<ul>
	<li>Advising management on the IT strategy and IT-related decisions</li>
	<li>Ensuring that the DG's Information systems and infrastructure are reliable</li>
	<li>Developing and maintaining the information systems that support the interpretation and meeting organization</li>
</ul>
Priorities for 2013:
<ul>
	<li>Continuing with the streamlining and rationalization of the DG's application portfolio, in line with the Commission guidelines</li>
	<li>Preparing the implementation of ITIC, that is due 2013</li>
	<li>Preparing a "mobile web" strategy and launching the first application fit for it</li>
	<li>Improving the corporate system used for the management of meeting bookings</li>
</ul>
E.g: <em> Recovery Point Objective (RPO) and Recovery history of data are in line with the business requirements (Maximum Tolerable Period of Disruption of SCIC critical activities):</em>
<p style="text-align: center;"><em><a href="http://www.smartkpis.com/blog/wp-content/uploads/Table_4.png"><img class="aligncenter size-full wp-image-11079" title="Table_4" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Table_4.png" width="605" height="134" /></a></em></p>

<h3><strong>Financial Management</strong></h3>
It deals with planning, monitoring and reporting on the use of financial resources, while also verifying the regularity of the financial transactions.

E.g.: <em>To ensure that the revenue deriving from the interpretation delivered to SLA clients is collected within a reasonable delay.</em>
<p style="text-align: justify;"><em><a href="http://www.smartkpis.com/blog/wp-content/uploads/Table_51.png"><img class="aligncenter size-full wp-image-11080" title="Table_5" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Table_51.png" width="602" height="129" /></a></em></p>

<h3><strong>HR Management</strong></h3>
The main objective is to provide a high quality service for the DG, by ensuring an effective and correct implementation of the human resources programs relating to employment conditions, career and personal development. Also, it makes sure that proper actions are taken so that the right resources are allocated in the right place at the right time.

E.g.:  <em>To ensure a stable and balanced gender representation at middle management level:</em>
<p style="text-align: center;"><em> <a href="http://www.smartkpis.com/blog/wp-content/uploads/Table_6.png"><img class="aligncenter size-full wp-image-11081" title="Table_6" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Table_6.png" width="604" height="142" /></a></em></p>
<em> To ensure that new officials are aware of their obligations in the field of ethics:</em>
<p style="text-align: justify;"><em><a href="http://www.smartkpis.com/blog/wp-content/uploads/Table_7.png"><img class="aligncenter size-full wp-image-11082" title="Table_7" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Table_7.png" width="612" height="178" /></a></em></p>
Looking forward to see the whether they have achieved their objectives at the end of the year and also, the next management plan.

References:
<p style="text-align: left;">European Commission (2013), DG Interpretation Management Plan 2013, available at: <a href="http://ec.europa.eu/atwork/synthesis/amp/doc/scic_mp_en.pdf">http://ec.europa.eu/atwork/synthesis/amp/doc/scic_mp_en.pdf</a></p>]]></content:encoded>
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<wp:post_id>11074</wp:post_id>
<wp:post_date>2013-08-12 21:06:13</wp:post_date>
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<title>Construction KPIs</title>
<link>http://www.smartkpis.com/blog/construction-kpis/</link>
<pubDate>Tue, 13 Aug 2013 10:35:49 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Constructions &amp; Capital Works]]></category>

		<category domain="tag" nicename="constructions-capital-works"><![CDATA[Constructions &amp; Capital Works]]></category>

		<category domain="tag"><![CDATA[Glenigan]]></category>

		<category domain="tag" nicename="glenigan"><![CDATA[Glenigan]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11095</guid>
<description></description>
<content:encoded><![CDATA[The construction industry has been one of the most affected economic sectors by the 2008 financial crisis in many countries. As profitability of this business was seriously damaged, monitoring closely the evolution of the sector is important in order to improve the performance and revive the industry. Despite the challenges the industry had to face, some construction KPIs registered positive evolutions during 2012, according to the UK Industry Performance Report, performed by Glenigan.

Glenigan is the UK’s leading provider of construction project leads and industry analysis. In its studies, relevant KPIs for the construction industry are presented and analyzed on a 10 year basis.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Construction-KPIs.png"><img class="aligncenter size-full wp-image-11096" title="Construction KPIs" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Construction-KPIs.png" width="624" height="426" /></a>
<p style="text-align: center;"><em>Source: Glenigan (2012), 2012 UK industry performance report, available at: <a href="http://www.glenigan.com/email-marketing/construction-kpi-report-2012">http://www.glenigan.com/email-marketing/construction-kpi-report-2012</a></em></p>
<!--more-->We can see that KPIs are clustered in 6 areas of interest for this business, like: customer satisfaction, contractor satisfaction, quality, costs, time and profitability/ productivity<em>.</em> Positive trends in 2012 were registered for contractor satisfaction and productivity. The 10 year evolution, might have been slowed down by the crisis, but considerable progress has been made since 2003.

Deciding upon the list of KPIs to measure and monitor is a difficult decision, as there is always the trap of focusing on performance indicators that are more accessible, even if they are not the most relevant.

In the process of documenting KPIs internal sources of information can be used like input form managers, front line employees, the board, strategic plans or operational reports.

External sources that can be reviewed refer to studies, like the one presented above, annual reports or online catalogues. A valuable resource to be used is <a href="http://www.smartkpis.com/">smartkpis.com</a>, an online platform reaching more than 20,000 KPI examples, from 15 functional areas and 26 industries.

The most popular Construction KPIs on <a href="http://www.smartkpis.com/">smartkpis.com</a> are:
<ol>
	<li>% Construction cost in use</li>
	<li>% Order value variance from original contract value</li>
	<li># General construction contractors</li>
	<li># Time to rectify defects</li>
	<li>% Cost predictability</li>
	<li>% Quality control tests passed</li>
	<li># Accident prediction techniques in place</li>
	<li># Requests for time extension submitted</li>
	<li>% Predictability of the construction project profit</li>
	<li>% Time predictability at construction due to project manager change orders</li>
</ol>
The popularity of the KPIs is based on the number of views they receive within the smartKPIs.com community. The top 10 KPIs illustrates that, in practice, managers are interested in monitoring costs, profitability, quality, time and safety in the construction industry.

For more details about Construction KPIs visit:  <a href="http://www.smartkpis.com/kpi/industries/construction-capital-works/construction-of-buildings/">http://www.smartkpis.com/kpi/industries/construction-capital-works/construction-of-buildings/</a>

References:
<ul>
	<li>smartKPIs.com (2013), Construction of buildings, available at: <a href="http://www.smartkpis.com/kpi/industries/construction-capital-works/construction-of-buildings/">http://www.smartkpis.com/kpi/industries/construction-capital-works/construction-of-buildings/</a></li>
	<li>Glenigan (2012), 2012 UK industry performance report, available at: <a href="http://www.glenigan.com/email-marketing/construction-kpi-report-2012">http://www.glenigan.com/email-marketing/construction-kpi-report-2012</a></li>
</ul>]]></content:encoded>
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<title>Management and organizational processes</title>
<link>http://www.smartkpis.com/blog/management-and-organizational-processes/</link>
<pubDate>Wed, 14 Aug 2013 09:53:20 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Charles Beck]]></category>

		<category domain="tag" nicename="charles-beck"><![CDATA[Charles Beck]]></category>

		<category domain="tag"><![CDATA[Communication]]></category>

		<category domain="tag" nicename="communication"><![CDATA[Communication]]></category>

		<category domain="tag"><![CDATA[Gary Schornack]]></category>

		<category domain="tag" nicename="gary-schornack"><![CDATA[Gary Schornack]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Theory]]></category>

		<category domain="tag" nicename="theory"><![CDATA[Theory]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11104</guid>
<description></description>
<content:encoded><![CDATA[All organizations are based on the same ground principle: communication. In order to master the art of communication in the business world, it is necessary to possess knowledge regarding the various processes that help the communication flow within the company and that are based on this concept at the same time. Communication in organizations may be defined as a frame for other organizational processes, including leadership, teamwork, organizational activities and management.

What organizations do is integrate inputs into processes in order to produce services and products that qualify as outputs. This system is named by Charles Beck the Basic Systems Model. The figure represents the system:

<a href="http://www.smartkpis.com/blog/wp-content/uploads/figure-1.png"><img class="aligncenter size-full wp-image-11105" title="figure 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/figure-1.png" width="509" height="302" /></a>
<ul>
	<li><!--more-->What is interesting to see is the fact that feedback holds an important position in the scheme, that of flowing back into the system, as a part of integration and also as new input. This general description successfully applies to human processes like communication and management functions within organizations. Feedback may be given for a near term or for long term, depending on the specific requirements of a certain project.</li>
	<li>Input in this model implies a series of factors such as language and culture of individuals, their background knowledge and abilities, raw materials and equipment and also the legislation and norms system of the society.</li>
	<li>As part of the integration part in the system we find individuals, organizational structure, technology and last but not least communication patterns. From the point of view of the organizational level, integration comprises the type, size, complexity and expertise of the organization’s members.</li>
	<li>In regards to the output, we mention as elements included ideas, goods, services and also knowledge and information.</li>
</ul>
Another process model that we find useful to take a glance at is the management process model, also illustrated by Charles Beck, in his work, <em>Managerial Communication: Bridging Theory and Practice. </em>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/figure-3.png"><img class="aligncenter size-full wp-image-11106" title="figure 3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/figure-3.png" width="694" height="473" /></a>

As to the general belief that communication underlies other organizational processes, we may observe how four of them interrelate: the traditional functions of management, the process of leadership, the process of teamwork, and the traditional functions of organizations. The model emphasizes the four functions in the management process: planning, organizing, directing and motivating.
<ul>
	<li>Organizing addresses matters such as staff, physical space, hardware, workflow relationships and supervisory relationships.</li>
	<li>Planning and organizing establish the structure of and organization.</li>
	<li>Directing deals with daily activities.</li>
	<li>Motivation has to do with what triggers the results of employees. Targets may be met, in which case the employees have the right reasons to feel motivated, or they can be exceeded, which may account for an exceptional motivation or in some cases, an inexact understanding of the process. Targets can also fail to be met, in this case the reasons are multiple: poor organizational structure, incomplete training or insufficient effort.</li>
</ul>
In all cases, communication forms a strong basis, on which organizations found their everyday operations and long term projects.

The article that stands as a source to this post describes 7 models that occur in organizations. Feel free to go through the article and, as an exercise, try to identify the models that work in your organization.

Resource:

Beck, C. E. and Schornack, G. R. (n.d.) Management and organizational processes: An underlying rhetorical model, available at: <a href="http://userwww.sfsu.edu/ibec/papers/43.pdf">http://userwww.sfsu.edu/ibec/papers/43.pdf</a>

Figures source: Beck, C. E., (1999) Managerial Communication: Bridging Theory and Practice. Upper Saddle River, NJ: Prentice Hall.]]></content:encoded>
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<title>The Shanghai Academic Ranking of World Universities 2013</title>
<link>http://www.smartkpis.com/blog/the-shanghai-academic-ranking-of-world-universities-2013/</link>
<pubDate>Tue, 20 Aug 2013 10:55:58 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[The Academic Ranking of World Universities]]></category>

		<category domain="tag" nicename="the-academic-ranking-of-world-universities"><![CDATA[The Academic Ranking of World Universities]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11110</guid>
<description></description>
<content:encoded><![CDATA[The Academic Ranking of World Universities (ARWU) is carried out by researchers at the Center for World-Class Universities of Shanghai Jiao Tong University (CWCU). The Center focuses on the study of world-class universities, delivering an annual database of main universities in the world, also providing consultation for government and universities.

<strong><!--more-->Methodology</strong>

The methodology used by the Shanghai ranking has been contested and submitted to criticism for years. The reason why this is happening is the criteria used for acknowledging the universities and placing them in top 500: the privilege is given to research, leaving the performance in teaching aside. The selection of universities is based on criteria such as number of Nobel Laureates, Field Medalists (the Nobel of Mathematics), Highly Cited Researchers and published papers in <em>Nature</em> or <em>Science</em>, both Anglo-Saxon magazines. Moreover, the ranking includes universities whose scholars have provided a significant amount of papers to be indexed by Science Citation Index-Expanded (SCIE) and Social Science Citation Index (SSCI).

<strong>Ranking criteria and Weights</strong>

The indicators used to rank universities are based on academic and research performance. For each indicator, a score of 100 is assigned to the highest scoring institution, and the calculation for the other institutions is performed as a percentage of the top score. Data distribution for each indicator is examined to check possible distorting effects and every indicator is adjusted by using standard statistical techniques.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Capture1.png"><img class="aligncenter size-full wp-image-11111" title="Capture" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Capture1.png" width="620" height="323" /></a></p>
<strong>Indicators</strong>

The indicators used in the Shanghai ranking are the following:
<ul>
	<li>Alumni – (criterion: Quality of Education). The total number of the alumni that have won Nobel Prizes and Fields Medals. Different weights are set in accordance with the periods of obtaining degrees. Therefore, the weight is 100% for alumni who obtained degrees in 2001-2010, 90% for alumni obtaining degrees in 1991-2000, and so on until reaching the minimum of 10% which is given for alumni that have obtained degrees in 1911-1920. More degrees obtained by the same person does not account for more than one consideration in the ranking.</li>
</ul>
<ul>
	<li>Award – (criterion: Quality of Faculty). The total number of the staff of an institution winning Nobel Prizes in Physics, Chemistry, Medicine and Economics and Fields Medal in Mathematics. Weights are assigned in the same way as for the first indicator, according to time periods of winning the awards. In this respect, we have the weight of 100 % assigned to winners after 2011, 90% to winners in 2001-2010 and so on. If a winner is affiliated with more than one institution, each institution will receive the reciprocal of the number of institutions.  If a Nobel Prize is shared by more than one person, weights are set according to the proportions of the prize for each person.</li>
</ul>
<ul>
	<li>HiCi – (criterion: Quality of Faculty). The total number of Highly Cited Researchers in 21 subject categories. If more than one affiliation exists for a Highly Cited Researcher, he/she is asked to estimate the weights for each affiliation. For researchers who do not provide an answer, the weights are calculated as following: 84% is given to the first affiliation and the rest of 16% is shared equally by the other affiliations (84% = average weight of the first affiliations for the researchers who answered).</li>
</ul>
<ul>
	<li>N &amp; S – (criterion: Research output). Total number of papers published in <em>Nature</em> and <em>Science</em> in 2008-2012. The ranking takes into consideration only publications of “Article” and “Proceedings Paper” types.</li>
</ul>
<ul>
	<li>PUB – (criterion: Research output). Total number of publications included in Science Citation Index-Expanded (SCIE) and Social Science Citation Index (SSCI) in 2012. The publications are taken into account under the same criterion as above. A special weight of two has been introduced for papers that are indexed in SSCI.</li>
</ul>
<ul>
	<li>PCP – (criterion: Per Capita Performance). Defined as the weighted scores of the other five indicators divided by the number of full-time equivalent academic staff.</li>
</ul>
Having set the indicators and measured weights, the top 500 has been finalized. The results show Harvard University on the first place, setting the trend for American universities in the top. In top 20, only 2 countries have entered, the rest of 17 positions being dominated by American institutions: UK with University of Cambridge on 5<sup>th</sup> place and University of Oxford on the 10<sup>th</sup> and Switzerland on the 20<sup>th</sup> place with Swiss Federal Institute of Technology Zurich. Top 3 countries with the biggest number of positions occupied in top 500 world-class universities are:
<ul>
	<li>USA – 146 institutions</li>
	<li>Great Britain – 37 institutions, on the same position as Germany – 37 institutions</li>
	<li>China – 34 institutions</li>
</ul>
The Shanghai Academic Ranking of World Universities is widely submitted to criticism and in some respects, disbelief, due to the methodology used. Several pieces of analysis have been conducted to verify the accuracy of the ranking, and results have shown in many cases that the indicators used are not relevant and that the methodology does not lack several major problems. Nevertheless, this is the most viewed top in the world, whether it is for approval, reference or criticism.

Reference:

Shanghai Ranking Consultancy (2013), Academic Ranking of world universities 2013, available at: <a href="http://www.shanghairanking.com/ARWU2013.html">http://www.shanghairanking.com/ARWU2013.html</a>

Image source: <a href="http://www.shanghairanking.com/ARWU-Methodology-2013.html">http://www.shanghairanking.com/ARWU-Methodology-2013.html</a>]]></content:encoded>
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<title>Do you have a second passport? Visa restrictions, an important tool in today’s globalized world</title>
<link>http://www.smartkpis.com/blog/do-you-have-a-second-passport-visa-restrictions-an-important-tool-in-today%e2%80%99s-globalized-world/</link>
<pubDate>Tue, 20 Aug 2013 11:53:23 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Personal performance]]></category>

		<category domain="category" nicename="personal-performance"><![CDATA[Personal performance]]></category>

		<category domain="tag"><![CDATA[Antigua and Barbuda]]></category>

		<category domain="tag" nicename="antigua-and-barbuda"><![CDATA[Antigua and Barbuda]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Austria]]></category>

		<category domain="tag" nicename="austria"><![CDATA[Austria]]></category>

		<category domain="tag"><![CDATA[Hong Kong]]></category>

		<category domain="tag" nicename="hong-kong"><![CDATA[Hong Kong]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Singapore]]></category>

		<category domain="tag" nicename="singapore"><![CDATA[Singapore]]></category>

		<category domain="tag"><![CDATA[St. Kitts and Nevis]]></category>

		<category domain="tag" nicename="st-kitts-and-nevis"><![CDATA[St. Kitts and Nevis]]></category>

		<category domain="tag"><![CDATA[Visa]]></category>

		<category domain="tag" nicename="visa"><![CDATA[Visa]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11115</guid>
<description></description>
<content:encoded><![CDATA[Before you travel abroad, it might be useful to find out whether the country you are travelling to or the transit countries require a visa or not. Otherwise, you might find yourself forced to come back.
<p style="text-align: center;"><strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/do-you-have-a-second-passport-.jpg"><img class="aligncenter" title="Presenting four British passports at the airport" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/do-you-have-a-second-passport-.jpg" width="634" height="482" /></a></strong></p>

<h2><strong><!--more-->What is a visa?</strong></h2>
A visa can be very simply defined as an official authorization appended to a passport, permitting entry into and travel within a particular country or region. Thus, governments can control the movement of foreign nationals across borders, as a visa is a standard requirement for most countries as certain non-nationals want to enter their territory.

People should know that a visa does not necessarily guarantee entry to a country; it basically indicates that a consular officer of the country they wish to enter has reviewed their passport and visa application and considered that they are eligible. A visa allows people to travel to the destination, but only as far as the port of entry goes, whether it is an airport, seaport or land border crossing. Only then the immigration officer decides if a person enters or not that specific country.

Visa requirements (or the lack thereof) can also indicate the relationships between individual nations and the status of a country within the international community.
<h2><strong>Henley &amp; Partners Visa Restrictions Index</strong></h2>
The Henley &amp; Partners Visa Restrictions Index represents a global ranking of countries based on the travel freedom for their citizens. Henley &amp; Partners, the global leader in international residence and citizenship planning, has monitored and analyzed visa regulations for many years, and as a result, it has been publishing the Restrictions Index since 2006, in collaboration with IATA. To compile the index, the unique global ranking methodology by Henley &amp; Partners is applied to data provided by IATA´s Timatic passport and visa information database.
<h2><strong>Global Ranking 2013</strong></h2>
The global ranking reflects the international freedom of travel for the passport holders of various nations, as well as the international relations and status of individual countries relative to others. An index score of 173 means that a Finland passport holder, for instance, can travel to 173 countries without a visa. The first five countries in the ranking can be seen below:

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Rank.png"><img class="aligncenter size-full wp-image-11122" title="Rank" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Rank.png" width="449" height="501" /></a>

*Number of countries and territories which can be entered without a visa by a citizen of the respective country
<h2><strong>Performance management and visa restrictions</strong></h2>
One may wonder what these two aspects have in common. Well, if, for instance, you are the head of a multinational company with headquarters in a European country, say France, you might encounter difficulties in bringing in a foreigner from Egypt, in case you need him as speaker for a conference. Both of you actually would have to go through a lot ‘steps’: standing in enormous queues to obtain embassy forms, filling them in (some requiring essay answers), medical examinations at specific doctors and further papers to be signed by the doctor (plus medical expenses). Moreover, it takes weeks for the application to be processed. So, you spend valuable time and money because of administrative issues. And in terms of performance management, that is not very…effective, nor efficient. But what would the alternative be? It would be much easier if he were…Austrian, for example.

And in exchange of $10 million, he could be. According to Henley &amp; Partners, a direct investment of that amount of money, and for "rendering exceptional services in the interest of the Republic", according to an Austrian government website, one can obtain an Austrian passport.

But Austria is not the only country in the world where new citizenship can be bought. Only for $100 000, you could buy citizenship on island of Dominica (a tropical Caribbean island, not to be confused with the Dominican Republic). Of course, applicants must be of ‘outstanding character’, ‘wait at least eight weeks for approval’ and ‘have a basic level’ of English, according to Dominica’s official website.
<h2><strong>Countries that sell citizenship</strong></h2>
Most countries have provisions that allow the government to offer citizenship in return to major contributions to society, culture, economy etc. However, this happens quite rarely.

There are some countries that have special programs set in place, specifically designed in order to attract new citizens. In exchange of investments, of course. These ‘actions’ are known as Citizenship-by-Investment Programs. Here are some examples of countries that use these programs:
<h3><strong>St. Kitts and Nevis </strong><strong>(</strong>smallest nation in all of the Americas, island federation)<strong> </strong></h3>
<strong>Investment:</strong> $250 000 to the country’s Sugar Industry Diversification Foundation or $400 000 in real estate

<strong>Benefits:</strong>
<ul>
	<li>no personal income tax;</li>
	<li>allowance for multiple citizenship.</li>
	<li>visa-free access to 130 countries and territories.</li>
</ul>
<h3><strong>Dominica</strong></h3>
<strong>Investment: </strong>deposit of $100 0000 to the National Bank of Dominica. This investment amount doubles for a family of four.

<strong>Benefits:</strong>
<ul>
	<li>visa free access to 85 countries;</li>
	<li>Bonus: investors can stay in their home country for the mandatory interview <a href="http://dominica.gov.dm/services/how-do-i-apply-for-economic-citizenship-of-the-commonwealth-of-dominica" target="_blank">provided they foot the bill for three members of the interview panel</a> to fly to them -- the full cost of hotel, airfare, an unspecified per diem and an additional $3,000.</li>
</ul>
<h3><strong>Antigua and Barbuda</strong> (Caribbean island nation) – although not official yet, the program is supposed to start this August</h3>
<strong>Investment:</strong> $200 000 donation to National fund or $400 000 investment in real estate or $1.5 million investment.

<strong>Benefits:</strong>
<ul>
	<li>visa free travel to 120 countries;</li>
	<li>including EU Schengen countries, UK, Canada and Ireland;</li>
	<li>lifetime citizenship;</li>
	<li>easy second passport for travel;</li>
	<li>free movement in the Caribbean CARICOM countries.</li>
</ul>
<h3><strong>Austria</strong> – the only EU country where citizenship investment is possible</h3>
<strong>Investment:</strong> "rendering exceptional services in the interest of the Republic" - $10 million

<strong>Benefits:</strong>
<ul>
	<li>26 countries sharing common border;</li>
	<li>visa free access to 160 countries around the globe.</li>
</ul>
<h3>Hong Kong</h3>
Not citizenship by investment, but residency-by-investment.

<strong>Investment:</strong> $1.3 million

<strong>Benefits:</strong>
<ul>
	<li>residency rights;</li>
	<li>15% tax rate;</li>
	<li>possibility to buy stocks in companies listed in the Hong Kong Stock Exchange;</li>
	<li>debt securities in airport or railways companies;</li>
	<li>public health care system – only 13$ for residents, as opposed to $ 150 for non-residents;</li>
	<li>permanent residents get money back from the government – almost $770.</li>
</ul>
<h3><strong>Singapore </strong>– a bit complicated to become a permanent resident</h3>
Conditions:
<ul>
	<li>a three-year track record of business and entrepreneurial experience;</li>
	<li>prove past profitability - annual revenues of some $160 million in real estate and construction-related industries or revenues of about $40 million for all other industries, including pharmaceuticals and manufacturing.</li>
</ul>
<strong>Investment:</strong> $ 2 million

<strong>Benefits:</strong>
<ul>
	<li>low taxes;</li>
	<li>health care subsidies (ranging from 15% to 75%);</li>
	<li>education subsidies for children, child care subsidies and tax deferrals.</li>
</ul>
Cons for permanent residency:
<ul>
	<li>mandatory military service for second-generation males;</li>
	<li>censorship of press freedoms;</li>
	<li><a href="http://edition.cnn.com/2013/06/24/world/asia/malaysia-haze/index.html">seasonal smog blankets from Indonesian forest fires</a>.</li>
</ul>
<h3><strong>Australia</strong></h3>
<strong>Investment:</strong> $4.7 million in government bonds, infrastructure projects or private companies.

<strong>Benefits</strong>
<ul>
	<li>Investor visa is ensured (only in 3 months):</li>
	<li>Permanent residency (after four years)</li>
	<li>Free health care</li>
	<li>Visa-free access to more than 160 countries</li>
	<li>Melbourne – most livable city in 2012</li>
</ul>
Cons:
<ul>
	<li>45% personal income tax rate</li>
	<li>Sydney and Melbourne – two of world’s five most expensive cities to live in</li>
</ul>
If you are not happy with what your country offers you, you can always go ‘shopping’ for another one. Presuming you afford and are willing to make major investments.

References:
<p style="text-align: left;">Henley&amp;Partners, International Visa Restrictions, available at: <a href="https://www.henleyglobal.com/citizenship/visa-restrictions/">https://www.henleyglobal.com/citizenship/visa-restrictions/</a></p>
<p style="text-align: left;">Henley&amp;Partners, Global Ranking Index 2013, available at: <a href="https://www.henleyglobal.com/fileadmin/pdfs/visarestrictions/Global%20Ranking%20-%20Visa%20Restriction%20Index%202013-08.pdf">https://www.henleyglobal.com/fileadmin/pdfs/visarestrictions/Global%20Ranking%20-%20Visa%20Restriction%20Index%202013-08.pdf</a></p>
<p style="text-align: left;">Inocencio, R. (2013), World's overlooked countries to buy second citizenship, residency, available at: <a href="http://edition.cnn.com/2013/06/28/business/world-overlooked-countries-second-citizenship/index.html?hpt=hp_c1#cnn-disqus-area">http://edition.cnn.com/2013/06/28/business/world-overlooked-countries-second-citizenship/index.html?hpt=hp_c1#cnn-disqus-area</a></p>
<p style="text-align: left;">Antigua and Barbuda official website, Citizenship by Investment, available at: <a href="http://www.antiguabarbuda-citizenship.com/">http://www.antiguabarbuda-citizenship.com/</a></p>
<p style="text-align: left;">Image source: <a href="http://www.high-net-worth-immigration.com/hnw-immigration-blog/?Tag=respected%20second%20passport">http://www.high-net-worth-immigration.com/hnw-immigration-blog/?Tag=respected%20second%20passport</a></p>]]></content:encoded>
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<title>KPIs for Safety Management</title>
<link>http://www.smartkpis.com/blog/kpis-for-safety-management/</link>
<pubDate>Wed, 21 Aug 2013 07:10:21 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[HSSE KPIs]]></category>

		<category domain="tag" nicename="hsse-kpis"><![CDATA[HSSE KPIs]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11139</guid>
<description></description>
<content:encoded><![CDATA[Why use KPIs in managing safety in the organization?

<strong>1. KPIs can prevent major incidents<span style="font-weight: normal;"> – when leading KPIs turn red, they outline an increased possibility of certain risks to occur. Actions can be taken to prevent the event.</span></strong>

<strong>2. KPIs improve reliability</strong> – preventing incidents makes operations more reliable and ensures production cycles without interruptions. This reflects directly in the company’s financial performance.

<strong>3. KPIs avoid complacency</strong> – since major incidents are rare, there is always the risk of giving more attention to lower consequence risks in the belief that things are fine. KPIs can sent warnings for all types of incidents.

<strong>4. KPIs communicate performance</strong> – KPIs keep the management focused, they ensure transparency and facilitate progress.

<!--more-->Examples of <a href="http://www.smartkpis.com/kpi/functional-areas/hsse-health-safety-security-and-environment-/">safety KPIs</a> are:
<ul>
	<li># Recordable injury frequency (incidents per 200,000 hours worked)</li>
	<li># Lost time injury frequency rate (LTIFR)</li>
	<li># Lost time incident ratio (LTIR)</li>
	<li>% Fatal accidents</li>
	<li># Severity rate (SR)</li>
	<li># Duration rate (DR)</li>
	<li># Sickness absence days per full time equivalent</li>
	<li># Non-compliances with legal standards in safety inspections</li>
	<li>% Safety equipment checked per schedule</li>
	<li>% Health, Safety and Security (HSS) trainings completed</li>
</ul>
Another instrument for managing safety are dashboards, as they provide visual support for data and enhance the decision making process for daily operations. According to the International Association of Oil &amp; Gas Producers, cascading dashboards through the company ensures KPI visibility at all decision making levels.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/dashboard.png"><img class="aligncenter size-full wp-image-11140" title="dashboard" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/dashboard.png" width="458" height="450" /></a><em>Source: International Association of Oil &amp; Gas Producers (2011), Process safety – Recommended practice on KPIs, available at: <a href="http://www.ogp.org.uk/pubs/456.pdf">http://www.ogp.org.uk/pubs/456.pdf</a></em></p>
In the above picture, dashboards are cascaded from the corporate perspective over the business to the lowest level – a shift dashboard. In this way all managers can base their decisions on concrete data and take action to prevent incidents from taking place.

More information about HSSE KPIs can be found on: <a href="http://www.smartkpis.com/kpi/functional-areas/hsse-health-safety-security-and-environment-/">http://www.smartkpis.com/kpi/functional-areas/hsse-health-safety-security-and-environment-/</a>

References:
<ul>
	<li>BP (2012), Annual report 2012, available at: <a href="http://www.bp.com/content/dam/bp/pdf/investors/BP_Annual_Report_and_Form_20F_2012.pdf">http://www.bp.com/content/dam/bp/pdf/investors/BP_Annual_Report_and_Form_20F_2012.pdf</a></li>
	<li>International Association of Oil &amp; Gas Producers (2011), Process safety – Recommended practice on KPIs, available at: <a href="http://www.ogp.org.uk/pubs/456.pdf">http://www.ogp.org.uk/pubs/456.pdf</a></li>
	<li>smartKPIs.com (2013), KPI examples, available at: <a href="http://www.smartkpis.com/kpi/functional-areas/hsse-health-safety-security-and-environment-/">http://www.smartkpis.com/kpi/functional-areas/hsse-health-safety-security-and-environment-/</a></li>
</ul>]]></content:encoded>
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<wp:post_id>11139</wp:post_id>
<wp:post_date>2013-08-21 18:10:21</wp:post_date>
<wp:post_date_gmt>2013-08-21 07:10:21</wp:post_date_gmt>
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<title>KPI Documentation Form at the Oregon Employment Department</title>
<link>http://www.smartkpis.com/blog/kpi-documentation-form-at-the-oregon-employment-department/</link>
<pubDate>Wed, 21 Aug 2013 08:46:42 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Employment KPIs]]></category>

		<category domain="tag" nicename="employment-kpis"><![CDATA[Employment KPIs]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Oregon Employment Department]]></category>

		<category domain="tag" nicename="oregon-employment-department"><![CDATA[Oregon Employment Department]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11148</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The Oregon Employment Department was created in 1993 and is responsible for developing the state’s workforce. It offers services for both employers and job seekers and helps them arrive at the adequate solution based on the needs of each involved party.</p>
<p style="text-align: justify;">In order to measure and manage performance, the department has implemented a performance management system that is currently based on 14 approved and active Key Performance Measures (KPMs). On a yearly basis, a performance progress report is published, in which each KPM is detailed and results are presented and explained.<!--more--></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/KPI-list.jpg"><img class="aligncenter size-full wp-image-11149" title="KPI list" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/KPI-list.jpg" width="847" height="610" /></a><em>Source: Oregon Employment Department (2012), Annual Performance Progress Report for Fiscal Year 2011-2012, available at: <a href="http://www.oregon.gov/EMPLOY/BUDGET/docs/Annual%20Performance%20Progress%20Report%20FY2012.pdf">http://www.oregon.gov/EMPLOY/BUDGET/docs/Annual%20Performance%20Progress%20Report%20FY2012.pdf</a></em></p>
<p style="text-align: justify;">Each KPM included in the Annual Performance Progress Report (APPR) has its own 2 page documentation form. The top half of first page the KPM documentation form contains the date the measure has been approved and a further 5 fields:</p>
<p style="text-align: justify;">-          <strong>KPM #</strong>: Includes the KPM number and provides the name and definition of the KPM;</p>
<p style="text-align: justify;">-          <strong>Goal</strong>: Supplies the department’s goal with which the KPM is linked;</p>
<p style="text-align: justify;">-          <strong>Oregon Context</strong>: Provides the context in which the KPM is relevant for the state of Oregon;</p>
<p style="text-align: justify;">-          <strong>Data Source</strong>: Presents the provenance of the data for the KPM;</p>
<p style="text-align: justify;">-          <strong>Owner</strong>: Gives information regarding the person responsible for the KPM within the department</p>
<p style="text-align: justify;">In the bottom section of the first page, the department provides a chart that explains the current and past values of the KPM together with the targets that have been set for each reporting period.</p>
<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/KPI-documentation-form1.jpg"><img class="aligncenter size-full wp-image-11152" title="KPI documentation form" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/KPI-documentation-form1.jpg" width="904" height="488" /></a></p>
<p style="text-align: center;"><em>Source: Oregon Employment Department (2012), Annual Performance Progress Report for Fiscal Year 2011-2012, available at: <a href="http://www.oregon.gov/EMPLOY/BUDGET/docs/Annual%20Performance%20Progress%20Report%20FY2012.pdf">http://www.oregon.gov/EMPLOY/BUDGET/docs/Annual%20Performance%20Progress%20Report%20FY2012.pdf</a></em></p>
<p style="text-align: justify;">The second page of the documentation form is comprised of 7 short paragraphs that provide context and explanations for the achieved results of each KPM:</p>

<ol style="text-align: justify;">
	<li><strong>Our Strategy</strong>: Offers information regarding the strategic context of the given measure;</li>
	<li><strong>About the Targets</strong>: Provides information regarding the established target and desired trend for the KPM;</li>
	<li><strong>How are we doing</strong>: Presents the current achieved result and comparison between previous results;</li>
	<li><strong>How we compare</strong>: Analyzes the Oregon Employment Department’s results in comparison with other national employment agencies;</li>
	<li><strong>Factors affecting results</strong>: Provides market conditions or trends that may affect the result of the KPM;</li>
	<li><strong>What needs to be done</strong>: Includes measures that have to be taken in order to improve the department’s performance;</li>
	<li><strong>About the data</strong>: Specifies the source and the reporting frequency of the data together with its reliability.</li>
</ol>
<p style="text-align: justify;">Although this is an adequate documentation form, in order to examine more thorough and complete documentation form for <a href="mailto:http://www.smartkpis.com/kpi/industries/government-state-federal/employment-and-workplace-relations/">Governmental Employment KPIs</a>, a fully documented example can be accessed at: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/unemployment-rate-5484.html">http://www.smartkpis.com/kpi-key-performance-indicator/unemployment-rate-5484.html</a></p>
<p style="text-align: justify;">References:</p>

<ol style="text-align: justify;">
	<li>Oregon Employment Department (2012), Annual Performance Progress Report for Fiscal Year 2011-2012, available at: <a href="http://www.oregon.gov/EMPLOY/BUDGET/docs/Annual%20Performance%20Progress%20Report%20FY2012.pdf">http://www.oregon.gov/EMPLOY/BUDGET/docs/Annual%20Performance%20Progress%20Report%20FY2012.pdf</a></li>
	<li style="text-align: justify;">Oregon Employment Department (2013), Key Performance Measures, available at: <a href="http://www.oregon.gov/EMPLOY/BUDGET/Pages/Performance-Indicators.aspx">http://www.oregon.gov/EMPLOY/BUDGET/Pages/Performance-Indicators.aspx</a></li>
</ol>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>11148</wp:post_id>
<wp:post_date>2013-08-21 19:46:42</wp:post_date>
<wp:post_date_gmt>2013-08-21 08:46:42</wp:post_date_gmt>
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<title>Managing with KPIs. Tools, processes, techniques - Free webinar by The KPI Institute</title>
<link>http://www.smartkpis.com/blog/managing-with-kpis-tools-processes-techniques-free-webinar-by-the-kpi-institute/</link>
<pubDate>Wed, 21 Aug 2013 09:18:30 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[activating KPIs]]></category>

		<category domain="tag" nicename="activating-kpis"><![CDATA[activating KPIs]]></category>

		<category domain="tag"><![CDATA[Adrian Brudan]]></category>

		<category domain="tag" nicename="adrian-brudan"><![CDATA[Adrian Brudan]]></category>

		<category domain="tag"><![CDATA[data gathering]]></category>

		<category domain="tag" nicename="data-gathering"><![CDATA[data gathering]]></category>

		<category domain="tag"><![CDATA[Data Visualization]]></category>

		<category domain="tag" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[KPI data analysis]]></category>

		<category domain="tag" nicename="kpi-data-analysis"><![CDATA[KPI data analysis]]></category>

		<category domain="tag"><![CDATA[KPI data management]]></category>

		<category domain="tag" nicename="kpi-data-management"><![CDATA[KPI data management]]></category>

		<category domain="tag"><![CDATA[KPI Webinar]]></category>

		<category domain="tag" nicename="kpi-webinar"><![CDATA[KPI Webinar]]></category>

		<category domain="tag"><![CDATA[reporting]]></category>

		<category domain="tag" nicename="reporting"><![CDATA[reporting]]></category>

		<category domain="tag"><![CDATA[The KPI Institute]]></category>

		<category domain="tag" nicename="the-kpi-institute"><![CDATA[The KPI Institute]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11155</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Madinah Institute for Leadership and Entrepreneurship in partnership with The KPI Institute and smartkpis.com presents the webinar:</p>

<h3 style="text-align: justify;">Managing with KPIs: tools, processes and techniques for KPI data gathering and analysis</h3>
<p style="text-align: justify;">by Adrian Brudan, Research Director, The KPI Institute</p>
<p style="text-align: justify;"><strong>Date:</strong> Tuesday,  August 27th, 2013
<strong>Time:</strong> 6:00 pm KSA (11:00 am EST | +3:00 GMT)<!--more--></p>

<table border="0" cellspacing="1" cellpadding="1" width="580">
<tbody>
<tr>
<td><strong>Summary outline of the webinar</strong>
<p style="text-align: justify;">Among the major challenges of managing the KPI Framework is the data visualization, gathering and analysis. <span style="line-height: 19px;">One of the key factors for success in this direction is </span><strong>understanding how to correctly develop and deploy tools, processes and techniques for KPI data management</strong><span style="line-height: 19px;">. </span><span style="line-height: 19px;">The research work done in this field by The KPI Institute brings clarity to such topics and is the subject of the fourth in a series of webinars on good practice in managing with KPIs.</span></p>
</td>
<td rowspan="2"><strong><a href="http://community.mile.org/index.php/mile-webinars?tasks=specific_webinar&amp;webinarid=79" target="_blank"><img class="alignright size-full wp-image-11154" title="Managing with KPIs - Live webinar by The KPI Institute" src="http://www.smartkpis.com/blog/wp-content/uploads/KPI-management-live-webinar.gif" alt="Managing with KPIs - Live webinar by The KPI Institute" width="187" height="276" /></a></strong></td>
</tr>
<tr>
<td><strong>The webinar will address topics such as:</strong>
<ul>
	<li style="text-align: left;">Activating KPIs - tools, processes and techniques</li>
	<li style="text-align: left;">Approaches to KPI data analysis</li>
	<li style="text-align: justify;">KPI Scorecards and Dashboards as enablers of analysis and reporting.</li>
</ul>
</td>
</tr>
</tbody>
</table>
<strong>Learning outcomes:</strong>
<ul>
	<li style="text-align: justify;">Get clarity with the KPI activation and data gathering process</li>
	<li style="text-align: justify;">Develop the understanding of main tools, process and techniques used for KPI data management</li>
	<li style="text-align: justify;">Review practical examples of KPI Scorecards and Dashboards</li>
	<li style="text-align: justify;">Learn to manage correctly the KPI framework.</li>
</ul>
<strong>About the speaker</strong>
<p style="text-align: justify;">Adrian Brudan is the Research Director of The KPI Institute, the global authority on Key Performance Indicators research and education.</p>
<p style="text-align: justify;">Under his supervision, the Institute’s research team documented over 7,000 KPI examples from 15 functional areas and 24 industries, reviewed 1,000+ performance reports from 125 countries and referenced 20,000+ resources, the result being www.smartKPIs.com.</p>
<p style="text-align: justify;">Adrian has also been involved in designing and delivering the Institute’s KPI educational programs, aimed at competency development in the area of performance management and measurement.  He is a certified trainer and holds a Certificate in KPI Management from The KPI Institute and George Washington University, USA. As an educator, Adrian has facilitated over 20 KPI and Balanced Scorecard training.</p>
<p style="text-align: justify;">As a consultant Adrian holds valuable experience both in performance management, and project management (PRINCE 2 Practitioner certified). His expertise and knowledge range from the implementation and review of performance management architecture, to KPI Scorecards and Dashboards design.</p>

<table border="0" cellspacing="1" cellpadding="1" width="200">
<tbody>
<tr>
<td><strong>Registration</strong></td>
<td><a href="https://www3.gotomeeting.com/register/390619070" target="_blank"><img class="alignleft size-full wp-image-11156" title="Register now - Live Webinar by The KPI Institute" src="http://www.smartkpis.com/blog/wp-content/uploads/Register-now-Live-Webinar.jpg" alt="Register now - Live Webinar by The KPI Institute" width="100" height="29" /></a></td>
</tr>
</tbody>
</table>]]></content:encoded>
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<wp:post_id>11155</wp:post_id>
<wp:post_date>2013-08-21 20:18:30</wp:post_date>
<wp:post_date_gmt>2013-08-21 09:18:30</wp:post_date_gmt>
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<title>Performance Expo: Customer Satisfaction Survey – Qatar Airways</title>
<link>http://www.smartkpis.com/blog/customer-satisfaction-survey-review-%e2%80%93-qatar-airways/</link>
<pubDate>Wed, 21 Aug 2013 10:57:17 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Aberdeen Report]]></category>

		<category domain="tag" nicename="aberdeen-report"><![CDATA[Aberdeen Report]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Qatar]]></category>

		<category domain="tag" nicename="qatar"><![CDATA[Qatar]]></category>

		<category domain="tag"><![CDATA[Qatar Airways]]></category>

		<category domain="tag" nicename="qatar-airways"><![CDATA[Qatar Airways]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11166</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Qatar_Airways_Logo.png"><img class="aligncenter size-large wp-image-11167" title="Qatar_Airways_Logo" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Qatar_Airways_Logo-1024x287.png" width="634" height="160" /></a></p>

<h4><span style="font-weight: normal;">Founded in 1993, <a href="http://www.qatarairways.com/ro/en/homepage.page">Qatar Airways</a>, the state-owned flag carrier of Qatar, operates a hub-and-spoke network and links more than 100 international destinations, using over 100 aircrafts, having more than 20,000 staff, with 14,000 people employed directly and 6,000 in its subsidiaries. Named <em>Airline of the Year in 2011</em> <em>and 2012</em> at the <a href="http://www.skytraxresearch.com/">Skytrax</a> <a href="http://www.worldairlineawards.com/main/mthds.htm">World Airline Awards</a>, it operates services across Africa, Central Asia, Europe, Far East, South Asia, Middle East, North America, South America and Oceania.</span></h4>
<!--more-->Like any other big airline company, it values the opinion of its clients. Therefore, in order to receive the clients' feedback, Qatar Airways has set in place a customer satisfaction surveys.
<h3><strong>Cover, back cover and interior</strong></h3>
The format is interesting and innovative: an A4 page folded in two, thus turning into an A5 format, resembling a notebook.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/21.jpg"><img class="size-full wp-image-11171 aligncenter" title="2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/21.jpg" width="634" height="414" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/11.jpg"><img class="size-full wp-image-11170 aligncenter" title="1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/11.jpg" width="634" height="415" /></a></p>
The first page, the cover, has a title and a subtitle: <em>Tell Us – Your comments are invaluable</em>.

On the next page there is the questionnaire itself. It has a leading paragraph, in which customers are asked very politely to use this form if you “wish to pass on a comment, compliment or complaint” to Qatar Airways. It is important to mention the fact that both English and Arabic are used.

The services included are:
<ul>
	<li>Baggage</li>
	<li>Denied boarding</li>
	<li>Reservations</li>
	<li>Flight experience</li>
	<li>Delay</li>
	<li>Check-in</li>
	<li>Boarding</li>
	<li>Arrival/Transit/Transfer</li>
	<li>Other</li>
</ul>
On the other page, customers are required to mention thejourney details: departure airport, arrival airport, the number of the flight, the class (first, business, economy) and the purpose of the travel (business or leisure).

Afterwards,  contact details (name, email, telephone and address) are required.

Positive aspects:
<ul>
	<li>By making the questionnaire seem like a letter, a personal touch has been given to it. Thus, the customers feel more appreciated and even more valuable from the start. It is, in one word, classy.</li>
	<li>Not many personal information is required.</li>
</ul>
As a disadvantage, there is no established rating scale, so the survey's results should be difficult to centralize and interpret.]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>11166</wp:post_id>
<wp:post_date>2013-08-21 21:57:17</wp:post_date>
<wp:post_date_gmt>2013-08-21 10:57:17</wp:post_date_gmt>
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<title>Why training adds value to developing companies</title>
<link>http://www.smartkpis.com/blog/why-training-adds-value-to-developing-companies/</link>
<pubDate>Thu, 22 Aug 2013 10:11:51 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Developing Companies]]></category>

		<category domain="tag" nicename="developing-companies"><![CDATA[Developing Companies]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Victor Lipman]]></category>

		<category domain="tag" nicename="victor-lipman"><![CDATA[Victor Lipman]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11179</guid>
<description></description>
<content:encoded><![CDATA[When it comes to performance, there are several keywords that are linked to the term: plans, goals, technology, objectives, scorecards, dashboards, training, communications and many more. In today’s post, we are going to discuss the importance of one of these tools, namely training and set some guidelines for using it in developing companies.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/inhouse-training-3.jpg"><img class="aligncenter size-medium wp-image-12850" title="inhouse-training-3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/inhouse-training-3-300x200.jpg" width="634" height="400" /></a></p>
<!--more-->Training is quite often provided in companies worldwide. The purpose of this relies on the value added to the company and the quality of staff provided. Employees have begun to express their desire to participate in training programs, whether they are provided by the company they work for, or by other institutions. The reasons they give for this is the need for information and the fact that they feel a certain training program may improve the quality of their work and also the quantity of activities well performed.

Victor Lipman, a contributor editor to Forbes.com, talks about a variety of reasons why training is neglected is some companies and discusses the ways in which this can be changed. The guidelines he provides for this are good to take into consideration by companies that minimize the effects of training on their performance management system.
<ul>
	<li><strong>Focus on the future</strong>. So many businesses are constantly expressing a lack of interest towards their future as a profitable organization. Managers tend to focus more than needed on the “here and now”, which may prove harmful on the long-term. The key to properly use training programs is to constantly relate them to the future.</li>
</ul>
<ul>
	<li><strong>There’s always time for important activities. </strong>A great deal of managers use the excuse of lack of time for not engaging their employees in training programs. The truth of the matter is they do not see training as a valuable managerial function. A well-organized performance management system includes training programs that are fit for every organization’s needs.</li>
</ul>
<ul>
	<li><strong>People engage if you engage.</strong> Employees will quite often take part in programs that are offered to them by supervisors is they see the latter are really keen on their participation. If managers are genuinely engaged in making training programs truly useful to their employees, then the latter will feel more committed to showing results both in the training program and in their daily activities afterwards.</li>
</ul>
<ul>
	<li><strong>Training helps build loyalty, which in turn increases productivity.</strong> Related to the above point, this emphasizes the fact that showing genuine interest in someone builds loyalty. Loyal employees develop a greater sense of engagement, which increases productivity.</li>
</ul>
<ul>
	<li><strong>Talented people show a natural desire to advance and express gratitude towards the support they receive.</strong> A <em>Harvard Business Review</em> study reveals that young employees want training, mentoring and coaching in the career they pursue. And why not give them that? Training, mentoring and coaching will only create valuable employees to organizations, which in turn will increase productivity.</li>
</ul>
A list of KPIs can be provided to help with organizing training sessions:
<ul>
	<li>% Training objectives met</li>
	<li># Training courses offered</li>
	<li>% Actual training tracks</li>
	<li># Industry training needs</li>
	<li># Surveys of trainee satisfaction</li>
	<li>% Training session actual attendance rate</li>
</ul>
Performance management is a concept that needs great attention. The implementation of performance management systems requires time and qualified individuals. As one of the most important stages of a performance management system, training requires a great deal of interest from the part of managers and from employees alike. Developing companies mostly need to organize training programs in order to ensure a better productivity rate and to set in the business world as the beneficiaries of a well-trained and capable team.

References:

Lipman, V. (2013), Why employee development is important, neglected and can cost you talent, available at: <a href="http://www.forbes.com/sites/victorlipman/2013/01/29/why-development-planning-is-important-neglected-and-can-cost-you-young-talent/">http://www.forbes.com/sites/victorlipman/2013/01/29/why-development-planning-is-important-neglected-and-can-cost-you-young-talent/</a>

Moran, G. (2011), How to make employee training a winning investment, available at: <a href="http://www.entrepreneur.com/article/220569">http://www.entrepreneur.com/article/220569</a>

Image source: <a href="http://kpiinstitute.org/education/kpi-customised/">http://kpiinstitute.org/education/kpi-customised/</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>11179</wp:post_id>
<wp:post_date>2013-08-22 21:11:51</wp:post_date>
<wp:post_date_gmt>2013-08-22 10:11:51</wp:post_date_gmt>
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<title>Alent – Measuring performance with KPIs</title>
<link>http://www.smartkpis.com/blog/alent-%e2%80%93-measuring-performance-with-kpis/</link>
<pubDate>Fri, 23 Aug 2013 07:49:38 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Alent]]></category>

		<category domain="tag" nicename="alent"><![CDATA[Alent]]></category>

		<category domain="tag"><![CDATA[Environment]]></category>

		<category domain="tag" nicename="environement"><![CDATA[Environment]]></category>

		<category domain="tag"><![CDATA[Health and Safety]]></category>

		<category domain="tag" nicename="health-and-safety"><![CDATA[Health and Safety]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11185</guid>
<description></description>
<content:encoded><![CDATA[Alent is a leading supplier of advanced, consumable specialty chemicals and engineered materials used primarily in the electronics, automotive and industrial end market segments. They supply high performance consumable products and services which create value by enabling superior end-product performance in the areas of functionality, reliability and longevity.

<!--more-->In the electronics market, there is a strong trend towards increased connectivity and portability in consumer electronics. Consumer demand is for faster, smaller and lighter products, which is leading to increasing miniaturization and complexity and the use of multi-layer circuit boards. Alent is at the leading edge of this trend and is a leading player in the development and supply of specialty materials into these fast-growing niches.

Alent monitors progress against its strategic objectives via a series of financial and non-financial KPIs:

<a href="http://www.smartkpis.com/blog/wp-content/uploads/KPIs.png"><img class="aligncenter size-full wp-image-11191" title="KPIs" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/KPIs.png" width="786" height="832" /></a>

<strong>Health and Safety Performance</strong>

<strong> </strong>Alent's operations involve the normal health and safety risks associated with manufacturing and other activities in the countries they operate. Alent's HS&amp;E management programs are designed to be forward-looking in the identification, management and mitigation of HS&amp;E risks. Audits, inspections and risk analyses are used to assess and continually improve their safety programs. Both management system and compliance audits are performed and results shared across the organization.

The company uses a number of KPIs to evaluate health and safety performance globally. All Alent facilities report injuries in accordance with United States Department of Labor Occupational Safety and Health Administration (OSHA) record keeping rules.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/HS-KPIs.png"><img class="aligncenter size-full wp-image-11192" title="H&amp;S KPIs" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/HS-KPIs.png" width="603" height="466" /></a>

<strong>Environmental Performance</strong>

Alent’s manufacturing processes are not energy intensive and do not produce large quantities of air emissions. The company implemented a program aimed at reducing energy use and its associated emissions of greenhouse gases (GHG). The following KPIs are monitored by Alent to assess its environmental performance:

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Environmental-KPIs.png"><img class="aligncenter size-full wp-image-11193" title="Environmental KPIs" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Environmental-KPIs.png" width="597" height="408" /></a>

Alent delivered a solid set of results for the year despite challenging economic conditions during 2012. In the current challenging business environment, Alent continues to take the actions the board believes necessary to remain competitive and to monitor its progress through KPIs.

References:
<ol>
	<li>Alent (2013), Annual report and accounts for the year ended 31 December 2012, available at: <a href="http://www.alent.com/system/files/financialdocs/annual_report_final.pdf">http://www.alent.com/system/files/financialdocs/annual_report_final.pdf</a></li>
</ol>]]></content:encoded>
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<wp:post_id>11185</wp:post_id>
<wp:post_date>2013-08-23 18:49:38</wp:post_date>
<wp:post_date_gmt>2013-08-23 07:49:38</wp:post_date_gmt>
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<title>Performance Expo: Customer Satisfaction Survey - Restaurant Gui Hilton Helsinki Airport Hotel</title>
<link>http://www.smartkpis.com/blog/customer-satisfaction-questionnaire-review-restaurant-gui-hilton-helsinki-airport-hotel/</link>
<pubDate>Fri, 23 Aug 2013 12:29:36 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[customer satisfaction survey]]></category>

		<category domain="tag" nicename="customer-satisfaction-survey"><![CDATA[customer satisfaction survey]]></category>

		<category domain="tag"><![CDATA[Finland]]></category>

		<category domain="tag" nicename="finland"><![CDATA[Finland]]></category>

		<category domain="tag"><![CDATA[Gui Hilton Helsinki Airport Hotel]]></category>

		<category domain="tag" nicename="gui-hilton-helsinki-airport-hotel"><![CDATA[Gui Hilton Helsinki Airport Hotel]]></category>

		<category domain="tag"><![CDATA[Hospitality and Toursim]]></category>

		<category domain="tag" nicename="hospitality-and-toursim"><![CDATA[Hospitality and Toursim]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11195</guid>
<description></description>
<content:encoded><![CDATA[The survey presented below was put in place by <a style="font-size: 13px; font-weight: normal;" href="http://www3.hilton.com/en/about/hilton/index.html" target="_blank">Hilton Hotels &amp; Resorts</a> in order to assess customers'  satisfaction with the Helsinki Airport Hotel's restaurant. The analysis provides both positive aspects and recommendations for the presented survey.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Hilton_questionnaire.png"><img class="aligncenter size-full wp-image-11200" title="Hilton_questionnaire" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Hilton_questionnaire.png" width="634" height="729" /></a><!--more--></p>
The questionnaire has four main parts:
<ul>
	<li>First, in a leading paragraph, the guests are kindly asked to take their time to fill it in and express their opinion about the breakfast service.</li>
	<li>In the second part there are the demographics (age, gender, nationality etc).</li>
	<li>In the third part, the questionnaire proposes four rating questions (breakfast service expectations, staff attitude, service atmosphere and items variety). The ratings are coded as smiley faces.</li>
	<li>The fourth and last sections propose open ended questions. These questions have the purpose to find out the highest and the lowest points of the breakfast service, allowing the guests to express themselves freely. Moreover, guests can add suggestions on what could be improved.</li>
</ul>
&nbsp;

Positive aspects:
<ul>
	<li>The beginning of the questionnaire divides the guests  in terms of age, gender, nationality, type and purpose of stay in order to have a clearer view about the data.</li>
	<li>The questions cover punctual aspects, it is easy to fill in and time efficient. In order to grade the breakfast service, the guests can choose from a list of smiley faces.</li>
</ul>
Recommendations:
<ul>
	<li>Dividing the questions into sections would ease the completion.</li>
	<li>Using smiley faces as a rating scale i snot very efficient. Using an usual rating scale would make the questionnaire more professional.</li>
</ul>
Here is a list of KPIs that can be useful in improving restaurant services:
<ol>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/positive-feedback-from-guests-81.html">% Positive feedback from customers</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/complaints-per-restaurant-order-460.html"># Complaints per restaurant order</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/guests-per-employee-697.html"># Guests per employee</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/new-menu-items-2251.html"># New menu items</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/customers-satisfied-with-the-time-to-be-served-2364.html">% Customers satisfied with the time to be served</a></li>
</ol>
For more KPI examples, browse <a href="http://www.smartkpis.com/kpi/browse-kpis/">http://www.smartkpis.com/kpi/browse-kpis/</a>.

References:
<ul>
	<li>Babajide, O. (2011), Breakfast service quality in Restaurant Gui Hilton Helsinki Airport hotel</li>
	<li>Fuller, J. (1983), Modern restaurant service: A manual for students and practitioners. Hutchinson &amp; Co. Limited: London.</li>
</ul>
Image source:
<ul>
	<li><a href="http://www3.hilton.com/en/hotels/finland/hilton-helsinki-airport-hotel-HELAIHI/index.html">http://www3.hilton.com/en/hotels/finland/hilton-helsinki-airport-hotel-HELAIHI/index.html</a></li>
</ul>]]></content:encoded>
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<wp:post_id>11195</wp:post_id>
<wp:post_date>2013-08-23 23:29:36</wp:post_date>
<wp:post_date_gmt>2013-08-23 12:29:36</wp:post_date_gmt>
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<title>Performance Expo: Customer Satisfaction Survey – Amsterdam Schiphol Hilton Hotel</title>
<link>http://www.smartkpis.com/blog/customer-satisfaction-survey-%e2%80%93-amsterdam-schipol-hilton-hotel/</link>
<pubDate>Mon, 26 Aug 2013 09:53:24 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Amsterdam Schiphol Hilton Hotel]]></category>

		<category domain="tag" nicename="amsterdam-schiphol-hilton-hotel"><![CDATA[Amsterdam Schiphol Hilton Hotel]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Hospitality and Tourism]]></category>

		<category domain="tag" nicename="hospitality-and-tourism"><![CDATA[Hospitality and Tourism]]></category>

		<category domain="tag"><![CDATA[Netherlands]]></category>

		<category domain="tag" nicename="netherlands"><![CDATA[Netherlands]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11214</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: left;">As any other service provider, the Hilton Amsterdam Airport Schiphol hotel is interested in the opinion of their customers. In this respect, they have created a customer satisfaction questionnaire aimed to reveal the strong and weak points of the services provided.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/page-1.png"><img class="aligncenter" title="page 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/page-1.png" width="634" height="700" /></a></p>
<p style="text-align: left;"><!--more--> The message of the general manager, Ronald A. van Weezel, displayed on the first page (1 of 4) is reassuring the customers who take a few minutes of their time to complete the questionnaire that the feedback they give is guaranteed to be carefully read and dealt with by the general manager himself.</p>
The questionnaire includes 12 items that require the opinion of the hotel’s guests. All 12 are check-box questions, with a possibility to provide comments for each and every one. The rating scale is the following:
<ul>
	<li>Excellent</li>
	<li>Good</li>
	<li>Satisfactory</li>
	<li>Insufficient</li>
	<li>Below standard</li>
</ul>
Under the five qualifications, an open-ended question is available. Here’s an example:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/4.png"><img class="aligncenter size-full wp-image-11217" title="4" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/4.png" width="634" height="300" /></a></p>
<strong>Look and feel</strong>

The simple display of the questions along with the time needed for completion (1-2 minutes for putting ‘x’s into the boxes, 6-7 minutes for placing comments under each question) is generally thought of as practical and appealing to people in the sense that many of them may not be willing to spend a lot of time on filling in such surveys. As we have seen in the previous posts on customer satisfaction surveys, time of completion is very important in getting people to do it.

The twelfth and last question of the survey is a Yes/No question and enquires whether the guest is considering choosing the Hilton Hotel if returning to the area. The comments are requested only if the answer is No.

The survey is extended onto three pages, with four questions per page. This may also be categorized as a strong point of the questionnaire, as it avoids crowding information and eases the action of filling in. The information requested regards items like cleanliness of the room, service on arrival, check-in and check-out as well as services during stay like telephone service, laundry or porter and even the frequency of the hotel shuttle bus.
<ul>
	<li>Service on arrival and check-in. was it prompt and courteous?</li>
	<li>Individual employees. How well did we respond to your needs?</li>
	<li>Temperature, lightning, plumbing. Were you comfortable?</li>
	<li>Hotel shuttle bus. Was it on time? Did it run frequently enough?</li>
	<li>Telephone services. Were you messages handled efficiently?</li>
</ul>
These are some of the items that request qualifications and comments. To view the complete survey, please view the link provided under the References section (authors: Horner and Swarbrooke).

<strong>Useful KPIs</strong>

By looking at the questions above, we may easily provide a list of KPIs that can help monitoring the performance of the staff of the hotel and the efficiency and quality of the services provided:
<ul>
	<li>% Positive feedback from guests</li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/customers-satisfied-with-the-time-to-be-served-2364.html" target="_blank">% Customers satisfied with the time to be served</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/satisfaction-with-food-quality-6894.html" target="_blank">% Satisfaction with food quality</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/perceived-hotel-cleanliness-4783.html" target="_blank">% Perceived hotel cleanliness</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/rooms-with-maintenance-problems-218.html" target="_blank">% Rooms with maintenance problems</a></li>
</ul>
Such customer satisfaction surveys have proven to be an indispensable tool in the industry. Performance management systems are based on these surveys as they are the direct link to paying customers which have experienced the services and can provide simple and useful feedback.

<strong>Recommendations for the presented questionnaire</strong>

There are no specific points that require feedback, such as food quality, waiter availability, cleanliness, on-time delivery of orders; in a few words, items that can be measured. Instead, the question is formulated as following:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/restaurants-and-bar.png"><img class="aligncenter size-full wp-image-11218" title="restaurants and bar" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/restaurants-and-bar.png" width="634" height="570" /></a></p>
This form of inquiry only targets the overall experience at the hotel’s restaurants and bar, which may cause confusion when filling-in. For example, if the guest chooses “insufficient” for the EastWest restaurant, it is clear that something must be done in order to fix the problems that caused that answer. And since there is no specific item to point at, the question is useless. In fortunate cases, the guest takes time to put under the comments section the aspect that did not meet his/her expectancies. But these are rare cases and in order to get the most relevant answers, the most relevant and specific questions must be asked.

Overall, the questionnaire needs adjustments so that the feedback given is indeed useful.

References:
<ul>
	<li>Horner, S. and Swarbrooke, J. (2012), Business travel and tourism, Routledge, available at: <a href="http://books.google.ro/books?id=xY3Z6ChZ1uIC&amp;printsec=frontcover&amp;dq=Business+Travel+and+Tourism&amp;hl=en&amp;sa=X&amp;ei=8yMbUpD9D-GK4ATOtICoDA&amp;ved=0CC4Q6AEwAA#v=onepage&amp;q=Business%20Travel%20and%20Tourism&amp;f=false">http://books.google.ro/books?id=xY3Z6ChZ1uIC&amp;printsec=frontcover&amp;dq=Business+Travel+and+Tourism&amp;hl=en&amp;sa=X&amp;ei=8yMbUpD9D-GK4ATOtICoDA&amp;ved=0CC4Q6AEwAA#v=onepage&amp;q=Business%20Travel%20and%20Tourism&amp;f=false</a></li>
</ul>
Image source:
<ul>
	<li><a href="https://twitter.com/HiltonSchiphol">https://twitter.com/HiltonSchiphol</a></li>
</ul>]]></content:encoded>
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<wp:post_id>11214</wp:post_id>
<wp:post_date>2013-08-26 20:53:24</wp:post_date>
<wp:post_date_gmt>2013-08-26 09:53:24</wp:post_date_gmt>
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<title>Extreme goals: blessing or curse?</title>
<link>http://www.smartkpis.com/blog/extreme-goals-blessing-or-curse/</link>
<pubDate>Tue, 27 Aug 2013 11:34:46 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Goal Setting]]></category>

		<category domain="tag" nicename="goal-setting"><![CDATA[Goal Setting]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[ICU Programs]]></category>

		<category domain="tag" nicename="icu-programs"><![CDATA[ICU Programs]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11221</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: right;">“Make no little plans. They have no magic to stir up men’s blood.”
(Daniel Burnham)</p>
<strong>Types of goals</strong>

Goals can decide a company’s fate. It’s a known fact. It’s been proven. Take the examples of Enron, WorldCom and the list can go on. Goals are an important part in the company management and although the world is full of case studies and management literature meant to teach and inform about goal setting, it still seems to be surrounded by fog.

Some managers set<strong> ‘stretch goals’</strong> for their teams, which can prove to be demotivating, overwhelming and unattainable. Moreover, they can lead to unethical behavior and excessive risk taking. They seem to forget that stretch goals should be about human excellence and not about financial targets.

On the other hand, other managers set<strong> ‘under-promising goals’,</strong> so that their team would seem super productive, as they ‘over deliver’. And this is not everything. There is one more category: <strong>extreme goals</strong>.

<!--more-->Extreme goals are ambitious, attention-grabbing and they mostly use the language of morality rather than cost-effectiveness. And also, they pretty much seem impossible, which can lead to conflict and confusion, according to Zachary Tumin, a lecturer at Harvard’s Kennedy School of Government. And yet, some of the most amazing public policy achievements of our time have started with setting goals that were so ambitious that well, nobody thought they could ever be attained. However, <strong>extreme goals</strong> also have <strong>extreme benefits</strong>. Next, two examples to prove this point.

<strong>Successful examples of setting extreme goals</strong>
<h3><a href="http://www.smartkpis.com/blog/wp-content/uploads/Extreme-Climbing-Sport-twitter-cover.jpg"><img class="aligncenter" title="Extreme-Climbing-Sport-twitter-cover" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Extreme-Climbing-Sport-twitter-cover.jpg" width="582" height="291" /></a></h3>
<strong>Airline accidents: 80% reduction in 10 years. Feasible?</strong>

The story of extreme goals started up in the sky. By the end of 1996, with two plane crashes that killed everyone on board, the aviation death tally stood at 380 people killed, being the highest in 11 years in the US.

Each of these deaths was a tragedy. But for the aviation industry, it was also a business problem. With 20 percent of Americans admitting to have an acute fear of flying at the best of times, the accidents and deaths threatened projections that air travel would double in 10 years.

But there was another reason for concern. For almost two decades, aviation fatalities had decreased as technology improved. When progress stalled, the airline fatality rate had plateaued at about 1.9 deaths per 100 million aircraft miles. If air travel doubled and safety rates failed to improve, the number of fatal accidents would double too, with devastating consequences.

The main task of the White House Commission was to change the relationship between the airlines and their primary regulator, the Federal Aviation Administration (FAA), which was not very good at the time. They made the FAA and the airlines collaborate setting an extreme goal: an 80 % reduction in fatal accident in 10 years. Eventually, they had no choice but to work together in order to attain such a daring goal.

And it worked: by 2008, commercial aviation accidents had declined by 83 %.

<strong>Zero-central line infections. Too bold?</strong>

For the next story, we take our heads out of the clouds and come back on earth. The following example of successful extreme goal setting comes from healthcare.

Peter Pronovost, an anesthesiologist and patient safety expert at Johns Hopkins University, knew that central-line infections killed between 30,000 and 60,000 Americans every year and that most of those infections could be avoided if doctors and nurses followed proper procedures. When he heard about the case of a little girl named Josie, who died because of a bacterial infection in the bloodstream caused by a central line catheter (when she was almost to be released and go home), it all took a rather personal twist.  The wanted  goal for the intensive care unit (ICU): zero-central line infections.

The first obstacle he dealt with was convincing people that central-line infections were a problem that could be fixed. Hopkins’ infection rate was high: 15 central-line infections per thousand catheters days, but many doctors considered that they occurred because the patients were unusually sick and their cases too challenging. Pronovost showed them statistics and evidence to argue otherwise. Inspired by a book on airline safety, he came up with a checklist for setting a central line. Physicians would run it through before the procedures, just like pilots check their planes before take-off. The Hopkins team accepted the idea, but mainly in theory, as only 30% of the doctors followed the checklist.

“What was striking was that nobody debated the evidence, nobody challenged the items on the checklist and nobody questioned whether we should do them,” said Pronovost. “But everyone objected to the change in culture.”

But the problem was not change. It was loss, or better said, perceived loss, of stature and autonomy. According to Pronovost, “what leaders of change need to do is minimize real losses and demonstrate that perceived losses are mythical. Only then can they successfully implement cultural change.”
Ultimately, he managed to raise compliance rates to nearly 95% and in a year’s time, central-line infections had disappeared in his unit.

<strong>Next, implementing statewide ICU programs</strong>

In 2003, in April, he flew to Michigan to give a speech about his ideas. There, he met Chris Goeschel, who ran a quality and safety institute funded by the Michigan Health &amp; Hospital Association called the MHA Keystone Center for Patient Safety and Quality. After the talk, Goeschel asked for Pronovost’s help in implementing statewide ICU programs similar to those at Hopkins. A two-year federal grant provided the funding, and the collaboration set as its goal one central-line infection per thousand catheter hours, a significant decrease from the statewide mean of seven central-line infections per thousand catheter days.

But soon they changed the goal: they moved from one central-line infection per thousand catheter hours to zero. “Not embracing a zero goal would be the equivalent of you telling us that you think we can’t do it”, said the administrator of a participating hospital. Apparently, the ICUs themselves wanted and needed the extreme goal.

To conclude, the following quote from Zachary Tumin would be more that appropriate:
When it comes to setting big goals, “one of the insights that emerges is you can’t order it; you can only set it as a vision and then rally people around it”.
<p style="text-align: left;">References:</p>
<p style="text-align: left;">Buntin, J. (2013), The power and danger of setting extreme goals, available at: http://www.governing.com/topics/mgmt/gov-power-and-danger-of-setting-extreme-goals.html</p>
<p style="text-align: left;">Denning, S. (2012), In praise of stretch goals, available at: http://www.forbes.com/sites/stevedenning/2012/04/23/in-praise-of-stretch-goals/</p>
<p style="text-align: left;">Image source: http://tweetcovers.net/covers/sports-twitter-covers/extreme-climbing-sport-twitter-cover.html</p>]]></content:encoded>
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<title>The relationship with the customer doesn’t end at the store door </title>
<link>http://www.smartkpis.com/blog/the-relationship-with-the-customer-doesn%e2%80%99t-end-at-the-store-door/</link>
<pubDate>Wed, 28 Aug 2013 11:49:34 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11242</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/getting-customer-service-right.jpeg"><img class="aligncenter size-full wp-image-11243" title="getting-customer-service-right" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/getting-customer-service-right.jpeg" width="400" height="267" /></a>

<em>What is great service? How can we provide it? How do we get better?</em>

Every company should have these questions in mind when thinking about their customers’ satisfaction. The truth is that nowadays, most businesses have started to be aware of the importance of this aspect and the impact it has on them. Therefore, maintaining the standards high and taking measures so that customers are happy have become some of the main priorities for most organizations.

<!--more-->Customer call centers have emerged ‘as a leading weapon on this customer satisfaction battlefront’. Call centers help companies to build, maintain and manage their relationships with the customers. Thus, they can resolve problems and complaints quickly: they get the necessary information and answer the questions. And they are available 24/7.

Companies that have call centers as a main strategy to take care of their customers’ satisfaction ‘look good’. They seem to care more about their target audience (and maybe they actually do) and thus they have a competitive advantage on the market.
<h3><strong>Call center service quality</strong></h3>
A company cannot just simply 'implement' any kind of call center: it has to deliver quality. And in call centers, you assure quality by measuring and tracking:
<ul>
	<li>ASA (average speed of answer);</li>
	<li>queue time (amount of time caller is in the line for answer);</li>
	<li>percentage of callers who have satisfactory resolution on the first call;</li>
	<li>abandonment rate (the percentage of callers who hang up or disconnect prior to answer);</li>
	<li>average talk time (total time caller was connected to telephone service representative);</li>
	<li>adherence (are agents in their seats as scheduled?);</li>
	<li>average work time after call (time needed to finish paper work, do research after the call itself has been completed);</li>
	<li>percentage of calls blocked (percentage of callers who receive a busy signal and could not even get in to the queue);</li>
	<li>time before abandoning (average time caller held on before giving up in queue);</li>
	<li>inbound calls per TSR eight-hour shift;</li>
	<li>TSR turnover (the number of telephone service representatives who left in a period of time usually annually);</li>
	<li>total calls; and</li>
	<li>service levels(calls answered in less than x seconds divided by number of total calls).</li>
</ul>
We have seen what needs to be kept track of. Now let’s see how actually companies measure the performance of their call centers in order to make sure they do deliver the best quality possible. Next, you can see a short list of KPIs that are used in call centers.

&nbsp;
<h3><strong>KPIs, helpful as always</strong></h3>
The following KPI examples can help you form a picture of how they can offer valuable insights regarding the performance in call centers:
<ol>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/first-call-resolution-rate-30.html">% First call resolution rate</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-calls-answered-in-the-first-minute-32.html">% Customer calls answered in the first minute</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/agent-utilization-55.html">% Agent utilization</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/call-handling-time-165.html"># Call handling time</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/call-completion-rate-166.html">% Call completion rate</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/call-abandon-rate-168.html">% Call abandon rate</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/Answer-accuracy-293.html">% Answer accuracy</a></li>
</ol>
No matter what is your field of activity, if you track and measure your performance, you find out what needs to be improved and you ...well, you improve it.

Call centers emerged because companies wanted to be able to address their customers’ problems so that they would be happier. If the customers are happy with the product or service, they will return. And this is how you build and maintain relationships with your clients. But in order to keep the customers happy, you have to make sure that the call center that your company operates also has the highest standards of performance. This means you cannot afford a dissatisfied customer (because they are the ones that call usually) to become even more dissatisfied. Therefore, the call center performance has to be tracked, measured and improved, if necessary. And by improving certain aspects and details, step by step you manage to reach the highest level of performance.

References

Feinberg, R. A. et al., Operational determinants of caller satisfaction in the call center, available at: <a href="http://www.cfs.purdue.edu/richardfeinberg/callcenterpapers/operational%20determinants%20of%20customer%20satiosfaction%20in%20the%20call%20center.pdf">http://www.cfs.purdue.edu/richardfeinberg/callcenterpapers/operational%20determinants%20of%20customer%20satiosfaction%20in%20the%20call%20center.pdf</a>

Image source: <a href="http://en.paperblog.com/getting-customer-service-right-573227/">http://en.paperblog.com/getting-customer-service-right-573227/</a>]]></content:encoded>
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<title>Parcelforce Worldwide - Customer service as a strategy</title>
<link>http://www.smartkpis.com/blog/parcelforce-worldwide-customer-service-as-a-strategy/</link>
<pubDate>Wed, 28 Aug 2013 18:32:22 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Customer Service]]></category>

		<category domain="tag" nicename="customer-service"><![CDATA[Customer Service]]></category>

		<category domain="tag"><![CDATA[Parcelforce Worldwide]]></category>

		<category domain="tag" nicename="parcelforce-worldwide"><![CDATA[Parcelforce Worldwide]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Postal and Courier Services]]></category>

		<category domain="tag" nicename="postal-and-courier-services"><![CDATA[Postal and Courier Services]]></category>

		<category domain="tag"><![CDATA[USP]]></category>

		<category domain="tag" nicename="usp"><![CDATA[USP]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11251</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/parcel-force-logo.jpg"><img class="aligncenter size-full wp-image-11252" title="parcel-force-logo" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/parcel-force-logo.jpg" width="751" height="227" /></a>

Parcelforce Worldwide is one of the three main operating brands of the Royal Mail Group Ltd. Along with the Post Office Ltd. and the Royal Mail, Parcelforce Worldwide has delivered millions of parcels since it was founded in 1990.

The company operates B2B and B2C services, handling 200,000 parcels a day. With over 30,000 business customers in the UK and 23 partners across 30 European countries, the company stands as a significant power business, reaching in the recent years a turnover of £382 million.

<strong><!--more-->Troublesome times – need for a new strategy</strong>

In 2002, the company was experiencing a downfall in revenue. The strategy at the time was focusing on unguaranteed parcel deliveries that usually took two to four days. When faced with major loss, Parcelforce Worldwide had to do something in order to stay in business and increase profits. In this respect, they adopted a time and day guarantee strategy that enabled them to handle a lower volume of parcels but increase the value of each delivery.

To keep up with these changes, the company started working on increasing operational efficiency. For this, they adopted three significant measures: reducing the number of staff, closing some of the depots and opening a new, technologically advanced sorting centre in Coventry. The result was indeed the one they have expected: the profits went up. In order to maintain the status and the continuous growth, the company decided to give a greater decision-making accountability to depot managers so as to monitor performance from a closer perspective.

<strong>Make a difference</strong>

Parcelforce Worldwide differentiates itself from the competitors by their unique selling proposition (USP) based on high-quality customer service. In order to help the long term business development, Parcelforce Worldwide focus on specific strategies:
<ul>
	<li>Operational strategies to improve its efficiency and meet customer needs better</li>
	<li>Promotional strategies to strengthen its brand presence in key markets</li>
	<li>Growth strategies to expand its business outside its core national markets</li>
</ul>
Today, the number of companies in the parcel delivery industry has lowered, leaving only the best in charge. Therefore, there are fewer rivals for Parcelforce Worldwide, but they are global players, each with a large market share, all offering practically the same services. For it to surpass its rivals, Parcelforce Worldwide needs to concentrate on the key aspects of a successful business of this kind:
<ul>
	<li>Product</li>
	<li>Price</li>
	<li>Market</li>
	<li>Place</li>
</ul>
Seeing that everybody sells the same, the advantage is given by the way you sell it. And this is where customer service comes in. In a few words, customer service means talking and listening to the customers. They are the no.1 evaluators of your work. Parcelforce focuses on specific parts of customer service:
<ul>
	<li>Time making sure the deliveries are on time</li>
	<li>Visibility letting the customer follow a parcel through online tracking</li>
	<li>After-sales service ensuring that any problems are dealt with courteously and promptly</li>
	<li>Taking into account the customers with sight problems and those who do not speak English as a first language by writing intelligible and simple delivery cards</li>
	<li>Training employees to communicate with customers with disabilities</li>
	<li>Constantly developing new technologies, products and services</li>
</ul>
<strong>Corporate responsibility</strong>

Keeping up with the constant new demands of the customers and society alike, the company has developed CSR programs that focus on issues such as health and safety, environment and giving support to local communities and diversity too. For this, they have begun to reduce the carbon footprint of the business and support local communities by getting involved in education.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/corporate-social-responsibility.jpg"><img class="aligncenter size-full wp-image-11253" title="corporate-social-responsibility" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/corporate-social-responsibility.jpg" width="615" height="189" /></a>

<strong>Customer service: Implementation stage</strong>

In order to begin the implementation process of customer service, Parcelforce Worldwide have undertaken a “gap analysis”, which focuses on three main aspects: where the business is now, where it wants to be and what it needs to do to achieve that and how. The main areas in which customer service is mostly known to play a crucial part are:
<ul>
	<li>Deliveries to the customer providing timely delivery, prompt response to queries, clear documentation.</li>
	<li>Re-deliveries ensuring clear procedures are in place.</li>
	<li>Collections from customers providing a timely service with documentation.</li>
	<li>End-to-end parcel location an online service with easy-to-use screens means customers can find out when a parcel has been delivered.</li>
	<li>Customer contact improving customer communications and providing help via internet or telephone.</li>
	<li>Providing the possibility to people to claim if things go wrong.</li>
</ul>
<strong>KPIs in use</strong>

Parcelforce Worldwide uses KPIs to help measure performance. They start by setting targets for factors like response times, numbers of staff trained and levels of after-sales service. Together with these targets, they use a balanced scorecard to record progress. The key areas they focus on are:
<ul>
	<li>Financial includes operating margin, average unit cost</li>
	<li>Process includes on-time deliveries and collections, attempted deliveries</li>
	<li>Customer focus includes customer satisfaction scores, complaints</li>
	<li>Employee/teams measured by opinion surveys. By tracking performance on a regular basis, the company can identify the areas that need improvement and those that are performing well.</li>
</ul>
<strong>Conclusion</strong>

This case study sets the baseline for a close reading of every company’s performance management. Whether a small or large business, the example set by Parcelforce Worldwide is to be taken into consideration. They performance management system has worked and the results are visible to everyone.

References:

The Times 100 business case studies (2013), Customer service as a strategy: A Parcelforce Worldwide case study, available at: <a href="http://businesscasestudies.co.uk/parcelforce-worldwide/customer-service-as-a-strategy/introduction.html#axzz2dFrTYV1o">http://businesscasestudies.co.uk/parcelforce-worldwide/customer-service-as-a-strategy/introduction.html#axzz2dFrTYV1o</a>

First image source: <a href="http://www.evanderproperties.com/news/evander-properties-delivers-parcelforce-at-revolution-park.php">http://www.evanderproperties.com/news/evander-properties-delivers-parcelforce-at-revolution-park.php</a>

Second image source: <a href="http://www.onlineretailingblog.com/corporate-social-responsibility-in-an-online-context/">http://www.onlineretailingblog.com/corporate-social-responsibility-in-an-online-context/</a>]]></content:encoded>
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<title>KPIs and Sustainability Performance at Johnson Matthey Company</title>
<link>http://www.smartkpis.com/blog/kpis-and-sustainability-performance-at-johnson-matthey-company/</link>
<pubDate>Fri, 30 Aug 2013 07:12:33 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Economy]]></category>

		<category domain="tag" nicename="economy"><![CDATA[Economy]]></category>

		<category domain="tag"><![CDATA[Environment]]></category>

		<category domain="tag" nicename="environement"><![CDATA[Environment]]></category>

		<category domain="tag"><![CDATA[Health and Safety]]></category>

		<category domain="tag" nicename="health-and-safety"><![CDATA[Health and Safety]]></category>

		<category domain="tag"><![CDATA[Johnson Matthey Company]]></category>

		<category domain="tag" nicename="johnson-matthey-company"><![CDATA[Johnson Matthey Company]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11325</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: left;">Johnson Matthey is an international speciality chemicals company underpinned by science, technology and its people. A leader in sustainable technologies, many of the group’s products enhance the quality of life of millions through their beneficial impact on the environment, human health and wellbeing.</p>
Technology leadership forms the basis of Johnson Matthey’s strategy to deliver superior long term growth and they are continuously investing in R&amp;D to develop the next generation of sustainable products for the company’s customers. For Johnson Matthey, good performance is not just about profit. It is about running its business in the most sustainable and responsible way and so the company identified five elements of sustainability which have a material impact on the business:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/sustainability.png"><img class="aligncenter  wp-image-11326" title="sustainability" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/sustainability.png" width="634" height="320" /></a><!--more-->Johnson Matthey uses a range of key performance indicators (KPIs) to monitor the group’s performance over time in line with its strategy. These include key measures of the group’s financial performance as well as KPIs to monitor ongoing investment in facilities and in R&amp;D. In addition, the group also uses KPIs to track the carbon footprint of its operations and to measure and drive continuous improvement in the safety, wellbeing and development of its employees.</p>
<strong><a href="http://www.smartkpis.com/kpi/functional-areas/health-safety-security-and-environment/environment/">Environmental KPIs</a></strong>

Johnson Matthey has an impact on the environment in many ways: through the resources used, the way they operate their processes and the action of their products and services on enhancing the environment for others.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/environmental-KPIs.png"><img class="aligncenter size-full wp-image-11327" title="environmental KPIs" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/environmental-KPIs.png" width="583" height="144" /></a>

<strong><a href="http://www.smartkpis.com/kpi/functional-areas/finance/financial-stability/">Financial KPIs</a></strong>

<strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/financial-KPIs.png"><img class="aligncenter size-full wp-image-11328" title="financial KPIs" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/financial-KPIs.png" width="739" height="162" /></a> </strong>

<strong><a href="http://www.smartkpis.com/kpi/functional-areas/health-safety-security-and-environment/safety-security/">Health and Safety KPIs</a></strong>

Johnson Matthey is committed to minimizing the health and safety related impacts for employees, customers, communities and other stakeholders arising from its operations and from its products in use.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/HS-KPIs1.png"><img class="aligncenter size-full wp-image-11329" title="H&amp;S KPIs" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/HS-KPIs1.png" width="581" height="123" /></a>

<strong><a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/talent-development/">Social KPIs</a></strong>

In Johnson Matthey there is a strong tradition of looking after its employees, of good community relations and of interaction with and responsiveness towards its stakeholders. In order to measure its performance in this area, the following KPIs are closely monitored and reported:

<a href="http://www.smartkpis.com/blog/wp-content/uploads/social-KPIs.png"><img class="aligncenter size-full wp-image-11330" title="social KPIs" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/social-KPIs.png" width="581" height="207" /></a>

From its early days as a precious metals assayer, the company has always sought to build on its strengths and respond to changing global needs. Today the group continues to apply its expertise in science to develop world leading products and technologies for customers around the world.

References:
<ol>
	<li>Johnson Matthey (2012), Annual report and accounts, available at: <a href="http://www.matthey.com/ar12/financial/liquidity_and_going_concern.html">http://www.matthey.com/ar12/financial/liquidity_and_going_concern.html</a></li>
</ol>]]></content:encoded>
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<wp:post_id>11325</wp:post_id>
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<title>Performance Expo: Customer Satisfaction Survey – Wora Bura Hua Hin Resort and Spa </title>
<link>http://www.smartkpis.com/blog/review-for-customer-satisfaction-questionnaire-%e2%80%93-wora-bura-hua-hin-resort-and-spa/</link>
<pubDate>Fri, 30 Aug 2013 09:19:04 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Hospitality and Tourism]]></category>

		<category domain="tag" nicename="hospitality-and-tourism"><![CDATA[Hospitality and Tourism]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Thailand]]></category>

		<category domain="tag" nicename="thailand"><![CDATA[Thailand]]></category>

		<category domain="tag"><![CDATA[Wora Bura Hua Hin Resort and Spa]]></category>

		<category domain="tag" nicename="wora-bura-hua-hin-resort-and-spa"><![CDATA[Wora Bura Hua Hin Resort and Spa]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11258</guid>
<description></description>
<content:encoded><![CDATA[<h4><span style="font-weight: normal;">The following customer satisfaction survey was put in place by</span><span style="font-weight: normal;"> <a href="http://www.worabura.com/">Wora Bura Hua Hin Resort and Spa</a>, a complex l<span style="font-size: 1em;">ocated in the golf of Siam. The questionnaire has two pages and it’s divided in three main parts: introduction, part one and part two.</span></span></h4>
<p style="text-align: center;"><span style="font-size: 1em;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Customer-Satisfaction-Survey-.png"><img class="aligncenter size-full wp-image-13809" title="Customer Satisfaction Survey -" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Customer-Satisfaction-Survey-.png" width="634" height="530" /></a>
</span></p>
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The first part of the questionnaire contains the demographics. The second part is divided in six sections:
<ul>
	<li>Front desk</li>
	<li>Housekeeping</li>
	<li>The Wora Spa</li>
	<li>Recreation</li>
	<li>Food and beverage</li>
	<li>Overall satisfaction</li>
</ul>
Positive aspect: Dividing the questionnaire in<strong> </strong>two main sections and then the second section in six subcategories makes it easier for the customer to process the information and to provide feedback.<strong></strong>

Recommendations:
<ul>
	<li>The layout<strong>: </strong>It is too common, too basic, it has nothing to catch your eye. There is nothing from the world they want so much to re-create.</li>
	<li>Not time-efficient: Second, it is too long. Customers don’t want to spend much time filling in a questionnaire. Even though it’s checkbox-based, it is still time consuming because there are so many aspects to take into account. And there is no open question to allow the customers express their own thoughts.</li>
	<li>English Level: Not proficient at all. For such a resort, offering a questionnaire in good English should be one of the main priorities.</li>
</ul>
To conclude, the questionnaire represents a good starting point, but there is still room for improvements both in terms of layout and content.

References:
<ul>
	<li>Chairit, A. (n.d.), A study of customers satisfaction on hotel services of Wora Bura Hua Hin Resort and Spa, available at: <a href="http://www.thapra.lib.su.ac.th/objects/thesis/fulltext/snamcn/Ajchara_Chairit/fulltext.pdf">http://www.thapra.lib.su.ac.th/objects/thesis/fulltext/snamcn/Ajchara_Chairit/fulltext.pdf</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.asiatravel.com/en-us/hotels/thailand/hua_hin/wora_bura_resort_spa/index.html">http://www.asiatravel.com/en-us/hotels/thailand/hua_hin/wora_bura_resort_spa/index.html</a></li>
</ul>]]></content:encoded>
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<wp:post_id>11258</wp:post_id>
<wp:post_date>2013-08-30 20:19:04</wp:post_date>
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<title>ACSI’s Smartphone Customer Satisfaction Survey delivers great news to Samsung</title>
<link>http://www.smartkpis.com/blog/acsi%e2%80%99s-smartphone-customer-satisfaction-survey-delivers-great-news-to-samsung/</link>
<pubDate>Mon, 02 Sep 2013 10:32:36 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[American Customer Satisfaction Index]]></category>

		<category domain="tag" nicename="american-customer-satisfaction-index"><![CDATA[American Customer Satisfaction Index]]></category>

		<category domain="tag"><![CDATA[Smarthones]]></category>

		<category domain="tag" nicename="smarthones"><![CDATA[Smarthones]]></category>

		<category domain="tag"><![CDATA[Technology]]></category>

		<category domain="tag" nicename="technology"><![CDATA[Technology]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11282</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/data_analysis.jpg"><img class="aligncenter size-full wp-image-11283" title="data_analysis" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/data_analysis.jpg" width="634" height="350" /></a></p>

<h3><span style="font-size: 13px; font-weight: normal; line-height: 19px;">The customer satisfaction benchmarks are based on randomly sampled interviews with current smartphone users. The study expands ACSI coverage of the cell phone industry to provide ACSI clients with detailed customer satisfaction data at the brand level for the rapidly growing smartphone market.</span></h3>
<!--more-->In the new Smartphone Customer Satisfaction Survey from the American Customer Satisfaction Index (ACSI), Samsung has beaten Apple. The Galaxy S III and Note II were above the iPhone 5 and 4S. The new study provides 2013 customer satisfaction benchmarks for 10 of the past year’s top-selling smartphone models in the United States.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/table_1.png"><img class="aligncenter size-full wp-image-11288" title="table_1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/table_1.png" width="452" height="321" /></a>

The S III has an ACSI score of 84, as well as the Note II, while Apple’s iPhone 4S and 5 have only 82. The Galaxy S4 was not included because it hadn’t been launched yet at the time.

Although the US customers have rated Samsung’s smartphones higher than Apple’s, the Korean consumers still prefer Apple. According to the National Customer Satisfaction Index (NCSI) in South Korea, which uses the same technology as ACSI, the iPhone 5 has topped the Galaxy S III.

According to ACSI Director, David Amburg, “The latest earnings report from Apple was better than expected, but the name of the game for Apple has always been innovation. Samsung, on the other hand, shows a strong upward ACSI trend from the Galaxy S II to the Galaxy S III. If the S4 performs as well—or even better—in the eyes of customers, Samsung could threaten Apple’s dominance in overall customer satisfaction.”
<h3>About ACSI</h3>
The American Customer Satisfaction Index, the only independent national benchmark of customer satisfaction, is a national economic indicator of customer evaluations of the quality of products and services available to household consumers in the United States. It is updated quarterly, serving as a key macroeconomic indicator of the nation’s economy health, as well as a tool for gauging the competitiveness of individual firms and predicting future profitability.

<a href="http://www.theacsi.org/">ACSI</a> uses data from interviews with nearly 70,000 customers every year. It benchmarks customer satisfaction for 10 economic sectors, 43 industries, more than 230 companies and over 100 federal or local government services. The reports scores are based on a scale of 0 to 100.

The ACSI’s time-tested, scientific model provides key insights across the entire<strong> </strong><strong>customer experience</strong><strong>.</strong> The ACSI’s benchmark results are strongly related to a number of essential indicators of micro and macroeconomic performance. At micro level, companies that display high levels of customer satisfaction tend to have higher earnings and stock returns relative to competitors. At macro level, customer satisfaction has been shown to be predictive of both consumer spending and gross domestic product growth.
<h3><strong>The ACSI methodology has been adopted globally</strong></h3>
The methodology of The American Customer Satisfaction Index (ACSI) has been adopted around the globe by research groups, quality associations, and universities via ACSI’s international licensing program called Global CSI<sup>SM</sup>. Countries throughout Europe, Asia, South America, and the Middle East have created customer satisfaction indexes for their own national economies by using Global CSI<sup>SM</sup>.

ACSI uses customer interviews as input to a multi-equation econometric model developed at the University of Michigan's Ross School of Business. This model embeds customer satisfaction within a series of cause-and-effect relationships: indices for the drivers of customer satisfaction are on the left side (customer expectations, perceived quality, and perceived value), customer satisfaction (ACSI) is in the middle, and the outcomes of customer satisfaction are on the right side (customer complaints and customer loyalty, including customer retention and price tolerance).

The indices (shown in the diagram) are multivariable components measured by several questions. They assess customer evaluations regarding the determinants of each index; indices are reported on a scale of 0 to 100. The survey and modeling methodology quantifies the strength of the effect of the index on the left to the one to which the arrow points on the right. These arrows represent "impacts." The ACSI model is self-weighting to maximize the explanation of customer satisfaction (ACSI) on customer loyalty. Looking at the indices and impacts, users can determine which drivers of satisfaction, if improved, would have the most effect on customer loyalty.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/model_ACSI.gif"><img class="aligncenter size-full wp-image-11284" title="model_ACSI" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/model_ACSI.gif" width="594" height="242" /></a></p>
References:

Arbor, A. (2013), Samsung beats Apple in new smartphone customer satisfaction study from ACSI, available at: <a href="http://www.theacsi.org/media-resources/press-release-smartphone-brands-2013">http://www.theacsi.org/media-resources/press-release-smartphone-brands-2013</a>

Image source: <a href="http://www.research-live.com/features/in-house-analysis-an-analysis/4007726.article">http://www.research-live.com/features/in-house-analysis-an-analysis/4007726.article</a>]]></content:encoded>
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<title>Monitoring schools&#039; performance</title>
<link>http://www.smartkpis.com/blog/monitoring-schools-performance/</link>
<pubDate>Mon, 02 Sep 2013 11:23:49 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11294</guid>
<description></description>
<content:encoded><![CDATA[How do schools monitor their performance? The Michigan Department of Education has recently released its 2013 accountability scorecard, along with its ‘top-to-bottom’ list of schools.

The scorecard is based on annual proficiency targets for all students, targets for subgroups, gap reduction between the scores of high and low performers, school planning and attendance or graduation rates.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/a.png"><img class="aligncenter" title="a" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/a.png" width="503" height="410" /></a><!--more--></p>
Therefore, in addition to setting targets for whole school achievement, targets are also set for each student subgroup of 30 or more students. This is done to narrow the gap between the performance of the top 30% and the bottom 30% of students. Depending on the targets’ attainment, schools are receiving a specific number of points.

Points are also allocated for competent and on-time completion of the School Improvement Plan, for an educator evaluation and for student attendance rates at the elementary level or student graduation rates at the high school level.

The School Accountability Scorecard uses a color-coded system to show where a school/district stands in each of the individual areas and overall. Green is given to the top schools, followed by lime, yellow, orange and red.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/b.jpg"><img class="aligncenter size-full wp-image-11295" title="b" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/b.jpg" width="462" height="600" /></a>

The Top-to-Bottom list is part of Michigan's school accountability system used to rank schools on their student performance in mathematics, reading, writing, science and social studies and graduation rate data. The result is a school classification, based on the performance obtained in student achievement, improvement and achievement gaps:
<ul>
	<li><a href="http://www.michigan.gov/mde/0,4615,7-140-22709_57510---,00.html">Priority schools</a> are in the bottom 5% of the state’s top-to-bottom list; they are immediately placed under the supervision of the State School Reform/Redesign Office and they must adopt and complete a turnaround plan within four years;</li>
	<li><a href="http://www.michigan.gov/mde/0,4615,7-140-22709_62253---,00.html">Focus schools</a> are schools with the biggest achievement gaps between their top 30% and bottom 30% of students; they must dedicate a portion of their federal Title I dollars to closing achievement gaps;</li>
	<li><a href="http://www.michigan.gov/mde/0,4615,7-140-22709_62255---,00.html">Reward schools</a> are in the top 5% of the top-to-bottom list, as well as the top 5% of schools that have made the biggest gains in student achievement.</li>
</ul>
References:
<ul>
	<li>Michigan Education Association (2013), State releases new ‘accountability scorecard’ which replaces AYP system, available at: <a href="http://www.mea.org/state-releases-new-accountability-scorecard-which-replaces-ayp-system">http://www.mea.org/state-releases-new-accountability-scorecard-which-replaces-ayp-system</a></li>
	<li>Michigan Department of Education (2013), 2013 school report cards, available at: <a href="http://www.michigan.gov/mde/0,4615,7-140-7085-310970--,00.html">http://www.michigan.gov/mde/0,4615,7-140-7085-310970--,00.html</a></li>
	<li>Baumann, Jamie (2013), New school scorecards address state and federal targets, available at: <a href="http://articles.petoskeynews.com/2013-08-29/state-and-federal-targets_41590472">http://articles.petoskeynews.com/2013-08-29/state-and-federal-targets_41590472</a></li>
</ul>]]></content:encoded>
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<wp:post_date>2013-09-02 22:23:49</wp:post_date>
<wp:post_date_gmt>2013-09-02 11:23:49</wp:post_date_gmt>
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<title>Talent management from a &quot;whole new perspective&quot;</title>
<link>http://www.smartkpis.com/blog/talent-management-from-a-whole-new-perspective/</link>
<pubDate>Tue, 03 Sep 2013 12:45:13 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Apple]]></category>

		<category domain="tag" nicename="apple"><![CDATA[Apple]]></category>

		<category domain="tag"><![CDATA[Case Study]]></category>

		<category domain="tag" nicename="case-study"><![CDATA[Case Study]]></category>

		<category domain="tag"><![CDATA[Talent management]]></category>

		<category domain="tag" nicename="talent-management"><![CDATA[Talent management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11300</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/apple_logo.jpg"><img class="aligncenter size-full wp-image-11301" title="apple_logo" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/apple_logo.jpg" width="448" height="252" /></a></p>
Superior leadership, access to great talent, and unusual talent management approaches. This is the key to success.

In august 2011, <a href="http://www.apple.com/">Apple</a> became the most valuable company in the world, it has surpassed every other company in the technology industry and every other industry.
<h3><strong><!--more-->Apple’s approach regarding talent management</strong></h3>
A great deal of Apple’s agility comes from the direction and vision of its senior leadership and its corporate culture. This reinforces the need to get ready for “the next big thing”.

Apple looks for agility in talent, but this is not enough. The ‘real deal’ actually occurs post ‘onboarding’. Apple’s cultural expectations are different from those of other organizations’: after succeeding in one task, you will move on to something different, immediately. In this way, you know that you will have to deal with new issues and learn quickly. The expectation of radical change eliminates resistance and sends a message that employees can’t rest on their laurels. That means that they must mentally prepare for and even look forward to the next extraordinary challenge. Apple employees work in numerous disconnected team silos and they compete against each other with little or no foresight into the purpose or intended use date of their work.

The fact that they shift tasks so much results in employees that never get bored (or if they do get bored at some point, it’s not going to be for long).
<h3><strong>Less is more: a lean talent management approach</strong></h3>
Workforce productivity can be best measured through revenue per employee and profit per employee. Apple’s revenue per employee is nearly $2 million and profit per employee nearly $478 000 (which is unbelievable considering it has a retail workforce).

If you know a few things about lean management, then you will certainly understand Apple’s prime drivers for extraordinary employee productivity.  For years, the leadership of Apple has followed the philosophy that having less is more, meaning that by purposely understaffing and operating with reduced funding, you can make the team more productive and innovative.

Advantages of a lean approach:
<ul>
	<li>it improves innovation because with everything being tried, there simply isn’t enough time or money for major misses and re-do’s;</li>
	<li>forces everyone to be productive because they know there is no room for slippage;</li>
	<li>even with its huge cash resources, every employee must adopt the mentality of leanness.</li>
</ul>
<h3><strong>The importance of a performance culture</strong></h3>
A performance culture requires differentiation based on performance, and it’s clear that in this culture, the top performers and those who are working on mission-critical products are treated significantly differently. Actually, current and former employees have complained about this fact.

But the truth is, you cannot treat all employees the same way. Some have bigger shoes to fit in. And if you treat all the same, then the top performers will get frustrated and leave because their merits are not acknowledged.

Basically, what you have to do is prove yourself: having a prestigious degree or past successes won’t get you far at all. Steve Jobs had no degree and look what he’s done.  The internal competition is fierce (even though they don’t know what other teams are doing): everyone wants to develop or contribute to the most-talked about feature for the next WOW product.

Functions receive different funding also, based on their potential impact. Overhead functions that don’t directly produce product (i.e. HR) are often underfunded compared to product producing functions like engineering and product design.
<h3><strong>Emphasis on work</strong></h3>
Apple makes it clear that it’s looking for extremely hard-working and committed individuals.

On the website, for example, it proudly states:

“<em>This isn’t your cushy corporate nine-to-fiver</em>.”

“<em>Making it all happen can be hard work. And you could probably find an easier job someplace else. But that’s not the point, is it</em>?

“<em>We also have a shared obsession with getting every last detail right. So leave your neckties, bring your ideas</em>.”

If you don’t have an eye for details and are not very patient, then probably you shouldn’t work at Apple.

References:

Sullivan, J. (2011), Talent management lessons from Apple: A case study of the world’s most valuable firm, available at: <a href="http://www.ere.net/2011/09/12/talent-management-lessons-from-apple-a-case-study-of-the-worlds-most-valuable-firm-part-1-of-3/">http://www.ere.net/2011/09/12/talent-management-lessons-from-apple-a-case-study-of-the-worlds-most-valuable-firm-part-1-of-3/</a>]]></content:encoded>
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<title>Corporate real estate and performance management</title>
<link>http://www.smartkpis.com/blog/corporate-real-estate-and-performance-management/</link>
<pubDate>Wed, 04 Sep 2013 13:25:39 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Property]]></category>

		<category domain="tag" nicename="property"><![CDATA[Property]]></category>

		<category domain="tag"><![CDATA[Real Estate]]></category>

		<category domain="tag" nicename="real-estate"><![CDATA[Real Estate]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11313</guid>
<description></description>
<content:encoded><![CDATA[It is difficult to measure relative corporate real estate asset management performance, as different organizations require different outputs from their property assets. But they all have to make the most of the resources and assets they have at their disposal. Within corporate real estate this means adopting a portfolio approach to the management function.
<p style="text-align: center;"><strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/Overview_Corporate_Real_Estate_Management.png"><img class="aligncenter size-full wp-image-12846" title="Overview_Corporate_Real_Estate_Management" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Overview_Corporate_Real_Estate_Management.png" width="576" height="432" /></a>
</strong></p>
<!--more-->There is a saying that “What gets measured, gets done”. But the need for performance management has far more important implications than ensuring desired actions are carried out as intended.

Applying the disciplines of performance management helps managers and operators alike to determine:
<ul>
	<li>issues that are crucially important to the overall organization and its success (i.e. strategic alignment);</li>
	<li>issues that are critical to the successful delivery of speciﬁc functions and operations within the organization;</li>
	<li>if the performance is good, if it can be improved (and if the case, by how much and over what period of time);</li>
	<li>how overall changes affect the success criteria of speciﬁc functions and operations within the organization.</li>
</ul>
Therefore, performance management is an important weapon which helps to achieve ‘transformation that is revolutionary in result and evolutionary in execution’.
<h3><strong>Performance measures in real estate</strong></h3>
The reason for measuring performance is to assess the progress of the real estate function as it pursues its main mission, objectives and critical success factors. The real estate function should seek to improve its contribution to overall business performance by using performance measurement to:
<ul>
	<li>Provide clarity by:
<ul>
	<li>offering ongoing objective assessment of the real estate and workplace portfolio’s overall status and ‘health’, and its improvement over time</li>
	<li>monitoring the progress of the real estate/workplace strategy implementation</li>
	<li>measuring and communicating the impact of changes in business strategy within individual areas of real estate function responsibility and action</li>
	<li>Enhance improvement by:
<ul>
	<li>identifying major potential problems and liabilities for investigation and improvement</li>
	<li>identifying signiﬁcant potential ‘good practices’ for investigation and dissemination</li>
	<li>helping condition management ‘behaviors’ and actions in line with stated strategy</li>
</ul>
</li>
</ul>
</li>
</ul>
Measurement process components:
<ul>
	<li>key drivers for business and characteristics</li>
	<li>real estate challenges and objectives</li>
	<li>consequential real estate ‘critical success factors’ and their related performance criteria (primary measures)</li>
</ul>
Two further levels of activity can also be added to enable a completely integrated system; namely an overall real estate ‘mission’ or performance objective, and secondary measures which feed into the primary or ‘critical success’ measures.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Process.png"><img class="aligncenter size-full wp-image-11314" title="Process" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Process.png" width="436" height="344" /></a>

Clarity is achieved with respect to how the CRE function will support business requirements, and what the key improvements are that must be achieved to be successful. At the same time, by moving a lot of the tactical measures (that are currently popular) related to economy and efﬁciency to a secondary level, the CRE function is able to have a meaningful dialogue with its core business leadership around the issues that really matter.
<h3><strong>Continuous improvement framework</strong></h3>
The measurement framework drives reality forward; otherwise it merely exists in a detached zone of fantasy.

Having established the continuous improvement frameworks, their components and the targets, it is critical that they be used on an ongoing basis to drive continuous performance improvement in line with strategic priorities. Key aspects in successfully achieving this are:
<ul>
	<li>The framework needs to be updated at regular intervals to track and report performance improvements.</li>
	<li>The underlying relationships between business drivers and real estate objectives need to be constantly monitored for changes.</li>
	<li>A special framework template used as a summary of the overall performance contribution made to the organization by the real estate function and its portfolio management</li>
</ul>
References:

Varcoe, B. (2001),The performance measurement of corporate real estate portfolio management, available at: <a href="http://cpanalytics.com/pdfs/PerfMeasPortfolioBV.pdf">http://cpanalytics.com/pdfs/PerfMeasPortfolioBV.pdf</a>

Image Source: <a href="http://en.m.wikipedia.org/wiki/File:Overview_Corporate_Real_Estate_Management.png">http://en.m.wikipedia.org/wiki/File:Overview_Corporate_Real_Estate_Management.png</a>]]></content:encoded>
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<title>KPIs in the UK Chain Hotels Market</title>
<link>http://www.smartkpis.com/blog/kpis-in-the-uk-chain-hotels-market/</link>
<pubDate>Thu, 05 Sep 2013 08:03:12 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Hospitality &amp; Tourism]]></category>

		<category domain="tag" nicename="hospitality-tourism"><![CDATA[Hospitality &amp; Tourism]]></category>

		<category domain="tag"><![CDATA[Hotels]]></category>

		<category domain="tag" nicename="hotels"><![CDATA[Hotels]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

		<category domain="tag"><![CDATA[UK Chain Hotels Market]]></category>

		<category domain="tag" nicename="uk-chain-hotels-market"><![CDATA[UK Chain Hotels Market]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11334</guid>
<description></description>
<content:encoded><![CDATA[A recent benchmark report published by HotStats offers an overview of the UK hotel market one year after London has hosted the Olympics. Over 600 hotels in the UK have been benchmarked against 6 Key Performance Indicators (KPIs) and provides a clear picture of the current status of the hotel industry in the United Kingdom.<!--more-->

The chosen KPIs that were measured and provided the data for the benchmark report are:
<ol>
	<li>% Occupancy - Measures the percentage of occupied bedrooms from the total available bedrooms during the reporting period;</li>
	<li>Average Room Rate (ARR) – Measures the total bedroom revenue obtained in the period divided by the total number of bedrooms occupied in the reporting period;</li>
	<li>Room RevPar (RevPAR) - Measures the total bedroom revenue obtained in the period divided by the total number of rooms available in the reporting period;</li>
	<li>Total RevPar (TrevPAR) – Measures the combined total of revenues divided by the total number of available rooms in the reporting period;</li>
	<li>% Payroll – Measures the percentage of the payroll for all the hotels included in the samples from the total revenue;</li>
	<li>GOPPAR – Measures the Total Gross Operating Profit for the period divided by the total available rooms during the reporting period.</li>
</ol>
The hotels in London are facing an expected decline following the Olympics last year with the capital showing negative year-on-year results across the majority of KPIs, expect occupancy. In comparison, the hoteliers from the provinces experienced positive year-on-year performance and recorded positive results in all the measure KPIs.
<p style="text-align: right;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/UK-Hotel-benchmark-report.png"><img class="aligncenter size-full wp-image-11335" title="UK-Hotel-benchmark-report" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/UK-Hotel-benchmark-report.png" width="967" height="520" /></a><em>Source: HotStats (2013), UK Chain hotels market review July 2013, available at: </em><em><a href="http://www.hotelnewsresource.com/pdf13/HotStats_UK_Chain_July_2013.pdf">http://www.hotelnewsresource.com/pdf13/HotStats_UK_Chain_July_2013.pdf</a></em></p>
In order to access more <a href="http://www.smartkpis.com/kpi/industries/hospitality-tourism/">Hospitality &amp; Tourism KPIs</a> and review documented examples of KPIs for the hospitality industry, visit <a href="http://www.smartkpis.com/">www.smartkpis.com</a>, where over 300 examples of Hospitality &amp; Tourism KPIs are available for analysis.

References:
<ul>
	<li>HotStats (2013), UK Chain hotels market review July 2013, available at: <a href="http://www.hotelnewsresource.com/pdf13/HotStats_UK_Chain_July_2013.pdf">http://www.hotelnewsresource.com/pdf13/HotStats_UK_Chain_July_2013.pdf</a></li>
</ul>]]></content:encoded>
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<title>Performance management at Apple, Google and Statoil</title>
<link>http://www.smartkpis.com/blog/performance-management-at-apple-google-and-statoil/</link>
<pubDate>Thu, 05 Sep 2013 11:35:29 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Apple]]></category>

		<category domain="tag" nicename="apple"><![CDATA[Apple]]></category>

		<category domain="tag"><![CDATA[Google]]></category>

		<category domain="tag" nicename="google"><![CDATA[Google]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Statoil]]></category>

		<category domain="tag" nicename="statoil"><![CDATA[Statoil]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11341</guid>
<description></description>
<content:encoded><![CDATA[<h4><span style="font-weight: normal;">Performance management looks at how an organization plans, measures, monitors and enhances its performance on different levels (departmental, procedural, workforce, systems or financial) in order to ensure the overall success of the organization.</span></h4>
<h4 style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/111.jpg"><img title="111" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/111-300x300.jpg" width="300" height="300" /></a></h4>
<!--more-->Today, a lot of companies, regardless of size, have performance management systems set in place, some of them performing better than others. A good performance management plan aims at increasing and aligning all organizational levels.

Performance management is used differently in every organization. To form an idea, below is an overview of how three great companies use performance management to align individual and organizational objectives.
<h3><strong>Planning</strong></h3>
It involves finding ways of using the scarce resources such as time, money and energy to achieve the organizational objectives: it implies setting clear objectives and providing the necessary ‘ingredients’ for achieving such objectives, like giving incentives and training.
<h3><strong>Coaching</strong></h3>
It gives the necessary support to employees, including good leadership practices like mentoring, giving timely and clear feedback and providing support where needed.
<h3><strong>Appraisal</strong></h3>
This is where the pre-defined goals are assessed in order to see whether individuals and management have been successful in achieving them.

Next, let us see how Apple, Google and Statoil have implemented performance management and the differences between the three (if there are any). We shall only take a look at it from the HR perspective.
<h2>Apple</h2>
<strong>Goals management</strong>: organization-centered;

<strong>Recruitment:</strong> qualified and skilled personnel;

<strong>Incentives:</strong>

<strong>Salary</strong>

Base salaries:
<ul>
	<li>higher end of normal for the markets they operate in;</li>
	<li>supplemented by stock options, challenging work and extensive benefits</li>
</ul>
Variable pay: high performers are highly rewarded

Benefits: depending on individual performance and number of years within the company

<strong>Training and development</strong>:
<ul>
	<li>Training for business driven needs – personal development category</li>
	<li>General awareness education</li>
	<li>Efficiency program</li>
</ul>
<strong>Coaching: </strong>Mentoring and good leadership

<strong>Appraisal:</strong>
<ul>
	<li>360 degrees assessment</li>
	<li>peer assessment</li>
	<li>performance review: annually</li>
</ul>
<h2><strong>Google</strong></h2>
<strong>Goals management:</strong> cascaded to all;

<strong>Recruitment: </strong>qualified and skilled personnel;

<strong>Incentives:</strong>

<strong>Salary</strong>

Base salaries:
<ul>
	<li>on the lower end of normal for the markets they operate in;</li>
	<li>supplemented by stock options, challenging work and extensive benefits</li>
</ul>
Variable pay:
<ul>
	<li>high performers are highly rewarded</li>
	<li>founders award – rewarding good contribution</li>
	<li>program which allows employees to use 20% of their time to explore and come up with innovations – individuals who excel are rewarded</li>
</ul>
Benefits: they vary, being normally based on the legal framework of the country

<strong>Training and development</strong>:
<ul>
	<li>Annual training</li>
	<li>Team work</li>
	<li>Effective teamwork</li>
</ul>
<strong>Coaching:</strong> Mentoring and good leadership

<strong>Appraisal:</strong>
<ul>
	<li>360 degrees assessment</li>
	<li>peer assessment</li>
	<li>performance review: twice a year</li>
</ul>
<h2>Statoil</h2>
<strong>Goals management:</strong> based on delivery and behavior;

<strong>Recruitment: </strong>qualified and skilled personnel;

<strong>Incentives:</strong>

<strong>Salary</strong>

Fixed remuneration – base salary and long term incentives

Base salaries: very competitive in the markets they operate in; reflects the individual’s performance and responsabilities

Long-term incentives:
<ul>
	<li>on-going for members of their corporate executive committee and a limited number of senior executives</li>
	<li>fixed, monetary compensation earned on shares</li>
</ul>
Variable pay:
<ul>
	<li>high performers are highly rewarded</li>
	<li>variable pay scheme for chief executives and deputies for immense contribution to the firm</li>
</ul>
Benefits: based on legal policies in the countries they operate in

<strong>Training and development</strong>:
<ul>
	<li>Team work</li>
	<li>Effective teamwork</li>
</ul>
<strong>Coaching:</strong> Mentoring and good leadership

<strong>Appraisal:</strong>
<ul>
	<li>360 degrees assessment</li>
	<li>peer assessment</li>
	<li>performance review:annually</li>
</ul>
After seeing the ‘basics’, take a moment and look at how your company implements performance management for HR practices.

<em>References</em>:
<p style="text-align: left;">Cole, A. G. (2011). Managing human capital, available at: <a href="http://www.academia.edu/1999551/The_usefulness_of_Performance_Management_in_Aligning_Individual_and_Organizational_goals_for_successful_results">http://www.academia.edu/1999551/The_usefulness_of_Performance_Management_in_Aligning_Individual_and_Organizational_goals_for_successful_results</a></p>
<p style="text-align: left;"><em>Image Sources</em>:</p>
<p style="text-align: left;">Apple logo: <a href="http://www.despreinvestitii.ro/wp-content/uploads/2013/02/apple-logo.jpeg">http://www.despreinvestitii.ro/wp-content/uploads/2013/02/apple-logo.jpeg</a></p>
<p style="text-align: left;">Google logo: <a href="http://www.v3.co.uk/v3-uk/news/2271655/google-gives-firms-only-seven-days-to-come-clean-on-zeroday-vulnerabilities">http://www.v3.co.uk/v3-uk/news/2271655/google-gives-firms-only-seven-days-to-come-clean-on-zeroday-vulnerabilities</a></p>
<p style="text-align: left;">Statoil logo: <a href="http://www.underconsideration.com/brandnew/archives/magenta_star.php#.UmDXtvlpm2A">http://www.underconsideration.com/brandnew/archives/magenta_star.php#.UmDXtvlpm2A</a></p>]]></content:encoded>
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<title>Hostile takeover or strategic partnership?</title>
<link>http://www.smartkpis.com/blog/hostile-takeover-or-strategic-partnership/</link>
<pubDate>Fri, 06 Sep 2013 13:25:12 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Hostile Takeover]]></category>

		<category domain="tag" nicename="hostile-takeover"><![CDATA[Hostile Takeover]]></category>

		<category domain="tag"><![CDATA[Microsoft]]></category>

		<category domain="tag" nicename="microsoft"><![CDATA[Microsoft]]></category>

		<category domain="tag"><![CDATA[Nokia]]></category>

		<category domain="tag" nicename="nokia"><![CDATA[Nokia]]></category>

		<category domain="tag"><![CDATA[Partnership]]></category>

		<category domain="tag" nicename="partnership"><![CDATA[Partnership]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Technology]]></category>

		<category domain="tag" nicename="technology"><![CDATA[Technology]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11355</guid>
<description></description>
<content:encoded><![CDATA[<h3><a href="http://www.smartkpis.com/blog/wp-content/uploads/nokia-microsoft-header.jpg"><img class="aligncenter size-full wp-image-11360" title="nokia-microsoft-header" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/nokia-microsoft-header.jpg" width="600" height="300" /></a></h3>
<h4><span style="font-size: 1.17em; font-weight: normal;">Microsoft has announced that it’s going to purchase all of Nokia’s Devices and Services unit. This deal is meant to help the software giant and the once-influential cellphone maker catch up with the mobile computing revolution.</span></h4>
Microsoft will pay €3.79 billion for Nokia's business, plus another €1.65 billion to license its portfolio of patents, the total transaction price being €5.44 billion (which is less than Microsoft paid for Skype). The transaction is expected to close in the first quarter of 2014.
<h3><strong><!--more-->Playing ‘catch-up’</strong></h3>
Once upon a time, Nokia was ruling over the cellphone market, while Samsung was striving to stay afloat and Apple was nowhere. This was actually back in the ‘90s. Now, things are reversed and Nokia has to blame its failed strategies and lack of innovation.
<h3><strong>Short history</strong></h3>
1998 – Nokia overtook Motorola and controlled over 40% of the market.

2002 – Nokia launched its first smartphone on Symbian OS; it could have remained a pioneer, but unfortunately, it didn’t change with the times and was left behind.

2007 – Apple launched the iPhone, the first touch phone. Meanwhile, Nokia was still in its E- series when the definition of s smartphone had completely changed.

Nokia’s biggest mistake: it failed to take note of the iPhone’s success. While Samsung and Google were trying to come up with off-the-shelf technology, Nokia was complacent. Nokia’s phone <em>were feature ready but not future ready</em>.

2010 – Stephen Elop, Microsoft’s head of the Business Division and a member of the company’s senior leadership team, took the position of CEO at Nokia.

2011 – Nokia entered into a partnership with Microsoft. However, its shift from Symbian to Windows occurred too late, as Apple and Samsung had already established their dominance on the market.

2013 – Microsoft announced the acquisition of Nokia’s Devices &amp; Services business.
<h3><strong>Nokia, where to?</strong></h3>
First of all, its days as a smartphone brand are over. Now, Nokia is planning to focus on three technologies: NSN – which is its network infrastructure, HERE – its maps and location-based services and Advanced Technologies – a licensing and development arm.

Microsoft is also going to pay Nokia for a four year license for the HERE services. Thus, the Finnish company has more revenue and stability than previously. But it’s also a much smaller company.
<h3><strong>"A bold step into the future"</strong></h3>
Microsoft is sure than it can develop a very appealing line of Windows phones if the hardware and software are more tightly connected. This is what made Apple so successful: their operating systems are specially designed for their products; also, they have a rigid screening process for applications.

"We know we need to accelerate. We're not confused about that," Ballmer told investors and analysts at the press conference held Tuesday, September 3<sup>rd</sup>. "We need to be a company that provides a family of devices."
<h3><strong>Leadership changes</strong></h3>
Stephen Elop is going back to Microsoft (as head of the devices team) and several other executives are going to follow him. This is going to happen at the anticipated closing of the transaction and it is part of the agreement. Also, 32 000 Nokia employees are going to be ‘inherited’ by Microsoft.

But these are not the only changes. Stephen Ballmer announced his retirement. How is this going to impact ‘the merger’? Who is going to be next CEO at Microsoft? Stephen Elop? These things remain yet unknown. However, there are rumors stating that this whole acquisition was planned way ahead. Did they have everything laid out on paper three years ago, when Elop became Nokia’s CEO? So, from here we draw the question: was it a hostile takeover or a strategic partnership?

It’s going to be interesting to see how Microsoft’s doing from now on. The company will have to come up with new business plans.  Also, the future objectives (both on short and long term) are definitely crucial for the future of the business. They’d better pay attention to performance management and measurement.

References:
<p style="text-align: left;">Microsoft (2013), Microsoft to acquire Nokia’s devices &amp; services business, license Nokia’s patents and mapping services, available at: <a href="http://www.microsoft.com/en-us/news/press/2013/sep13/09-02AnnouncementPR.aspx">http://www.microsoft.com/en-us/news/press/2013/sep13/09-02AnnouncementPR.aspx</a></p>
<p style="text-align: left;">Liedtke, M and Huuhtanen (2013), In Nokia acquisition, Microsoft tries to catch up, available at: <a href="http://www.wate.com/story/23320701/microsoft-buying-nokias-devices-and-services-unit">http://www.wate.com/story/23320701/microsoft-buying-nokias-devices-and-services-unit</a></p>
<p style="text-align: left;">Pierce, D. (2013), Microsoft buying Nokia's phone business in a $7.2 billion bid for its mobile future, available at: <a href="http://www.theverge.com/2013/9/2/4688530/microsoft-buys-nokias-devices-and-services-unit-unites-windows-phone">http://www.theverge.com/2013/9/2/4688530/microsoft-buys-nokias-devices-and-services-unit-unites-windows-phone</a></p>]]></content:encoded>
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<title>Managing talent within organizations</title>
<link>http://www.smartkpis.com/blog/managing-talent-within-organizations/</link>
<pubDate>Mon, 09 Sep 2013 07:06:39 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11367</guid>
<description></description>
<content:encoded><![CDATA[Wondering which are the Key Performance Indicators (KPIs) that need to be monitored in order to ensure employees are engaged and productive?

<a href="http://www.smartkpis.com/blog/wp-content/uploads/s.png"><img class="aligncenter size-full wp-image-11368" title="s" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/s.png" width="364" height="267" /></a>

Here are 5 of them:<!--more-->
<ol>
	<li>% Voluntary termination rate – Measures the percentage of employees who leave the organization by resigning or retiring, out of the total workforce. Job dissatisfaction results in the loss of high-performing employees. To prevent this from happening, organizations need to maintain employees happy with their workplace and job responsibilities.</li>
	<li># Performance based pay differential – Measures direct compensation received by high performer employees, in relation to direct compensation received by non-high performer employees. High performers expect a strong correlation between performance and reward, and if not satisfied, they prefer to resign. This happens because they require greater rewards to feel the same level of job satisfaction as low performers.</li>
	<li># Male-to-female managerial staffing ratio – Measures the ratio of male to female employees, as working in managerial positions. According to a recent study conducted by McKinsey &amp; Company, it was proved that companies with three or more women in leadership roles show stronger organizational health and superior financial performance.</li>
	<li>% Human capital return on investment (ROI) – Measures the return on investing in the human capital of the organization, after adjusting the cost of financial capital. It assesses how much profit organizations are earning for every dollar invested in its personnel, being useful in identifying employees’ productivity.</li>
	<li># Training hours per full time equivalent (FTE) – Measures the training each Full Time Equivalent (FTE) receives in a given time period. It indicates the time and resources invested in employees’ development, learning and growth processes. Employees with less training are likely to under perform.</li>
</ol>
The list above should be taken as a recommendation only. For more indicators in the Human Resources area, you can access the database available on <a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/">http://www.smartkpis.com/kpi/functional-areas/human-resources/</a>.

Resources:
<ol>
	<li>Price Shawn (2013), Are you watching these five indicators of effective talent management?, available at: <a href="http://www.forbes.com/sites/sap/2013/09/04/are-you-watching-these-five-indicators-of-effective-talent-management/">http://www.forbes.com/sites/sap/2013/09/04/are-you-watching-these-five-indicators-of-effective-talent-management/</a></li>
</ol>]]></content:encoded>
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<wp:post_id>11367</wp:post_id>
<wp:post_date>2013-09-09 18:06:39</wp:post_date>
<wp:post_date_gmt>2013-09-09 07:06:39</wp:post_date_gmt>
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<title>How to improve customer service through effective performance management</title>
<link>http://www.smartkpis.com/blog/how-to-improve-customer-service-through-effective-performance-management/</link>
<pubDate>Mon, 09 Sep 2013 11:05:03 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Customer Service]]></category>

		<category domain="tag" nicename="customer-service"><![CDATA[Customer Service]]></category>

		<category domain="tag"><![CDATA[Customer-Focused Measures]]></category>

		<category domain="tag" nicename="customer-focused-measures"><![CDATA[Customer-Focused Measures]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11373</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Chess-Set.jpg"><img class="aligncenter size-large wp-image-11374" title="Chess-Set" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Chess-Set-1024x576.jpg" width="614" height="346" /></a></p>
<p style="text-align: justify;">Performance management is like a game of chess: you have to plan ahead every move.</p>
<p style="text-align: justify;">Everybody knows that an efficient performance management program helps companies accomplish their mission and goals. Such a program includes four main components, which, if designed with a focus on customer satisfaction, will promote the companies’ customer service goals and also improve the performance both at individual and organizational level. However, managers have to bear in mind the fact that considering, designing and redesigning these components individually will not improve performance as effectively as when they are examined and coordinated all together.</p>
<p style="text-align: justify;"><!--more-->These key components are:</p>

<ul style="text-align: justify;">
	<li>Setting individual and team goals that are aligned with those of the organization;</li>
	<li>Establishing a measurement system accepted by all users;</li>
	<li>Providing accurate and timely feedback;</li>
	<li>Rewarding and recognizing the desired performance.</li>
</ul>
<p style="text-align: justify;">Now, we shall take a look at each and every component.</p>

<h3><strong>1. </strong><strong>Setting goals and standards based on customer service</strong></h3>
<p style="text-align: justify;">First and foremost, you have to determine who your customers are. Next, customer service goals and standards must not be set arbitrarily, but rather based on customer research data, at organizational, departmental and individual level.</p>
<p style="text-align: justify;">Asking customers what they want is the most important part when setting customer service standards and goals. Various methods are used, among which we mention:</p>

<ul style="text-align: justify;">
	<li>one-on-one interviews of key customers;</li>
	<li>polling front-line service employees;</li>
	<li>focus groups;</li>
	<li>questionnaires allowing for customer comments;</li>
	<li>key decision maker mini-groups pulling together the major stakeholders of the organization.</li>
</ul>
<p style="text-align: justify;">Using a variety of these methods will provide a meaningful set of attributes defining quality for customers. Once the list of attributes is established, the organization has to use key performance indicators (KPIs) in order to measure the current performance against the customer-desired one.</p>

<h3><strong>2. </strong><strong>The measurement system</strong></h3>
<p style="text-align: justify;">When developing a measurement system, organizations should take into account the following steps:</p>

<ul style="text-align: justify;">
	<li>Identify the goals that need to be measured;</li>
	<li>Develop performance indicators to measure the products, services and/or outcomes established in the goal setting process;</li>
	<li>Involve employees; thus, they would trust the measures that are implemented;</li>
	<li>Use multiple measures and inputs - just one measure will not provide accurate results;</li>
	<li>Provide flexibility – the system should allow for change;</li>
	<li>Provide feedback – it promotes performance improvement;</li>
	<li>Analyze the data;</li>
	<li>Last but not least, be patient - performance management is a process that stretches over time.</li>
</ul>
<h4><strong>Customer-focused measures</strong></h4>
<p style="text-align: justify;"><strong>Outcome measures</strong> – they show organizations where they stand in their efforts of achieving their goals. They include:</p>

<ul style="text-align: justify;">
	<li>measuring customer satisfaction with the product/service;</li>
	<li>measuring the number of complaints, complements, awards or recommendations;</li>
	<li>comparing the final product  to the customers’ requirements.</li>
</ul>
<p style="text-align: justify;"><strong>Process Measures</strong> – monitor the tasks and activities that lead to a given result. They include:</p>

<ul style="text-align: justify;">
	<li>cycle time;</li>
	<li>error rate;</li>
	<li>wasted time or supplies;</li>
	<li>other activities specific to the work type.</li>
</ul>
<p style="text-align: justify;"><strong>Process flowchart to identify process measures</strong> – in order to determine the key process measurements, organizations use flow charts to track the work process. This allows them to pinpoint the parts of the process that need to be measured in order to make improvements.</p>
<p style="text-align: justify;"><strong>Measuring customer dissatisfaction</strong> – knowing what doesn’t work allows changes to occur. Thus, managers and employees have guidelines to follow in order to know what needs to be improved.</p>

<h3><strong>3. </strong><strong>Feedback</strong></h3>
<p style="text-align: justify;">Feedback needs to be:</p>
<p style="text-align: justify;"><strong>Specific</strong> – feedback works best when it’s related to a specific goal. Thus, employees know exactly what they are doing right or wrong.</p>
<p style="text-align: justify;"><strong>Timely</strong> – if employees have to improve their performance, then the sooner they know, the better. Plus, it’s a lot easier to provide feedback on actions that have just occurred, as the managers have everything fresh in mind.</p>
<p style="text-align: justify;"><strong>Appropriate</strong> – feedback should be given in such a way that the employees do not perceive it as bad criticism, but rather as something positive. They need to be aware that it is for their own good. However, it’s not supposed to be all sugar and honey because they might misinterpret the message. When presented, the feedback should envisage what an employee did right and then identify what needs to be improved in the future.</p>

<h4><strong>Feedback sources</strong></h4>
<p style="text-align: justify;">Performance feedback on customer service can come from the following sources:</p>

<ul style="text-align: justify;">
	<li>Customers (through customer surveys);</li>
	<li>Work measurement systems (e.g. statistical process control measures);</li>
	<li>Supervisors, managers or team leaders (on the company’s overall customer service performance, but also on individual and team performance regarding meeting particular goals);</li>
	<li>Peers (for different perspectives);</li>
	<li>Subordinates (extremely useful to supervisors and managers when addressing customer service goals).</li>
</ul>
<h4><strong>4. </strong><strong>Recognition and rewards</strong></h4>
<p style="text-align: justify;"><strong>Monetary or nonmonetary?</strong></p>
<p style="text-align: justify;">Opinions are divided in this matter. Some lean towards monetary recognition, while others promote nonmonetary rewards.</p>
<p style="text-align: justify;">Money recognition supports performance improvement through goal setting by the following mechanisms:</p>

<ul style="text-align: justify;">
	<li>Money can increase goal acceptance or goal commitment;</li>
	<li>Money can induce people to set goals;</li>
	<li>Money can lead to setting higher goals.</li>
</ul>
<p style="text-align: justify;">However, when money is involved, people tend to put a lot of pressure on them and therefore, their performance may turn out to be weaker than it would normally be.</p>
<p style="text-align: justify;">Nonmonetary recognition can often be more valued by employees. For instance, at IBM, goal attainment is immediately followed by rewards (some monetary, some nonmonetary). But employees state that they cherish more those rewards that have nothing to do with money, like having their names on the bulletin board with a notation saying 100%, a party on their behalf or congratulatory notes from their superiors.</p>
<p style="text-align: justify;">Apparently money can’t buy happiness after all.</p>
<p style="text-align: justify;">References:</p>
<p style="text-align: left;">Lebing, K. (1997), Improving customer service through effective performance management, available at: <a href="https://www.opm.gov/policy-data-oversight/performance-management/reference-materials/historical/customer_service.pdf">https://www.opm.gov/policy-data-oversight/performance-management/reference-materials/historical/customer_service.pdf</a></p>]]></content:encoded>
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<title>Running a restaurant doesn&#039;t start in the kitchen</title>
<link>http://www.smartkpis.com/blog/running-a-restaurant-doesnt-start-in-the-kitchen/</link>
<pubDate>Tue, 10 Sep 2013 09:57:30 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Food and Beverage]]></category>

		<category domain="tag" nicename="food"><![CDATA[Food and Beverage]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11386</guid>
<description></description>
<content:encoded><![CDATA[<h4 style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/cd-restaurant-Di-8.jpg"><img class="aligncenter size-full wp-image-11387" title="cd-restaurant-Di-8" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/cd-restaurant-Di-8.jpg" width="580" height="400" /></a></h4>
<h4>Key performance indicators are used to monitor key processes and activities, being meant to offer valuable insights on the overall performance of a company. KPIs also help improving the core actions of the organization, allowing thus managers and decision makers to attain the desired outcomes.</h4>
<!--more-->How can these instruments be applied in a restaurant, though? Doesn’t a restaurant depend on its chef? Well, there’s more here than meets the eye. The food is, indeed, very important, as it defines the restaurant. But there are other factors that need to be taken into account: variety of the menu, atmosphere, service quality, waiting times, reservation procedures and so on. And of course, the target ‘audience’, as every restaurant has a type of customer in mind when it goes into business.

So, KPIs basically show how successful a business is and if not, they help improve the areas that underperform so that it will become successful. For restaurants, it is important to monitor some key aspects:
<ul>
	<li>Personnel management</li>
	<li>Customer satisfaction</li>
	<li>Market assumptions</li>
	<li>Environment analysis</li>
	<li>Competitive analysis</li>
	<li>Profit</li>
</ul>
<h3>Examples of KPIs that would be useful</h3>
We are going to give one detailed example for each category:

<strong>Personnel management: % Employee turnover, # Absent days per employee during peak operational periods, # Guests per employee.</strong>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/guests-per-employee-697.html"># Guests per employee</a> – measures how many guests an employee has to serve at a certain moment. By using this KPI, you make sure that the number of available employees matches the number of guests that need to be served at a certain moment, avoiding thus huge waiting times, overcrowding, delivering poor quality services and customer dissatisfaction. Of course, in order to be accurate, sound practices that measure employees and guests volumes at any point are required.

<strong>Customer satisfaction: # Complaints per restaurant order, % Customers satisfied with the time to be served, % Positive feedback from guests.</strong>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/positive-feedback-from-guests-81.html">% Positive feedback from guests</a> – this key performance indicator measures the positive feedback received from guests, in percentages. It regards the overall customer experience, helping managers determine how satisfied the restaurant customers are with the hospitality facilities and the services provided. Unfortunately, the customers’ subjectivity can stand in the way of an accurate measurement, as their emotions can influence the feedback they are about to give.

<strong>Market assumptions: # Relative market share, % Brand dominance in market, % Market share.</strong>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/market-share-1282.html">% Market share</a> - measures the percentage of the target market accounted for by the business, from the overall existing market. In other words, it’s meant to measure business competitiveness within the market. As an example, if you own a French cuisine restaurant, you might want to know what your position in the market is.

<strong>Environment analysis: % Restaurants that apply principles of workplace safety and sanitation, $ Spent on equipment, # Additional services provided by restaurant.</strong>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/additional-services-provided-by-restaurant-4739.html"># Additional services provided by restaurant</a> – The KPI measures the number of services that the restaurant provides in addition to the main activity. It may turn out to be difficult to quantify the accurate number of services provided when it comes to customized events. Examples of additional services provided by a restaurant can be: catering for special events, EFTPOS machines with cash out function and parking.

<strong>Competitive analysis: % Market concentration, % Served market, # New menu items.</strong>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/new-menu-items-2251.html"># New menu items</a> - Measures the number of new items introduced in the restaurant's menu list. Thus, it shows the restaurant’s menu diversity, and also the innovation level and pro-activity to customer’s needs and demands. Moreover, it is a measure of the restaurant competitiveness, together with food quality or service quality. These create competitive advantage, as they are hard to copy by competition (usually, recipes for the menu items are a matter of secretiveness).

<strong>Profit: $ Restaurant revenue per employee, $ Revenue per available seat hour (RevPASH), % Net profit margin.</strong>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/net-profit-margin-467.html">% Net profit margin</a> - Measures how much profit a company makes for every $1 it generates in revenue, indicating the operational efficiency and the entity's ability to control costs and its pricing policy.

If you are interested in more KPI examples from the restaurant industry (or any other for that matter), please visit <a href="http://www.smartkpis.com/index.php">smartKPIs.com.</a>

Image source: <a href="http://www.vi-hotels.com/en/diplomat/restaurant-bar/#mmcMediabox=">http://www.vi-hotels.com/en/diplomat/restaurant-bar/#mmcMediabox=</a>]]></content:encoded>
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<title>Vodafone’s strategic and business planning. Sustainability integration </title>
<link>http://www.smartkpis.com/blog/vodafone%e2%80%99s-strategic-and-business-planning-sustainability-integration/</link>
<pubDate>Wed, 11 Sep 2013 12:38:56 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[CSR]]></category>

		<category domain="tag" nicename="csr"><![CDATA[CSR]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Sustainability]]></category>

		<category domain="tag" nicename="sustainability"><![CDATA[Sustainability]]></category>

		<category domain="tag"><![CDATA[Vodafone]]></category>

		<category domain="tag" nicename="vodafone"><![CDATA[Vodafone]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11402</guid>
<description></description>
<content:encoded><![CDATA[[caption id="attachment_11403" align="aligncenter" width="368"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/1287x929_vodafone_logo.jpg"><img class="size-large wp-image-11403  " title="1287x929_vodafone_logo" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/1287x929_vodafone_logo-1024x739.jpg" width="368" height="266" /></a> Vodafone Logo[/caption]

Vodafone, a world leading mobile telecommunications company, provides a wide range of communication services: voice calls, SMS text messaging, MMS picture and video messaging, internet access and other data services.

<!--more-->Vodafone believes that corporate responsibility (CR) issues are most effectively managed as part of core business processes and therefore, it is managed within the Group’s mainstream management systems and responsibility allocated to operational line managers.

Part of Vodafone’s business case for CR is that the company wants to be recognized as a leader. It wants to explore the potential of promoting development and linking with partners to meet the needs of the society. It has a number of interesting initiatives in place that will illustrate this.

Next, we shall see how Vodafone ‘deals with’ strategic and business planning.

<strong>Strategic planning: </strong>

In April 2005, a five year CR plan was approved in order to help the company reach its vision: being one of the most trusted companies on the markets that operates in by 2010. Its priorities:
<ul>
	<li>Maintain high ethical standards;</li>
	<li>Understand and respond to stakeholders' priorities;</li>
	<li>Ensure that operating standards are consistent across the Group;</li>
	<li>Deliver on promises in three key areas:
<ul>
	<li>Responsibility to customers</li>
	<li>Reuse and recycling of mobile phones</li>
	<li>Energy and climate change</li>
</ul>
</li>
</ul>
<ul>
	<li>Capture the potential of mobile to bring socio-economic values through access to communications.</li>
</ul>
Moreover, local operating companies identify areas and activities to help contribute to meeting these strategic priorities.

<strong>Business planning:</strong>

Local operating companies work according to the strategic priorities identified in the corporate CR strategy, and to the established suite of quantitative and qualitative KPIs for the organization. Plus, every six months, the CR team runs a workshop for CR managers and issue owners from all the operating companies that Vodafone has. Thus, the workshops are an opportunity for colleagues from around the world to meet, develop CR strategies and share best practices.

Issues of high priority that might emerge from these bring together people from throughout the company to further discuss them and define policies, guidelines/standards and KPIs that would help dealing with them effectively. Once approved, these would then be rolled-out across the company, becoming tools to help local operating companies operate consistently according to corporate strategy.

Vodafone also uses a Group-wide issues management process to make sure that CR issues are fed into the company’s long-range planning across local operating companies. The Board ensures that someone within the business is assigned to develop appropriate responses to each issue, feeding into strategic decision-making. This process helps Vodafone ensure that its strategic decision-making is taking full account of social trends and anticipating new issues as soon as possible.

Moreover, Vodafone has established a suite of quantitative indicators to measure and report to stakeholders its impact. Also, a qualitative set of KPIs, designed as questions, are used to measure internal performance. Local operating companies answer these questions on a quarterly basis, on issues such as energy efficiency, waste management, handset collection, reuse and recycling, health and safety (H&amp;S) and community contributions.

References:

Stratos (n.d.), Vodafone – Sustainability integration case study, available at: <a href="http://www.stratos-sts.com/wp-content/uploads/2013/04/2007_07_Case-Study-Vodafone.pdf">http://www.stratos-sts.com/wp-content/uploads/2013/04/2007_07_Case-Study-Vodafone.pdf</a>]]></content:encoded>
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<title>What’s new on the law firms’ agendas? Issues regarding partner performance and rewards</title>
<link>http://www.smartkpis.com/blog/what%e2%80%99s-new-on-the-law-firms%e2%80%99-agendas-issues-regarding-partner-performance-and-rewards/</link>
<pubDate>Thu, 12 Sep 2013 13:34:40 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Law]]></category>

		<category domain="tag" nicename="law"><![CDATA[Law]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Rewards]]></category>

		<category domain="tag" nicename="rewards"><![CDATA[Rewards]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11413</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/law-book-gavel.jpg"><img class="aligncenter size-full wp-image-11415" title="law-book-gavel" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/law-book-gavel.jpg" width="515" height="335" /></a></p>
In a law firm, the partners’ objectives must be deeply rooted in the firm’s values and culture. Therefore, there have been set in place processes of planned evolution in which the roles of the partners can be developed at the same time as progressing the linking of partner targets to their ultimate compensation or profit share.  And five basic principles should stand at the very core of this evolution:<!--more-->
<ol>
	<li>Admitting that there are a number of factors, both external (market consolidation, age discrimination legislation (in Europe) etc.) and internal (firm’s size, culture, values, accepted behaviors etc.), that influence the way in which partners feel their efforts should be rewarded and the partnership profits divided;</li>
	<li>Breaking down the firm’s strategies to all levels by identifying the Key Performance Areas, which underpin partner development and compensation discussions;</li>
	<li>Defining the firm’s performance expectations at all levels;</li>
	<li>Reviewing the partners’ individual progress and performance on a regular basis;</li>
	<li>When determining the profit allocation, the partners’ contribution to the firm progress should be taken into account.</li>
</ol>
<h3><strong>Driving for excellence: Performance expectations</strong></h3>
Every firm should carefully determine its objectives. Introducing a performance management system for partners can lead to goal and target setting, which can be further on linked to profit sharing. Four factors have to be kept in mind, as they impact whether and how fast a firm reaches its strategic objective:
<ul>
	<li>Work volume;</li>
	<li>Work efficiency;</li>
	<li>Collaboration level between lawyers;</li>
	<li>Contribution to the success of the law firm.</li>
</ul>
While the first criterion is clearly limited by the number of hours in the day, the other three can be extended almost without limit. The firm needs to help each partner achieving absolute excellence in terms of value and collaboration level; but, to get there, the partner must be aware that he has to make a substantial contribution on volume. And this leads to another important point: the personal contribution plan.

<strong>The personal contribution plan</strong>

Working on client assignments is at the heart of any professional service firm’s purpose and reason for existence. But client work can become a comfort blanket for partners because it can provide an excuse to resist change; also, it and can be an impediment for team-building and collaboration. Partner contribution plans can help in this matter in three ways:
<ol>
	<li>Partners become more ambitious and goal-oriented;</li>
	<li>If the individual plans harmonize with the team and firm plan, it can create a feeling of unity and synergy;</li>
	<li>It can provide a form of self-assessment which can turn out to be quite helpful in allocating compensation.</li>
</ol>
When designing the plan, bear in mind the fact that it has to be simple and brief. Also, it needs to summarize critical business objectives which are relevant to the individual partner across the firm’s scorecard or key performance areas. It needs to be written in such a way that it will help the partner make decisions about priorities and time allocation. Moreover, it has to help clarifying how success in achieving objectives will be identified and measured. It further needs to set a compelling agenda for every partner to develop strengths, build skills and neutralize weaknesses.

<strong>Reviewing partner development</strong>

Every partner should conduct a review of his performance with the head of the department or the managing partner, at least once a year. The main purpose would be to discuss and clarify the partner’s development and to set helpful objectives.

First, the partner in question should prepare a self-assessment, based on his personal contribution plan. It should be included a summary of his chargeable work and also the major activities on non-billable work (pre-agreed and own initiative). Moreover, it should include feedback received from clients or from internal sources. Next, the actual assessment. This is meant to determine the areas of focus for improving performance in the next period (six months, for instance) and to identify the support that the partner can provide. Afterwards, the partner will then integrate this into his personal contribution plan that he will develop for himself and discuss with the head of the department that he works in.

To see what objectives a law firm should set, check out tomorrow’s post.

References:

Kerr, N.J (2007), Creating and rewarding profitable performance. The Links between the success of the firm and individual partner contribution and reward, available at: <a href="http://www.edge.ai/Edge-International-1499089.html">http://www.edge.ai/Edge-International-1499089.html</a>

Image source: <a href="http://zc-law.com/">http://zc-law.com/</a>]]></content:encoded>
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<wp:post_id>11413</wp:post_id>
<wp:post_date>2013-09-13 00:34:40</wp:post_date>
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<title>Key Performance Indicators at Hammerson Company </title>
<link>http://www.smartkpis.com/blog/key-performance-indicators-at-hammerson-company/</link>
<pubDate>Fri, 13 Sep 2013 07:33:22 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[France]]></category>

		<category domain="tag" nicename="france"><![CDATA[France]]></category>

		<category domain="tag"><![CDATA[Hammerson Company]]></category>

		<category domain="tag" nicename="hammerson-company"><![CDATA[Hammerson Company]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Retail]]></category>

		<category domain="tag" nicename="retail"><![CDATA[Retail]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11425</guid>
<description></description>
<content:encoded><![CDATA[Hammerson is a major British property development and investment company which owns a portfolio of retail property assets in the UK and France. The portfolio, which is valued at £5.5 billion, includes 20 prime shopping centers, 22 convenient retail parks and investments in nine premium designer outlets.

The company’s <strong>vision</strong> is to be the best owner-manager and developer of retail property within Europe and its <strong>strategy</strong> is to deliver industry leading shareholder returns, by maximizing income from their properties and development pipeline.

To monitor the performance of its business, Hammerson measures four principal indicators against appropriate benchmarks: <strong><a href="http://www.smartkpis.com/admin/index.php?action=kpi_formEditInfo&amp;id=4026&amp;lang=en">portfolio total returns</a></strong>, <strong><a href="http://www.smartkpis.com/admin/index.php?action=kpi_formEditInfo&amp;id=21440&amp;lang=en">occupancy</a></strong>, <strong><a href="http://www.smartkpis.com/admin/index.php?action=kpi_formEditInfo&amp;id=2998&amp;lang=en">growth in like-for-like net rental income</a></strong> and <strong><a href="http://www.smartkpis.com/admin/index.php?action=kpi_formEditInfo&amp;id=468&amp;lang=en">growth in adjusted earnings per share</a></strong>.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/KPIS.png"><img class="aligncenter size-full wp-image-11426" title="KPIS" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/KPIS.png" width="477" height="437" /></a>

<!--more-->Set against the background of the company’s strategy, these Key Performance Indicators demonstrate the extent to which earnings and valuation growth drive returns and how successful the implementation of Hammerson strategic priorities have been during 2012. The sources of the information used to calculate KPIs are management reporting systems and IPD.

References:
<ol>
	<li>Hammerson (2012), Annual report 2012, available at: <a href="http://reports.hammerson.com/_assets/downloads/Hammerson_AR_2012.pdf">http://reports.hammerson.com/_assets/downloads/Hammerson_AR_2012.pdf</a></li>
</ol>]]></content:encoded>
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<wp:post_id>11425</wp:post_id>
<wp:post_date>2013-09-13 18:33:22</wp:post_date>
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<title>What objectives should a law firm set?</title>
<link>http://www.smartkpis.com/blog/what-objectives-should-a-law-firm-set/</link>
<pubDate>Fri, 13 Sep 2013 09:14:57 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Law]]></category>

		<category domain="tag" nicename="law"><![CDATA[Law]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Objectives]]></category>

		<category domain="tag" nicename="objectives"><![CDATA[Objectives]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11428</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/coin1638-620x354.jpg"><img class="aligncenter size-full wp-image-11429" title="coin1638-620x354" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/coin1638-620x354.jpg" width="620" height="354" /></a>

Objectives give more than direction. They offer a marketing framework around which you can build your law firm.

If you want to do things right, then your goals should follow the SMART formula, which means they should be Specific, Measurable, Attainable, Realistic and Time specific.

A key differentiator between successful and unsuccessful firms is setting goals, writing them down, monitoring them and ensuring that you do all you can to achieve them.

<!--more-->Here are a few examples of objectives that can help you form an opinion:

<strong>Strategic objectives</strong>
<ol>
	<li>Identify the areas where the firm must perform as a whole in order to achieve its strategic and economic objectives. Then, these can be drilled down into Key Performance Areas on a balanced scorecard.</li>
	<li>Manage and develop performance in the broadest sense of all Key Performance Areas.</li>
	<li>Focus on details when summarizing the marketing strategy: Who is your target market?  How will you distinguish your firm from your competitors?  What type of brand will you have?  How will your firm be positioned?</li>
	<li>Encourage, motivate, value and reward high achievers who are critical to the firm’s strategic success.</li>
</ol>
<strong>Culture and values </strong>
<ol>
	<li>Reflect the values of the partnerships and cohesion of the law firm.</li>
	<li>Discourage maverick behavior.</li>
	<li>Embrace a firm-wide approach to enable partners in different practice areas to be rewarded on a consistent basis.</li>
</ol>
<strong>Human Capital Development</strong>
<ol>
	<li>Clarify the differing roles of partners as working lawyers, producers, managers and owners.</li>
	<li>Invest in learning, training and employee knowledge. Moreover, be linked to internal training and review processes which support the partners’ development and  performance improvement.</li>
	<li>Enable the firm to attract and retain partners of the highest caliber and introduce partners from other firms.</li>
	<li>Have lower than average turnover rates.</li>
</ol>
<strong>Teamwork</strong>
<ol>
	<li>Sustain the teamwork concept between partners, as this implies greater collective responsibility for the performance of practice areas.</li>
	<li>Encourage and reward the partners who are most capable of leading the firm and practice areas as effectively as possible.</li>
</ol>
<strong>Performance expectations</strong>
<ol>
	<li>Achieve clarity in reviewing and assessing partners; also, when setting objectives.</li>
	<li>Define the requirements and the appropriate performance levels at each stage of the firms’ lockstep ladder.</li>
	<li>Structure partner career both qualitatively and quantitatively, this being linked with the firm’s career development structures for professionals.</li>
	<li>Identify the data and evidence which will be collected and used to understand performance.</li>
</ol>
Performance oriented cultures have been shown to possess statistically better financial growth. Such cultures possess high employee involvement, strong internal communications and an acceptance and encouragement of a healthy level of risk-taking in order to achieve innovation.

References:
<p style="text-align: left;">Hermann, M. (2012), Inside straight: Setting performance objectives, available at: <a href="http://abovethelaw.com/2012/02/inside-straight-setting-performance-objectives/">http://abovethelaw.com/2012/02/inside-straight-setting-performance-objectives/</a></p>
<p style="text-align: left;">Jervis, N. (n.d.), Clearly defined objectives are the key to a law firm's success, available at: <a href="http://www.privateclientadviser.co.uk/blog/clearly-defined-objectives-are-key-law-firms-success">http://www.privateclientadviser.co.uk/blog/clearly-defined-objectives-are-key-law-firms-success</a></p>
<p style="text-align: left;">Kerr, N.J (2007), Creating and rewarding profitable performance. The Links between the success of the firm and individual partner contribution and reward, available at: <a href="http://www.edge.ai/Edge-International-1499089.html">http://www.edge.ai/Edge-International-1499089.html</a></p>
<p style="text-align: left;">Image source: <a href="http://www.idgconnect.com/blog-abstract/2923/risk-objectives-sra-law-firms-are-two-sides-same-coin">http://www.idgconnect.com/blog-abstract/2923/risk-objectives-sra-law-firms-are-two-sides-same-coin</a></p>]]></content:encoded>
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<wp:post_id>11428</wp:post_id>
<wp:post_date>2013-09-13 20:14:57</wp:post_date>
<wp:post_date_gmt>2013-09-13 09:14:57</wp:post_date_gmt>
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<title>The importance of tracking performance in a dashboard</title>
<link>http://www.smartkpis.com/blog/the-importance-of-tracking-performance-in-a-dashboard/</link>
<pubDate>Mon, 16 Sep 2013 06:15:46 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Dashboard]]></category>

		<category domain="tag" nicename="dashboard"><![CDATA[Dashboard]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11439</guid>
<description></description>
<content:encoded><![CDATA[Why is it important to track the performance with the help of a dashboard?

Here are 5 benefits:<!--more-->

-          It provides a better understanding of the daily business;

-          It offers instant access to information;

-          It carefully structures data, to highlight the areas that need improvement;

-          It enables managers act on events as they occur, because data is displayed in due time;

-          It enables decision making.

In this way, the dashboard leads organizations to a more efficient management of the operational processes, helping them optimize the progress in reaching targets. The challenge is to monitor the right indicators, the ones that are relevant and address the needs of the organization.

In the example below, an emergency department dashboard from South Australia Health is presented.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/c.png"><img class="aligncenter size-large wp-image-11446" title="c" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/c-1024x468.png" width="573" height="262" /></a>References:</p>

<ol>
	<li>SA Health (2013), Emergency Dept Dashboard, available at: <a href="http://www.sahealth.sa.gov.au/wps/wcm/connect/public+content/sa+health+internet/about+us/our+performance/our+hospital+dashboards/about+the+emergency+department+dashboard/emergency+department+dashboard">http://www.sahealth.sa.gov.au/wps/wcm/connect/public+content/sa+health+internet/about+us/our+performance/our+hospital+dashboards/about+the+emergency+department+dashboard/emergency+department+dashboard</a></li>
</ol>]]></content:encoded>
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<title>Government agencies and KPIs</title>
<link>http://www.smartkpis.com/blog/government-agencies-and-kpis/</link>
<pubDate>Mon, 16 Sep 2013 08:56:35 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Australian National Audit Office]]></category>

		<category domain="tag" nicename="australian-national-audit-office"><![CDATA[Australian National Audit Office]]></category>

		<category domain="tag"><![CDATA[Government]]></category>

		<category domain="tag" nicename="government-performance-management"><![CDATA[Government]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11456</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Harrows_Bristle_Board_Bullseye.jpg"><img class="aligncenter size-large wp-image-11457" title="Harrows_Bristle_Board_Bullseye" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Harrows_Bristle_Board_Bullseye-1024x768.jpg" width="574" height="432" /></a></p>

<h4>KPIs are measurements that define and track specific business goals and objectives that often roll up into larger organizational strategies that require monitoring, improvement, and evaluation. KPIs have measurable values that usually vary with time and also targets to determine a score and performance status. Moreover, they include dimensions to allow for more specific analysis, and can be compared over time for trending purposes and to identify performance patterns.</h4>
<!--more-->So far, so good. But there is a problem: many companies don’t know what to measure. The result: bad management, mixed messages, confusion and employees focusing on the wrong things.

But there can appear all sorts of troubles. For instance, government agencies experience challenges in implementing successful KPIs, mainly because of the administrative framework that supports KPIs. This was found out after a pilot audit of KPIs has been conducted by the Australian National Audit Office.

And after reviewing the results of the above mentioned audit, The Joint Committee of Public Accounts and Audit, a federal parliamentary committee, has come to the conclusion that Australian government agencies should change the way in which they use KPIs.

The committee wants the KPI framework to be reviewed as soon as possible, in order to provide clear policy and guidance to agencies in time for the 2014-2015 financial year.

The committee recommends the Department of Finance and Deregulation, together with the Australian National Audit Office, to prioritize the review and update the performance measurement and reporting framework.

Furthermore, it also suggests the following:
<ul>
	<li>the government should reinforce the requirements for agencies to incorporate specific performance monitoring, reporting and evaluation activities into the design and costing of their programs;</li>
	<li>agencies should be funded so that they could carry out these activities; and</li>
	<li>both entities should be monitored to make sure that these activities are implemented.</li>
</ul>
According to Rob Oakeshott, committee chair, “'high quality performance monitoring, reporting and evaluation should be more than aspirational, it should be demanded.”

Moreover, he thinks that in order ''to get the most out of the performance framework there needs to be strong leadership and sustained effort, both within the Government and in the Parliament.” Apparently, ''this is essential if we want to promote a culture in the public service that values performance measurement and improvement.''

References:
<ul>
	<li>Peake, R. (2013), Agency use of KPIs needs to be reviewed: Oakeshott, available at: <a href="http://www.theweeklyreviewmelbournetimes.com.au/story/1603976/agency-use-of-kpis-needs-to-be-reviewed-oakeshott/">http://www.theweeklyreviewmelbournetimes.com.au/story/1603976/agency-use-of-kpis-needs-to-be-reviewed-oakeshott/</a></li>
	<li>Oracle (2011), Fusion Middleware User's Guide for Oracle Business Intelligence Enterprise Edition, available at: <a href="http://docs.oracle.com/cd/E14571_01/bi.1111/e10544/kpi.htm">http://docs.oracle.com/cd/E14571_01/bi.1111/e10544/kpi.htm</a></li>
	<li>Wheeler, A. (2012), Questions &amp; Answers about implementing KPIs in government and non-profit agencies, available at: <a href="http://www.capitalexchangeblog.com/questions-answers-about-implementing-kpis-in-government-and-non-profit-agencies/#sthash.qvkzxtzY.dpuf">http://www.capitalexchangeblog.com/questions-answers-about-implementing-kpis-in-government-and-non-profit-agencies/#sthash.qvkzxtzY.dpuf</a></li>
</ul>]]></content:encoded>
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<wp:post_date>2013-09-16 19:56:35</wp:post_date>
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<title>Performance Expo: Customer Satisfaction Survey - Etihad Airways</title>
<link>http://www.smartkpis.com/blog/review-for-the-customer-satisfaction-survey-proposed-by-etihad-airways/</link>
<pubDate>Tue, 17 Sep 2013 12:29:42 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Etihad Airlines]]></category>

		<category domain="tag" nicename="etihad-airlines"><![CDATA[Etihad Airlines]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11467</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.etihad.com/en">Etihad Airways</a>, the United Arab Emirates national airline, is the world’s leading airline. <span style="font-size: 13px; line-height: 19px;">The airline’s hub is Abu Dhabi, the capital of the United Arab Emirates. Etihad’s fleet of 66 aircraft operates more than 1000 flights per week, serving an international network of 84 passenger and cargo destinations in the Middle East, Africa, Europe, Asia, Australia and North America. Etihad Airways also owns nearly 30 percent of </span><a style="font-size: 13px; line-height: 19px;" href="http://www.etihad.com/en/about-us/our-partners/airberlin/">Airberlin</a><span style="font-size: 13px; line-height: 19px;">, Europe’s sixth largest carrier and 40 percent of </span><a style="font-size: 13px; line-height: 19px;" href="http://www.etihad.com/en/about-us/our-partners/air-seychelles/">Air Seychelles</a><span style="font-size: 13px; line-height: 19px;">. In order to find out their customers’ opinions, they have set in place <a href="https://etihad.eu.qualtrics.com/SE/?SID=SV_8c8dQJjfHG10fZ3">customer surveys.</a></span>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Etihad_Airways_logo.svg_.png"><img class="aligncenter size-full wp-image-12616" title="Etihad_Airways_logo.svg" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Etihad_Airways_logo.svg_.png" width="634" height="300" /></a></p>
<!--more-->
<h3><span style="font-size: 13px; font-weight: normal; line-height: 19px;">One of the customer surveys proposed by Etihad can be filled in online. It starts, just like many others, by asking kindly the customers to take their time to help the airline company improve the products and services it offers.</span></h3>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/12.png"><img class="aligncenter size-full wp-image-11471" title="1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/12.png" width="634" height="500" /></a></p>
<strong>Positive aspects</strong>

On the bright side, the questions are clear and to-the-point. They should be, as they try to find out as much as possible about:
<ul>
	<li>Their website</li>
	<li>Check-in</li>
	<li>Airport</li>
	<li>Flight
<ul>
	<li>Departure</li>
	<li>Cabin Features</li>
	<li>Seat features</li>
	<li>Crew and pilots</li>
	<li>In-flight entertainment</li>
	<li>On board amenities</li>
	<li>In-flight food and drinks</li>
</ul>
</li>
</ul>
<ul>
	<li>Other services (e.g. Etihad chauffeur or Express Coach Service)</li>
	<li>Arrival</li>
	<li>Overall experience</li>
	<li>Recommendations</li>
</ul>
You are asked to rate their services as <em>excellent, very good, good, fair, poor or did not notice/use</em>.

And afterwards, they ask for your personal details, with the mention that they will remain confidential (this is stated right at the beginning of the survey).

<strong>Recommendations</strong>

On the downside, providing such information requires time. And they also ask some questions that to me, are useless. For instance:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/27.png"><img class="aligncenter size-full wp-image-11472" title="27" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/27.png" width="455" height="234" /></a></p>
Clearly, they are interested in finding out how full the aircraft was, but can’t they figure it out by themselves (by seeing how many people have checked-in)?

So, it’s not timely effective. It took me about 20 minutes to go through all the questions.

To conclude, the survey is not excellent, only good. They should have kept in mind the importance of time. They don’t say <em>time is money</em> for nothing, right?

<strong>Useful KPIs</strong>

Some KPIs might prove to be useful for the airline industry:

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/passenger-seats-sold-12.html">% Passenger seats sold</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/canceled-reservations-222.html">% Canceled reservations</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/Cost-per-available-seat-mile-CASM-256.html">$ Cost per available seat mile</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/Revenue-per-available-seat-mile-RASM-255.html">$ Revenue per available seat mile</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/repeat-customers-138.html">% Repeat customers</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/delay-per-flight-259.html"># Delay per flight</a>

<a href="http://www.smartkpis.com/kpi-key-performance-indicator/airplane-maintenance-cost-268.html">$ Airplane maintenance cost</a>

For more KPI examples, please access our database available on <a href="http://www.smartkpis.com/kpi/advanced-search/">smartKPIs.com.</a>

Image Source: <a href="http://en.wikipedia.org/wiki/File:Etihad_Airways_logo.svg">http://en.wikipedia.org/wiki/File:Etihad_Airways_logo.svg</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>11467</wp:post_id>
<wp:post_date>2013-09-17 23:29:42</wp:post_date>
<wp:post_date_gmt>2013-09-17 12:29:42</wp:post_date_gmt>
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<title>Scorecards in practice: 3 good examples</title>
<link>http://www.smartkpis.com/blog/3-examples-of-good-scorecards/</link>
<pubDate>Wed, 18 Sep 2013 06:30:29 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

		<category domain="tag"><![CDATA[South Africa]]></category>

		<category domain="tag" nicename="south-africa"><![CDATA[South Africa]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11485</guid>
<description></description>
<content:encoded><![CDATA[The scorecard is a performance management instrument used to measure the performance of companies against established objectives. Scorecard systems can be used both for operational control and strategy management.  As an operational control tool, the focus is on monitoring the progress towards organizational targets. As a strategic management tool, the scorecard is integrated into the overall Business Performance Management cycle of the organization. In this case, the focus is on setting desired outcomes and targets to encourage managers to be creative in finding new ways to achieve organizational objectives.

<!--more-->Benefits of implementing a performance scorecard:
<ul>
	<li>Translates the strategy into concrete measures;</li>
	<li>By cascading the scorecard to departmental and individual levels all forces are concentrated to achieving the company’s strategy;</li>
	<li>Keeps the right balance between operational and strategic factors;</li>
	<li>Outlines area with problems and allows early action;</li>
	<li>Provides an instant image of the company’s/ department’s performance.</li>
</ul>
<strong>1. Eskom</strong> is the main provider of electricity in Africa. The positive aspects of its scorecard refer to:
<ul>
	<li>KPIs are linked to strategic areas;</li>
	<li>The target for each KPI is present;</li>
	<li>Actual values can be compared with values from previous years;</li>
	<li>Traffic lights are used to outline the status of each KPI.</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Eskom1.png"><img class="aligncenter size-full wp-image-11487" title="Eskom" src="http://www.smartkpis.com/blog/wp-content/uploads/Eskom1.png" alt="" width="634" height="338" /></a></p>
<p style="text-align: center;"><em>Source: </em><a href="http://overendstudio.co.za/online_reports/eskom_ar2013/pdf/presentation.pdf"><em>http://overendstudio.co.za/online_reports/eskom_ar2013/pdf/presentation.pdf</em></a></p>
<strong>2. Oregon Department of Transportation</strong> is the national provider of transportation services in Oregon, U.S.A. The positive aspects of its scorecard refer to:
<ul>
	<li>Strategic goals are expressed through verbs;</li>
	<li>The progress of the KPIs is outlined through symbols;</li>
	<li>There are explanations for the color code and symbols.</li>
</ul>
<p style="text-align: center;"></p>
<p style="text-align: center;"><em><a href="http://www.smartkpis.com/blog/wp-content/uploads/scorecard22.png"><img class="aligncenter size-full wp-image-11494" title="scorecard2" src="http://www.smartkpis.com/blog/wp-content/uploads/scorecard22.png" alt="" width="634" height="300" /></a>Source: </em><a href="http://www.oregon.gov/ODOT/CS/PERFORMANCE/docs/2012overview.swf"><em>http://www.oregon.gov/ODOT/CS/PERFORMANCE/docs/2012overview.swf</em></a></p>
<strong>3. The Tennessee Valley Authority</strong> is a corporation owned by the U.S. government that provides electricity for southeastern states at prices below the national average. The positive aspects of its scorecard refer to:
<ul>
	<li>The KPIs are clustered based on the Balanced Scorecard perspectives;</li>
	<li>KPIs have weights allocated;</li>
	<li>There are notes to the scorecard that additional information in regards to the KPI measurement process.</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/scorecard3.png"><img class="aligncenter size-full wp-image-11489" title="scorecard3" src="http://www.smartkpis.com/blog/wp-content/uploads/scorecard3.png" alt="" width="634" height="470" /></a></p>
<p style="text-align: center;"><em>Source: </em><a href="http://www.tva.com/insidetva/jun08/winning_perf.htm"><em>http</em></a><a href="http://www.tva.com/insidetva/jun08/winning_perf.htm"><em>://www.tva.com/insidetva/jun08/winning_perf.htm</em></a></p>
What could be improved?
<ul>
	<li>KPIs can be linked to specific objectives, not just goals and performance area;</li>
	<li>Standardization of KPI naming ensures more efficiency and clarity, there wouldn’t be necessary to have a section for definition;</li>
	<li>Traffic lights colors should be used, but do not exaggerate.</li>
</ul>
References:
<ul>
	<li>Eskom (2013), Integrated results presentation for the year ended 31 March 2013, available at: <a href="http://overendstudio.co.za/online_reports/eskom_ar2013/pdf/presentation.pdf">http://overendstudio.co.za/online_reports/eskom_ar2013/pdf/presentation.pdf</a></li>
	<li>ODOT (2012), One-page status overview of ODOT external performance measures, available at: <a href="http://www.oregon.gov/ODOT/CS/PERFORMANCE/docs/2012overview.swf">http://www.oregon.gov/ODOT/CS/PERFORMANCE/docs/2012overview.swf</a></li>
	<li>TVA (2008), Winning performance: TVA Balanced Scorecard for April 2008, available at: <a href="http://www.tva.com/insidetva/jun08/winning_perf.htm">http://www.tva.com/insidetva/jun08/winning_perf.htm</a></li>
</ul>]]></content:encoded>
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<wp:post_id>11485</wp:post_id>
<wp:post_date>2013-09-18 17:30:29</wp:post_date>
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<title>Workplace safety brings praise to Alcoa</title>
<link>http://www.smartkpis.com/blog/workplace-safety-brings-praise-to-alcoa/</link>
<pubDate>Wed, 18 Sep 2013 08:16:41 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Alcoa]]></category>

		<category domain="tag" nicename="alcoa"><![CDATA[Alcoa]]></category>

		<category domain="tag"><![CDATA[Manufacturing]]></category>

		<category domain="tag" nicename="manufacturing"><![CDATA[Manufacturing]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Resources]]></category>

		<category domain="tag" nicename="resources"><![CDATA[Resources]]></category>

		<category domain="tag"><![CDATA[Work Safety]]></category>

		<category domain="tag" nicename="work-safety"><![CDATA[Work Safety]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11500</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/alcoa.png"><img class="aligncenter size-full wp-image-11501" title="alcoa" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/alcoa.png" width="449" height="120" /></a>

Alcoa is the world’s leading producer of primary and fabricated aluminum and also the largest miner of bauxite and refiner of alumina. In 125 years of activity, Alcoa has contributed to setting milestones in aerospace, automotive, construction, commercial transportation, consumer electronics, packaging and industrial markets. With more than 60.000 employees around the world, the company is in debt with setting quality standards for their activity, but also with caring for the safety and satisfaction of each and every employee.

<strong><!--more-->New age</strong>

Paul O’Neill, CEO starting 1987, entered the company, having as a background a government position, practically nothing to do with industry. Firstly regarded as an outsider of the field, O’Neill brought no new people into the company and kept the entire staff under his command. The idea he came with was to preserve the assets the company possesses and make the best of it. Among the assets possessed by the company, the focus was on the speed of machines, the energy used, number of people needed for task, waste material generated and length of time on processes.

<strong>Develop. Implement</strong>

In order to start the process of improving individual and corporate performance, the CEO projected a series of comparisons between Alcoa and its competitors. What he found was 450 measures of productivity, safety and quality. The next step was to analyze these measures and drive the company to the road in need. The only road he envisioned was the road of perfection.

The path he chose to improve, or else to bring to perfection, was the safety of the workplace at Alcoa. The company was already enjoying a front position in the top three companies in days lost to injury. But the target O’Neill set was zero days lost.

The process of reaching zero days lost to injury comprised audits of all safety incidents, past and present, orders to inform the CEO within 24 hours of every accident that happened at the workplace and also retooling safety-training programs. All this meant that everybody had something to do, small bits for every individual, but crucial parts in the chain of dealing with workplace injury.

<strong>Not exactly “a piece of cake”</strong>

But the challenge of reaching zero injuries was not an easy one at Alcoa. Working for Alcoa “officially” included injuries like “burns, cuts or smashed fingers”, according to a veteran of the company. He says “danger is like a rite of passage” at Alcoa. O’Neill managed to decrease the number of injuries by 50 % by the year of 1991. Together with his team, both salaried and hourly workers, he managed to develop and implement safety processes that allowed the company not only to keep its employees safe, but also to preserve the jobs that were expected to be cut off. The new processes also brought financial savings, which enabled the employees to benefit from a profit-sharing plan developed by the CEO.

<strong>Things are looking up</strong>

In time, Alcoa managed to reduce the workplace injury rate to a 20<sup>th</sup> of the USA average number. With this progress, the company soon arrived to control the one-sixth of the global aluminum output and almost half of USA output, with profits of $1.5 billion based on sales of $23 billion. The zero imposed at the beginning was still not achieved, but the odds were looking good. Consistency is what qualifies the CEO of Alcoa to improve the work processes. He says that it takes a lot of painful consistency to earn the trust of the workers and to make them truly engage in what you believe in. Taking people aboard is a difficult, yet doable action.

Alcoa has proven to be successful in reducing workplace injury. The credits for it are taken by the CEO and workers alike. Achieving success is a matter of time and money, but it is more about vision and consistency. Having a powerful strategy set and engaging people in its implementation process is the first stone to place in a sustainable structure.

References:
<p style="text-align: left;">Alcoa (2013), Alcoa corporate overview, available at: <a href="http://www.alcoa.com/global/en/about_alcoa/overview.asp">http://www.alcoa.com/global/en/about_alcoa/overview.asp</a></p>
<p style="text-align: left;">Alcoa (2013), Zero is possible, available at: <a href="http://www.alcoa.com/sustainability/en/info_page/operations_soc_health_zip.asp">http://www.alcoa.com/sustainability/en/info_page/operations_soc_health_zip.asp</a></p>
Bratton, W. J. and Tumin, Z. (2013), With safety, Alcoa showed its mettle (part 3): Bratton and Tumin, Bloomberg.com, available at: <a href="http://www.bloomberg.com/news/2012-01-13/with-safety-alcoa-showed-mettle-part-3-commentary-by-bratton-and-tumin.html">http://www.bloomberg.com/news/2012-01-13/with-safety-alcoa-showed-mettle-part-3-commentary-by-bratton-and-tumin.html</a>

Krause, R. (2013), alcoa’s Paul O’Neill relied on analysis and safety to boost his company to the forefront, Investors.com, available at: <a href="http://news.investors.com/management-leaders-in-success/052101-338019-alcoas-paul-oneill-relied-on-analysis-and-safety-to-boost-his-company-to-the-forefront.htm">http://news.investors.com/management-leaders-in-success/052101-338019-alcoas-paul-oneill-relied-on-analysis-and-safety-to-boost-his-company-to-the-forefront.htm</a>

Image source: <a href="http://gm-volt.com/2008/12/20/gm-has-selected-alcoa-forged-aluminum-wheels-for-the-chevy-volt/">http://gm-volt.com/2008/12/20/gm-has-selected-alcoa-forged-aluminum-wheels-for-the-chevy-volt/</a>]]></content:encoded>
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<wp:post_id>11500</wp:post_id>
<wp:post_date>2013-09-18 19:16:41</wp:post_date>
<wp:post_date_gmt>2013-09-18 08:16:41</wp:post_date_gmt>
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<title>Non-financial KPIs monitored by Auckland Tourism, Events and Economic Development</title>
<link>http://www.smartkpis.com/blog/non-financial-kpis-monitored-by-auckland-tourism-events-and-economic-development/</link>
<pubDate>Wed, 18 Sep 2013 08:26:07 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Auckland]]></category>

		<category domain="tag" nicename="auckland"><![CDATA[Auckland]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Government]]></category>

		<category domain="tag" nicename="government-performance-management"><![CDATA[Government]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11505</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The Auckland Tourism, Events and Economic Development (ATEED) is a regional economic growth agency that provides a coordinated approach to enhancing Auckland’s business, export and tourism economy on behalf of the Auckland Council.</p>
<p style="text-align: left;">In the process of achieving its mission ATEED has established a list of <a href="http://www.smartkpis.com/index.php">Key Performance Indicators (KPIs)</a> that it measures in order to monitor its performance in reaching desired goals.</p>
<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/ATEED-logo-with-pohutakawa.jpg"><img class="aligncenter size-large wp-image-12614" title="ATEED logo with pohutakawa" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/ATEED-logo-with-pohutakawa-1024x259.jpg" width="614" height="155" /></a></p>
<p style="text-align: justify;"><!--more--></p>
<p style="text-align: justify;">The agency has clustered its KPIs based on 4 main objectives:</p>

<ul style="text-align: justify;">
	<li>Delivering business growth and competitiveness (11 KPIs)</li>
	<li>Delivering the Auckland Visitor Plan (6 KPIs)</li>
	<li>Delivering the Auckland Major Events Strategy (7 KPIs)</li>
	<li style="text-align: justify;">Delivering corporate capability (2 KPIs)</li>
</ul>
<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/13.jpg"><img class="aligncenter size-full wp-image-11514" title="1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/13.jpg" width="931" height="400" /></a><a href="http://www.smartkpis.com/blog/wp-content/uploads/23.jpg"><img class="aligncenter size-full wp-image-11515" title="2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/23.jpg" width="929" height="477" /></a><a href="http://www.smartkpis.com/blog/wp-content/uploads/31.jpg"><img class="aligncenter size-full wp-image-11516" title="3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/31.jpg" width="932" height="110" /></a><a href="http://www.smartkpis.com/blog/wp-content/uploads/41.jpg"><img class="aligncenter size-full wp-image-11517" title="4" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/41.jpg" width="929" height="440" /></a><a href="http://www.smartkpis.com/blog/wp-content/uploads/51.jpg"><img class="aligncenter size-full wp-image-11518" title="5" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/51.jpg" width="928" height="541" /></a><a href="http://www.smartkpis.com/blog/wp-content/uploads/61.jpg"><img class="size-full wp-image-11519  aligncenter" title="6" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/61.jpg" width="927" height="97" /></a><a href="http://www.smartkpis.com/blog/wp-content/uploads/72.jpg"><img class="aligncenter size-full wp-image-11522" title="7" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/72.jpg" width="928" height="172" /></a></p>
<p style="text-align: justify;">A total of 26 KPIs are currently being monitored according the ATEED’s Statement of Intent for 2013-2016. The agency has set yearly targets for each KPI until 2016 with the purpose of delivering its vision of “Improving New Zealand’s economic prosperity by leading the successful transformation of Auckland’s economy.”</p>
<p style="text-align: justify;">In order to access more <a href="http://www.smartkpis.com/kpi/industries/hospitality-tourism/">Local Government KPIs</a> and review documented examples of KPIs for the public administration, visit <a href="http://www.smartkpis.com/">www.smartkpis.com</a>, where over 800 examples of Local Government KPIs are available for analysis.</p>
<p style="text-align: justify;">References:</p>

<ul style="text-align: justify;">
	<li style="text-align: justify;">Auckland Tourism, Events and Economic Development (2013), Statement of Intent for Auckland Tourism, Events and Economic Development LTD (ATEED) 2013-2016, available at: <a href="http://businessaucklandnz.com/resources/Statement_of_Intent.pdf">http://businessaucklandnz.com/resources/Statement_of_Intent.pdf</a></li>
</ul>
Image Source: <a href="http://nzbio2013.co.nz/page/ateed_life_science_investment_forum.aspx">http://nzbio2013.co.nz/page/ateed_life_science_investment_forum.aspx</a>]]></content:encoded>
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<wp:post_id>11505</wp:post_id>
<wp:post_date>2013-09-18 19:26:07</wp:post_date>
<wp:post_date_gmt>2013-09-18 08:26:07</wp:post_date_gmt>
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<title>Training and nutrition, taken to a whole new level?</title>
<link>http://www.smartkpis.com/blog/training-and-nutrition-taken-to-a-whole-new-level/</link>
<pubDate>Thu, 19 Sep 2013 10:40:05 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Personal performance]]></category>

		<category domain="category" nicename="personal-performance"><![CDATA[Personal performance]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

		<category domain="tag"><![CDATA[Training and Nutrition]]></category>

		<category domain="tag" nicename="training-and-nutrition"><![CDATA[Training and Nutrition]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11528</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Workout.jpg"><img class="aligncenter size-full wp-image-11529" title="Workout" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Workout.jpg" width="554" height="370" /></a></p>
What is measured, gets improved. But how can this principle be applied in the sports/fitness industry? The answer would be by using a special software meant to help you monitor, analyze and plan your training and nutrition. But would it be efficient or just ‘something extra on your mind’? Let us take a look at it.

<!--more-->In order to understand how this works, the features of such a program are going to be presented below. Here’s what TrainingPeaks Athlete Edition, the industry leader in endurance software, claims that can help you with:
<h3><strong>Planning</strong></h3>
Workouts and meals - by planning ahead your workouts and meals, you can better organize yourself and avoid pitfalls.

Reminders – you can get a daily email containing your training and meal information. Or, you can sync your workouts with your personal calendar. Thus, it would be harder to skip a workout, as it’s just right there, ‘starring at you’.

Training and meal plans – if you are not quite sure where to start, you can get help. An expert can help you plan and achieve your goals, whether you are training for the Ironman competition, a marathon or you just want to lose some weight.

Annual training plan and virtual coach – if you want to be more in control, then you can plan your training yourself, based on your knowledge and fitness level.

Personal Coach – you can browse their network of more than 2,500 professionals to find your own personal trainer, more than ready to help you. If not, you can fill in a short questionnaire and they will find him/her for you.
<h3><strong>Monitoring</strong></h3>
Log meals, workouts and metrics – what you measure, you can improve, right? “With features like libraries and favorites to make recording your workouts, meals and metrics like weight and sleep faster, you’ll breeze through logging and reclaim some free time.” And with the mobile apps they have, you have no excuses for not logging your workouts, as you can do so extremely easy, just using your iPhone, iPad or Android device.

Calendar and spreadsheet – you can view the information as you want: list, by weeks or days. Moreover, you can add colors to be easier to visualize the data. Also, you can print it and have it on paper (and put it on the fridge to remind yourself of your plan).

Device agent - Over 90 devices can all use the same free software to upload workouts to TrainingPeaks.
<h3><strong>Analyzing</strong></h3>
<strong>Dashboard</strong>

You can organize and analyze all your data, and thus you can have valuable insights over your performance and why not, obtain an advantage over your competition. A dashboard allows you to view your fitness and nutrition trends over time. It is made up of charts which display a certain graph or report. You can have charts that show you:

Fitness related aspects:
<ul>
	<li>fitness summary</li>
	<li>distance by week/day</li>
	<li>peak heart rate</li>
	<li>peak speed</li>
	<li>peak power</li>
	<li>longest workout (duration/distance)</li>
	<li>fitness history etc.</li>
</ul>
And also, report on nutrition:
<ul>
	<li>macronutrients</li>
	<li>daily calories</li>
	<li>grocery list</li>
	<li>micronutrients</li>
</ul>
Other aspects:
<ul>
	<li>getting started</li>
	<li>metrics</li>
	<li>routes history</li>
	<li>race reports weather forecast</li>
</ul>
<strong>Performance manager chart</strong> – one of the most important tools for an athlete, as it uses scientifically proven models to monitor the training stress and fitness to help you peak at the right times.

All of this sounds great, but are you willing to take the necessary time to fill in all the required data? Sure, it is good to measure your performance and keep track of it, and I agree that this can help you a great deal in terms of efficiency, but if you commit to doing this, are you really all in? This actually depends on what your objectives are: if you are a professional athlete training for <em>Le Tour de France</em>, then as a professional, you are willing to do what it takes to win, right? But if you are a regular person, only aiming at losing some weight, probably you take things less seriously.

However, even if you are a professional athlete or a fitness trainer/professional, why would you need a program to organize your life, when you already have a certain lifestyle that you would not give up for anything in the world? To be honest, this is a more complex issue and actually, there are more factors involved: your personality, your profession, entourage, mentality etc. Some people don’t need a software to train efficiently, while others might use one.

References:
<ul>
	<li>Training Peaks, TrainingPeaks Athlete Edition, available at: <a href="http://home.trainingpeaks.com/products-web/trainingpeaks-athlete-edition.aspx">http://home.trainingpeaks.com/products-web/trainingpeaks-athlete-edition.aspx</a></li>
	<li>Brandt, B. (n.d.), Performance Management Chart, What does it all mean and how does it relate to performance?, available at: <a href="http://www.poweredbybowen.com/wp-content/uploads/2010/11/PMC.pdf">http://www.poweredbybowen.com/wp-content/uploads/2010/11/PMC.pdf</a></li>
	<li>Bates, M. (2008), Health Fitness Management: A comprehensive resource for managing and operating programs and facilities, available at: <a href="http://books.google.ro/books/about/Health_Fitness_Management.html?id=m5X9PUlOZcEC&amp;redir_esc=y">http://books.google.ro/books/about/Health_Fitness_Management.html?id=m5X9PUlOZcEC&amp;redir_esc=y</a></li>
</ul>
<p style="text-align: left;">Image source: <a href="http://www.liftbigeatbig.com/2012/09/training-hard-smart.html">http://www.liftbigeatbig.com/2012/09/training-hard-smart.html</a></p>]]></content:encoded>
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<wp:post_id>11528</wp:post_id>
<wp:post_date>2013-09-19 21:40:05</wp:post_date>
<wp:post_date_gmt>2013-09-19 10:40:05</wp:post_date_gmt>
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<title>Key Performance Indicators measured by the Port of Rotterdam Authority</title>
<link>http://www.smartkpis.com/blog/key-performance-indicators-measured-by-the-port-of-rotterdam-authority/</link>
<pubDate>Fri, 20 Sep 2013 07:49:40 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Netherlands]]></category>

		<category domain="tag" nicename="netherlands"><![CDATA[Netherlands]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Port of Rotterdam Authority]]></category>

		<category domain="tag" nicename="port-of-rotterdam-authority"><![CDATA[Port of Rotterdam Authority]]></category>

		<category domain="tag"><![CDATA[Strategy]]></category>

		<category domain="tag" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11537</guid>
<description></description>
<content:encoded><![CDATA[The port of Rotterdam is the largest logistics and industrial hub in Europe. The port and industrial complex stretches over a length of about 40 kilometers and covers some 12,426 hectares (water and land). The throughput of almost 442 million tons in 2012 makes the port of Rotterdam by far the largest seaport in Europe. The port area of Rotterdam has excellent accessibility from the sea. It is the only port in Northwestern Europe that offers unrestricted access to ships with the deepest draughts. In 2012 for instance, the world’s largest container ship (CMA CGM Marco Polo) and the largest iron ore carrier (Vale Rio) visited Rotterdam.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Ronald-Paul-New-COO-at-Port-of-Rotterdam-Authority.jpg"><img title="Ronald-Paul-New-COO-at-Port-of-Rotterdam-Authority" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Ronald-Paul-New-COO-at-Port-of-Rotterdam-Authority-300x196.jpg" width="300" height="196" /></a></p>
<!--more-->The strategy developed by the Port of Rotterdam Authority consists of five specific components: Rotterdam Homebase Showcase, partnering with world-class customers, enterprising developer, chains and networks and connecting with growth markets. There are also two supporting components: finance and organization. A number of objectives have been formulated for each component with Key Performance Indicators (KPIs):

<strong>Customer</strong>

<strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/KPI14.png"><img class="aligncenter size-medium wp-image-11544" title="KPI1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/KPI14-300x246.png" width="300" height="246" /></a></strong>

Other KPIs measured: % Market share, % Market share growth concept Container Port, % Transhipment compared to total container throughput (measured in TEU), # Partnerships.

<strong>Port</strong>

<strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/KPI21.png"><img class="aligncenter size-medium wp-image-11546" title="KPI2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/KPI21-300x244.png" width="300" height="244" /></a></strong>

Other KPIs measured: % Rush hour with an average journey time from Maasvlakte to Vaanplein, $ Dredging, $ Quay walls, % Project realization in accordance with agreements about planning schedule, budget and return, % Maximum share of road transport in modal split containers from Maasvlakte terminals.

<strong>Harbour Master</strong>

<strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/KPI3.png"><img class="aligncenter size-medium wp-image-11547" title="KPI3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/KPI3-300x245.png" width="300" height="245" /></a></strong>

Other KPIs measured: # Nautical accidents, # Nautical Safety Index, # Nautical Efficiency Index.

<strong>Environment</strong>

<a style="font-weight: bold;" href="http://www.smartkpis.com/blog/wp-content/uploads/KPI4.png"><img class="aligncenter size-medium wp-image-11548" title="KPI4" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/KPI4-300x234.png" width="300" height="234" /></a>

Other KPIs measured: # CO2 emissions.

<strong>Company</strong>

<strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/KPI51.png"><img class="aligncenter size-medium wp-image-11550" title="KPI5" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/KPI51-300x243.png" width="300" height="243" /></a>
</strong>

The Port of Rotterdam follows a Business Plan that shows its objectives up to 2015. The progress of these KPIs are measured on a quarterly basis and every year a strategy audit is performed, in order to check whether objectives and KPIs need tightening up.

References:

Port of Rotterdam (2012), Annual report 2012, available at: <a href="http://annualreport.portofrotterdam.com/en/key-figures/1903">http://annualreport.portofrotterdam.com/en/key-figures/1903</a>

Image source:

<a href="http://static.dredgingtoday.com/wp-content/uploads/2012/07/Ronald-Paul-New-COO-at-Port-of-Rotterdam-Authority.jpg">http://static.dredgingtoday.com/wp-content/uploads/2012/07/Ronald-Paul-New-COO-at-Port-of-Rotterdam-Authority.jpg</a>

<a href="http://annualreport.portofrotterdam.com/en/key-figures/1903">http://annualreport.portofrotterdam.com/en/key-figures/1903</a>]]></content:encoded>
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<wp:post_id>11537</wp:post_id>
<wp:post_date>2013-09-20 18:49:40</wp:post_date>
<wp:post_date_gmt>2013-09-20 07:49:40</wp:post_date_gmt>
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<title>Measuring Your Way to Success in Procurement and Supply Management</title>
<link>http://www.smartkpis.com/blog/measuring-your-way-to-success-in-procurement-and-supply-management/</link>
<pubDate>Sat, 21 Sep 2013 13:00:36 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Dashboard]]></category>

		<category domain="tag" nicename="dashboard"><![CDATA[Dashboard]]></category>

		<category domain="tag"><![CDATA[Procurement]]></category>

		<category domain="tag" nicename="procurement"><![CDATA[Procurement]]></category>

		<category domain="tag"><![CDATA[Theory]]></category>

		<category domain="tag" nicename="theory"><![CDATA[Theory]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11556</guid>
<description></description>
<content:encoded><![CDATA[<em>"Measurement is the first step that leads to control and eventually to improvement."</em> – H. James Harrington, CEO of the Harrington Institute.

Across the years, companies have traditionally and exclusively measured their success in terms of financial achievements. In the rapidly emerging business world it appeared the need for a much broader range of measures, in order to keep companies and organizations on track into achieving their goals. This is how the fulminating interest in dashboards, scorecards and KPIs can be explained, and Procurement and Supply Management is no different.

&nbsp;

<strong><!--more-->Define and measure progress with KPIs!</strong>

Key Performance Indicators, or KPIs, are basically quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization. They help a company define and measure progress toward organizational goals.

The KPI Institute is the global authority on KPI research and education and it has a database of more than 20.000 different types of KPIs from all functional areas, including Procurement/Purchasing KPIs and Supply Chain Management KPIs.

Founder and CEO Aurel Brudan, quoted by procurementleaders.com suggests: "A good approach for procurement departments would be to start with analysing the corporate strategy and the corporate goals and establishing their own plan – a strategic procurement plan or a business plan for the department".

<strong>Specific tools – dashboards and scorecards</strong>

Dashboards are instruments that lead organizations towards a more efficient management of the operational processes, helping them in optimizing the progress and reaching their targets. Dashboards offer a strong and very structured data visualisation, which helps the people in charge in the process of gaining insights, observing trends, creating information and, finally, making legitimate decisions.

Regarding dashboards, here are some general Dos and Don’ts that should be taken into consideration:

<strong>Dos:</strong>
<ul>
	<li>Do use strong visualisation of data</li>
	<li>Do start with a spend dashboard to give instant visibility</li>
	<li>Do focus on existing data</li>
	<li>Do create classification structures</li>
	<li>Do use simple charts</li>
</ul>
<strong>Don’ts:</strong>
<ul>
	<li>Don't use random graphics and colors</li>
	<li>Don’t assume that holding data within the organisation is the same as having information to hand</li>
</ul>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/category_db.jpg"><img class="aligncenter size-medium wp-image-11564" title="category_db" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/category_db-300x225.jpg" width="349" height="261" /></a>

On the other hand, the scorecard is a performance management instrument used to measure the performance of companies and organisations against clearly established objectives. Scorecard systems can be used in two ways. First, as an operational control tool, the focus is on monitoring the progress towards organizational targets. Secondly, as a strategic management tool, the scorecard is integrated into the overall Business Performance Management cycle of the organization.

<strong>Even more good practices: Incentivisation</strong>

Incentivisation is a term proposed by CIPS (Chartered Institute of Purchasing &amp; Supply), used to align the motivations of the client with the supplier and vice-versa, so that the supplier is stimulated to improve their performance towards the client’s benefit.

The benefits of incentivisation highlighted by CIPS include both actors.

From the buyer's point of view:
<ul>
	<li>Lower cost</li>
	<li>Earlier delivery leading to an earlier revenue stream</li>
	<li>Improved quality or safety</li>
	<li>Greater certainties regarding delivery time, cost and/or quality</li>
</ul>
From the supplier’s point of view:
<ul>
	<li>Increased revenues or faster payment</li>
	<li>Better reputation</li>
	<li>Possibly longer relationships with the buyer</li>
	<li>Less time spent on contractual disputes</li>
</ul>
CIPS believes that successful incentivisation requires closer and more detailed dialogue between the buyer and supplier in the pre-contract stage and during post-contract management. The Institute also believes that KPIs are fundamental to successful incentivisation, as “they are measures of business critical deliverables”.

&nbsp;

Sources:
<ul>
	<li>Andrew Sawyers, “Measure Success. And Failure”, 2013, available at <a href="http://www.procurementleaders.com/the-financial-cpo/the-financial-cpo/measure-success-and-failure">http://www.procurementleaders.com/the-financial-cpo/the-financial-cpo/measure-success-and-failure</a></li>
	<li>Dashboards and KPIs, available at: <a href="http://www.supplymanagement.com/resources/how-to/guide-to-strategic-sourcing/dashboards-and-kpis/">http://www.supplymanagement.com/resources/how-to/guide-to-strategic-sourcing/dashboards-and-kpis/</a></li>
	<li>Chartered Institute of Purchasing &amp; Supply, ”CIPS Positions on Practice P&amp;SM: Incentivisation”, 2012, available at: <a href="http://www.kbresearch.com/cips-files/Incentivisation_PoP.pdf">http://www.kbresearch.com/cips-files/Incentivisation_PoP.pdf</a></li>
</ul>
Image Source:
<ul>
	<li><a href="http://www.atamis.co.uk/emc_screenshots.html">http://www.atamis.co.uk/emc_screenshots.html</a></li>
</ul>]]></content:encoded>
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<wp:post_id>11556</wp:post_id>
<wp:post_date>2013-09-22 00:00:36</wp:post_date>
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<title>Measuring bus drivers&#039; performance</title>
<link>http://www.smartkpis.com/blog/bus-drivers-performance/</link>
<pubDate>Mon, 23 Sep 2013 06:26:57 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[New Zealand]]></category>

		<category domain="tag" nicename="new-zealand"><![CDATA[New Zealand]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Telematics]]></category>

		<category domain="tag" nicename="telematics"><![CDATA[Telematics]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11571</guid>
<description></description>
<content:encoded><![CDATA[In a recent post, I was highlighting the importance of monitoring companies’ performance in dashboards. Today, it is time to find how bus drivers monitor their performance.

The origins of the performance management tool ‘dashboard’ are to be found in cars’ dashboards, used to monitor the speed/ gas and oil levels and to signal the problems affecting car’s functionality.

In New Zealand, bus drivers are being monitored not to over speed and put passengers in danger. Local buses had their engines fitted with surveillance devices, to record drivers’ performance in real time.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture5.png"><img class="aligncenter" title="Untitled picture" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture5.png" width="634" height="370" /></a></p>
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When drivers are speeding, harsh braking, taking corners too quickly, revving the engine too hard or leaving the motor idling for too long, lights on their dashboards will turn from green to red.

This process is known as telematics and it is part of a driver training program NZ Bus began in 2011, at a cost of about $3 million.  Weekly, drivers receive a report with a status of their performance. If they are underperforming, they will benefit from a number of training hours.

In May 2013, around 330 buses operating in Auckland began using telematics. In the first month, the ‘red alerts’ fell between 50-70% and a low number of drivers was sent to retraining.

The entire initiative aims at offering passengers a comfortable ride and it is a great example of monitoring performance in practice!

References:
<ol>
	<li>Farifax (2013), Bus drivers’ performance to be monitored, available at: <a href="http://tvnz.co.nz/national-news/bus-drivers-performance-monitored-5527482">http://tvnz.co.nz/national-news/bus-drivers-performance-monitored-5527482</a></li>
	<li>In-CarPc (2013), Example vehicle PC installations, available at: <a href="http://www.in-carpc.co.uk/installations.htm">http://www.in-carpc.co.uk/installations.htm</a></li>
</ol>]]></content:encoded>
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<wp:post_id>11571</wp:post_id>
<wp:post_date>2013-09-23 17:26:57</wp:post_date>
<wp:post_date_gmt>2013-09-23 06:26:57</wp:post_date_gmt>
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<title>Customer satisfaction surveys - measuring performance with apps</title>
<link>http://www.smartkpis.com/blog/customer-satisfaction-surveys-measuring-performance-with-apps/</link>
<pubDate>Mon, 23 Sep 2013 08:01:41 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Customer Thermometer]]></category>

		<category domain="tag" nicename="customer-thermometer"><![CDATA[Customer Thermometer]]></category>

		<category domain="tag"><![CDATA[Dashboard]]></category>

		<category domain="tag" nicename="dashboard"><![CDATA[Dashboard]]></category>

		<category domain="tag"><![CDATA[Information Technology]]></category>

		<category domain="tag" nicename="information-technology"><![CDATA[Information Technology]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11579</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: right;"><em>“Your most unhappy clients are your greatest source of learning”</em></p>
<p style="text-align: right;">Bill Gates</p>
Performance measurement has long been an issue of concern to all companies that aim for a respectable status in the business world. Whether they use traditional methods like hard copies of surveys that are meant to evaluate certain aspects of the company’s activity and meetings with both employees and customers alike, or modern methods that use technology at its best, companies are always striving for perfection in their field.

<!--more-->In this respect, IT developers have started to fashion several programs that serve the needs of today’s businessman and therefore they have come up with ingenious apps for iPhones, Smartphones and tablets that enable the companies to receive feedback from their (possible) clients in very little time and with the smallest of efforts. And why this need for speed? Because this is a time of speed and competitors, when everything is and must be done as quickly as possible as to best the others and set yourself on a higher position.

A simple search on the Internet would give us several programs that serve performance management and that are available to all companies. Two of these are called Customer Thermometer and Opinionmeter. These tools offer a variety of Mobile applications and integrated solutions for capturing real-time data from customers that may experience the product or service the moment they are giving feedback. In the following, we are going to see how the two programs work and what do they have to offer.

<strong>Customer Thermometer</strong>
<p style="text-align: center;"><strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/customer-satisfaction-survey-app.png"><img class="aligncenter size-full wp-image-11580" title="customer satisfaction survey app" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/customer-satisfaction-survey-app.png" width="576" height="454" /></a></strong></p>
Above is an example of a thermometer survey. The message is sent to the customer, who will be asked to give feedback, only by a click on the answer they wish to choose. The choice is then sent back to the administrators of the survey, who will start gathering and analyzing the feedback they get. The website also offers the possibility to try the application, offering a free sample of a customer satisfaction survey if one inserts an email address.

The main weapons of action of Customer Thermometer are:

-          Respect your customer’s time

-          Let them respond on any device

-          Make it simple to give feedback

The strategy chosen has proved to be practical and popular among all types of businesses. We have seen how in the case of the hotel and restaurant industry, customer satisfaction surveys can be tiresome and annoying to fill in. This is mainly due to the size of the questionnaire that may prove at times to be a factor in choosing to complete the survey or just leave it on the table on the way out.

Another reason why the strategy is certain to appeal to many is the fact that it is designed for mobile devices and can be adjusted to the logo of every business that uses it. This way, each business can personalize the survey they send, with the guarantee given by the developers that there is no need for trained web designers to do the job, everyone can do it, as it is so simple. This aspect certainly appeals to many, as there is no need to bring someone new in the company just for that.

Customer Thermometer also uses dashboards as to make the feedback they get available in an easy to read and comprehend way. Underneath we have an example of a dashboard created by Customer Thermometer:

<a href="http://www.smartkpis.com/blog/wp-content/uploads/dashboard1.png"><img class="aligncenter size-full wp-image-11581" title="dashboard" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/dashboard1.png" width="431" height="717" /></a>

<strong>Opinionmeter </strong>

The software created by Opinionmeter is designed to capture real-time feedback from customers, whenever and wherever they may be. Their offering includes interactive mobile kiosks, mobile tablets, PDAs, web surveys and scanning paper surveys.  As we may see, the range of choices is greater than in the case of Customer Thermometer.

<strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/opinion-meter.png"><img class="aligncenter size-full wp-image-11582" title="opinion meter" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/opinion-meter.png" width="534" height="513" /></a></strong>

As for the design of the survey, it can also be adjusted according to the business that uses the program. The questionnaires can be sent in a variety of formats, following a stage of customizing the feedback and market research reports as to generate them when the demand is placed or even scheduled for automatic delivery via email.

The design of Opinionmeter is much more complex, the users being able to manage a number of features of the program in view of inserting and extracting the information needed. An overview of the program is available on the website, by a touch of a button on SurveyManager Overview. In the references section, you may access the websites of both programs that are discussed in this post.

<strong>Conclusion</strong>

This new usage of technology appeals to many businesses, whether they are small, large or developing businesses. Measuring performance is taken to a whole new level with these programs, easing the communication between the provider of services and products and the consumer. A number of KPIs may be in use when talking about customer satisfaction, but new ones may be put into practice when dealing with Customer Thermometer and Opinionmeter or any other programs of this kind. These two have been chosen as to serve our purpose: present new ways of measuring performance in the 21<sup>st</sup> century, ones that can fit any business and any individual alike.

References

Opinionmeter official website: <a href="http://opinionmeter.com/products/">http://opinionmeter.com/products/</a>

Customer Thermometer official website: <a href="http://www.customerthermometer.com/">http://www.customerthermometer.com/</a>]]></content:encoded>
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<wp:post_id>11579</wp:post_id>
<wp:post_date>2013-09-23 19:01:41</wp:post_date>
<wp:post_date_gmt>2013-09-23 08:01:41</wp:post_date_gmt>
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<title>How is Samsung doing it? Good Practices on Performance Management</title>
<link>http://www.smartkpis.com/blog/how-is-samsung-doing-it-good-practices-on-performance-management/</link>
<pubDate>Tue, 24 Sep 2013 14:41:11 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Environement Care]]></category>

		<category domain="tag" nicename="environement-care"><![CDATA[Environement Care]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Samsung]]></category>

		<category domain="tag" nicename="samsung"><![CDATA[Samsung]]></category>

		<category domain="tag"><![CDATA[Sustainability]]></category>

		<category domain="tag" nicename="sustainability"><![CDATA[Sustainability]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11591</guid>
<description></description>
<content:encoded><![CDATA[People. Excellence. Change. Integrity. Co-prosperity. Social responsibility. These are some of the principles that create the management philosophy at Samsung.

The digital age has brought many changes for Samsung Electronics, beyond its futuristic products. Performance, in all its shapes, has become both means and purpose.

Every year, in its Sustainability Report, Samsung presents its management practices and results, offering examples of the KPIs used in each of the most important areas: “for the purpose of monitoring and analyzing our efforts to ensure that all business activities are aligned with sustainable development, Samsung Electronics identified several key performance indicators with measurable data to guide our innovation in sustainability” (Sustainability Report 2013).

<img class="aligncenter size-medium wp-image-11592" title="Samsung-Logo" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Samsung-Logo-300x99.jpg" width="300" height="99" />

<strong><!--more-->H</strong><span style="font-weight: bold;">R and Talent Management at Samsung</span>

“Under our philosophy of ‘People First’, Samsung continued to hire great people around the globe who are the best and brightest in their field. Samsung took a variety of measures to make itself a world-class workplace” - Oh-Hyun Kwon, Vice-Chairman and CEO of Samsung Electronics Co.

Indeed, one of the most important segments of the performance management at Samsung is represented by HR. The total number of employees is currently around 235.868, and 26% are working in the most important department, R&amp;D and. In order to increase performance within this department, Samsung expands recruitment of highly qualified personnel each year. In this situation, the number of employees with a Doctorate Degree becomes defining.

Incentives:
<ul>
	<li>Compensation and benefits</li>
	<li>Training and development programs</li>
	<li>Events and employee communication</li>
</ul>
“Samsung Electronics continues its efforts to encourage its employees toward creativity and better work performance by investing in infrastructure, embracing diversity, and raising awareness in working together” (Sustainability Report 2013).

<strong>Samsu</strong><span style="font-weight: bold;">ng and the Green Management</span>

Another key point within the Samsung strategy is the imperative of creating eco-friendly products, as part of a huge Eco-Management Plan. In 2012, the main areas of this plan were Green Operations, Green Products and Green Communication. In this purpose, KPIs are used to assess Samsung’s environmental management.

For example, the results of the plan to reduce GHG (Greenhouse Gas) emissions in its factories and facilities were measured using different KPIs.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/samsung.jpg"><img class="aligncenter size-large wp-image-11593" title="samsung" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/samsung-1023x566.jpg" width="1023" height="566" /></a>

As an incentive for the eco-management, through the “Samsung Electronics Annual Awards” the company recognizes the contributions made by the company’s organizations and individuals in the area of green management with prizes and additional points on their performance appraisals.

The performance management at Samsung is a combination of talent management, green management, integrity management, time management, financial performance and creative business strategies, in order to secure the company’s position among the global electronic leaders.

<em>Resources:</em>
<ul>
	<li>Sustainability Report 2013, available at: <a href="http://www.samsung.com/us/aboutsamsung/sustainability/sustainabilityreports/download/2013/2013_Sustainability_Report.pdf">http://www.samsung.com/us/aboutsamsung/sustainability/sustainabilityreports/download/2013/2013_Sustainability_Report.pdf</a></li>
	<li>Sustainability Report 2012, available at: <a href="http://www.samsung.com/us/aboutsamsung/sustainability/sustainabilityreports/download/2012/2012_sustainability_rpt.pdf">http://www.samsung.com/us/aboutsamsung/sustainability/sustainabilityreports/download/2012/2012_sustainability_rpt.pdf</a></li>
</ul>
<p style="text-align: left;"><em>Image Source:</em></p>

<ul>
	<li><em><a href="http://samsunggalaxynews.co.uk/wp-content/uploads/2013/09/Samsung-Logo.jpg">http://samsunggalaxynews.co.uk/wp-content/uploads/2013/09/Samsung-Logo.jpg</a></em></li>
	<li><a href="http://www.samsung.com/us/aboutsamsung/sustainability/sustainabilityreports/download/2013/2013_Sustainability_Report.pdf">http://www.samsung.com/us/aboutsamsung/sustainability/sustainabilityreports/download/2013/2013_Sustainability_Report.pdf</a></li>
</ul>]]></content:encoded>
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<wp:post_id>11591</wp:post_id>
<wp:post_date>2013-09-25 01:41:11</wp:post_date>
<wp:post_date_gmt>2013-09-24 14:41:11</wp:post_date_gmt>
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<title>Sustainability leaders according to the Dow Jones Sustainability Index</title>
<link>http://www.smartkpis.com/blog/sustainability-leaders-according-to-the-dow-jones-sustainability-index/</link>
<pubDate>Wed, 25 Sep 2013 07:37:03 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Dow Jones Sustainability Indices]]></category>

		<category domain="tag" nicename="dow-jones-sustainability-indices"><![CDATA[Dow Jones Sustainability Indices]]></category>

		<category domain="tag"><![CDATA[Global Industry Classification System]]></category>

		<category domain="tag" nicename="global-industry-classification-system"><![CDATA[Global Industry Classification System]]></category>

		<category domain="tag"><![CDATA[Research]]></category>

		<category domain="tag" nicename="research"><![CDATA[Research]]></category>

		<category domain="tag"><![CDATA[RobecoSAM]]></category>

		<category domain="tag" nicename="robecosam"><![CDATA[RobecoSAM]]></category>

		<category domain="tag"><![CDATA[Sustainability]]></category>

		<category domain="tag" nicename="sustainability"><![CDATA[Sustainability]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11612</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">A cooperation of S&amp;P Dow Jones Indices and RobecoSAM, the Dow Jones Sustainability Indices (DJSI) are the first indicators tracking financial performance of the leading sustainability-driven companies on a global scale. The indices integrate an evaluation of economic, social and environmental criteria that are especially targeted at shareholder value in the long run.</p>
<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/2000px-Dow-Jones-Sustainability-Indexes-Logo.svg_.png"><img class="aligncenter size-full wp-image-12843" title="2000px-Dow-Jones-Sustainability-Indexes-Logo.svg" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/2000px-Dow-Jones-Sustainability-Indexes-Logo.svg_.png" width="798" height="140" /></a><!--more--></p>
<p style="text-align: justify;">Over 3,000 publicly traded companies are invited to participate and analyzed as part of the study. The results of the corporate sustainability assessment conducted by RobecoSAM are corroborated with the Global Industry Classification System (GICS) in order to establish the top company in each of the identified 24 industry groups.</p>
<p style="text-align: justify;">Based on the results announced earlier this month, the 2013-2014 industry group leaders are the following:</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/industry-leaders.jpg"><img class="size-full wp-image-11613  aligncenter" title="industry-leaders" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/industry-leaders.jpg" width="571" height="462" /></a></p>
<p style="text-align: justify;">For the fifth consecutive year, Roche has been announced as the group leader in the Pharmaceuticals, Biotechnology &amp; Life Sciences Industry by the DJSI. In 2009, Roche established a number of five-year corporate goals and adopted <a href="http://www.smartkpis.com/key-performance-indicator-KPI">Key Performance Indicators (KPIs)</a> to measure and monitor the progress of achieving their goals. Among these goals, reducing energy consumption and increasing energy efficiency by 10 percent by the end of 2014 were ones of the most important, and Roche is currently on target with its objectives.</p>
<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/roche-report.jpg"><img class="aligncenter size-full wp-image-11614" title="roche-report" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/roche-report.jpg" width="461" height="525" /></a></p>
<p style="text-align: justify;">To access <a href="http://www.smartkpis.com/kpi/functional-areas/corporate-social-responsibility/">Corporate Social Responsibility KPIs</a> and review documented examples of KPIs for sustainability-focused companies, visit www.smartkpis.com, where over 30 examples of Corporate Social Responsibility KPIs are available for analysis.</p>
<p style="text-align: justify;">References:</p>

<ul style="text-align: justify;">
	<li>S&amp;P Dow Jones Indices (2013), Results announced for 2013 Dow Jones Sustainability Indices Review: 24 Sustainability industry group leaders named, available at: <a href="http://www.sustainability-indices.com/images/130912-djsi-review-2013-en-vdef_tcm1071-372482.pdf">http://www.sustainability-indices.com/images/130912-djsi-review-2013-en-vdef_tcm1071-372482.pdf</a></li>
	<li style="text-align: justify;">RobecoSAM (2013), Industry group leader report: Roche Holding AG, available at: <a href="http://www.sustainability-indices.com/images/Industry_Group_Leader_PharmaceuticalsBiotechnologyLifeSciences_tcm1071-372598.pdf">http://www.sustainability-indices.com/images/Industry_Group_Leader_PharmaceuticalsBiotechnologyLifeSciences_tcm1071-372598.pdf</a></li>
</ul>
Image Source:
<ul>
	<li><a href="http://www.sustainability-indices.com/images/Industry_Group_Leader_PharmaceuticalsBiotechnologyLifeSciences_tcm1071-372598.pdf">http://www.sustainability-indices.com/images/Industry_Group_Leader_PharmaceuticalsBiotechnologyLifeSciences_tcm1071-372598.pdf</a></li>
	<li><a href="http://uk.wikipedia.org/wiki/%D0%A4%D0%B0%D0%B9%D0%BB:2000px-Dow-Jones-Sustainability-Indexes-Logo.svg.png">http://uk.wikipedia.org/wiki/%D0%A4%D0%B0%D0%B9%D0%BB:2000px-Dow-Jones-Sustainability-Indexes-Logo.svg.png</a></li>
</ul>]]></content:encoded>
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<wp:post_id>11612</wp:post_id>
<wp:post_date>2013-09-25 18:37:03</wp:post_date>
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<title>From fashion design to annual report design: Inditex Group, the owner of Zara</title>
<link>http://www.smartkpis.com/blog/the-annual-report-%e2%80%93-an-important-performance-management-tool/</link>
<pubDate>Wed, 25 Sep 2013 18:06:12 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Fashion]]></category>

		<category domain="tag" nicename="fashion"><![CDATA[Fashion]]></category>

		<category domain="tag"><![CDATA[Inditex]]></category>

		<category domain="tag" nicename="inditex"><![CDATA[Inditex]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Zara]]></category>

		<category domain="tag" nicename="zara"><![CDATA[Zara]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11618</guid>
<description></description>
<content:encoded><![CDATA[Reporting performance has been associated for a long time with negative feelings, as both managers and employees have linked it with the consequences of not meeting targets. For some companies reporting performance is just a regulation imposed by financial authorities, while for others is a way of communicating and gaining trust of stakeholders.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Inditex-Group.jpg"><img class="aligncenter size-full wp-image-12711" title="Inditex Group" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Inditex-Group.jpg" width="614" height="122" /></a>

<!--more-->An adequate approach towards compiling annual reports can transform a simple document into a really useful peformance management tool. Besides the presentation of performance results, the annual report should communicate the company’s strategy, its main capabilities, the challenges it has to face and the future directions. Financial KPIs should be balances with non-financial indicators as well as qualitative with quantitative aspects.

A positive example to learn from is Inditex Group, one of the largest fashion retailers in the world. The following initiatives are considered to be good practice in regards to consolidating annual reports:

1. Principles for guiding the drawing up of the annual report – Having a clear framework ensures consistency in time and better outcomes.
<ul>
	<li><strong>Strategic sustainability context </strong>- Seeks to contribute to the improvement of trends, economic, environmental and social conditions at local, regional and global level.</li>
	<li><strong>Materiality</strong> - Covers those indicators that reflect the organization’s most significant social, economic and environmental impact, as well as those that are of influence for the stakeholders’ decisions.</li>
	<li><strong>Stakeholders inclusiveness</strong> - Maintains a constant dialogue with its stakeholders to respond to their expectations and interests.</li>
	<li><strong>Completeness</strong> - Coverage of Inditex's indicators and other important information must be sufficient to reflect significant social, economic and environmental impact and to enable stakeholders to evaluate the group's performance for the year.</li>
</ul>
2. The Inditex website has been redesigned to allow better access to stakeholders to the content that concerns them.

3. The report includes information regarding all types of capital used to generate value and address challenges: human capital (the sum of capabilities , knowledge and experience of employees), intellectual capital (the result of R&amp;D activities), financial capital, social and relationship capital (relationship with shareholders), manufactured capital (tangible assets resulted from its activities) and natural capital (environmental resources).

4. Clear framework for corporate governance – Mechanisms, institutional and operational bodies, and codes of conduct.

5. Materiality matrix – Is used to define the relevance of the aspects and issues Inditex handles with its stakeholders. The matrix is updated by the organisation each year and contributes to discover: the level of concern felt by the stakeholders towards aspects they consider of key importance, their current or potential impact on Inditex and the organisation's responsiveness to these.

6. Tracking suppliers – Suppliers are classified according to their compliance to the Code of Conduct for Manufacturers and Suppliers.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/suppliers1.png"><img class="aligncenter size-full wp-image-11620" title="suppliers" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/suppliers1.png" width="711" height="267" /></a></p>
<p style="text-align: justify;">7. Transparency and information as a core value for governance - Good Governance requires that stakeholders may have a regular and timely access to any relevant, appropriate and reliable information. All revelant information can be found on the company’s website, but also regulary annoncement about the company’s performance and initiatives.</p>
8. Structured information – The challenges the company has to face are presented in the following manner:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/objectives.png"><img class="aligncenter size-full wp-image-11621" title="objectives" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/objectives.png" width="785" height="231" /></a></p>
<p style="text-align: left;">9. Efficient data visualization – There is a clean structure combined with high information density, bar-charts are properly use to enhance comparisons and they reflect the meaning of the data. Tables are easy to read and reflect aggregated data, key measures for stakeholders. Without distracting backgrounds and gridlines both charts and table facilitate fast and accurate absorption of information.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/graphs.png"><img class="aligncenter size-full wp-image-11652" title="graphs" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/graphs.png" width="602" height="514" /></a></p>
10. Simple, yet appealing design of report – The same color combination and shapes are used from the first to the last page of the document.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/report.png"><img class="aligncenter size-medium wp-image-11623" title="report" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/report-300x246.png" width="300" height="246" /></a>

<strong>What can be improved?</strong>
<ul>
	<li>Ring charts are not recommended to visualize data, in spite their popularity. They occupy too much space and it is hard to estimate the values of each segment, causing confusion when reading the data. The alternative would be to use bar-charts.</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/circles4.png"><img class="aligncenter size-full wp-image-11659" title="circles" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/circles4.png" width="602" height="266" /></a></p>

<ul>
	<li>The timeline of tables is advisable to be from left to right in chronological order, in order to better grasp the evolution of KPIs from one year to another.</li>
	<li>Data from tables may be more easily to spot if it were displayed in charts or graphs.</li>
</ul>
References:
<ul>
	<li>Inditex Group (2013), Annual report 2012, available at: http://www.inditex.com/en/shareholders_and_investors/investor_relations/annual_reports</li>
</ul>
Image Source:

<a href="http://wiki.wildberries.ru/brands/inditex-group">http://wiki.wildberries.ru/brands/inditex-group</a>

http://www.inditex.com/en/shareholders_and_investors/investor_relations/annual_reports]]></content:encoded>
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<wp:post_id>11618</wp:post_id>
<wp:post_date>2013-09-26 05:06:12</wp:post_date>
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<title>Managing performance for a better world – Bill and Melinda Gates Foundation</title>
<link>http://www.smartkpis.com/blog/performance-measurement-for-a-better-world-%e2%80%93-bill-and-melinda-gates-foundation/</link>
<pubDate>Fri, 27 Sep 2013 08:20:23 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Bill and Melinda Gates Foundation]]></category>

		<category domain="tag" nicename="bill-and-melinda-gates-foundation"><![CDATA[Bill and Melinda Gates Foundation]]></category>

		<category domain="tag"><![CDATA[Non-Governmental]]></category>

		<category domain="tag" nicename="non-governmental"><![CDATA[Non-Governmental]]></category>

		<category domain="tag"><![CDATA[Non-Profit]]></category>

		<category domain="tag" nicename="non-profit"><![CDATA[Non-Profit]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11638</guid>
<description></description>
<content:encoded><![CDATA[<em>I have been struck again and again by how important measurement is to improving the human condition. </em><span style="font-size: 13px; line-height: 19px;">Bill Gates</span>

The Gates Foundation is the largest private foundation in the world, based by Bill and Melinda Gates. Its primary aims are, globally, to enhance healthcare and reduce extreme poverty, and in America, to expand educational opportunities and access to information technology. As Bill Gates states in the most recent annual letter, the organization is focused on results, especially on those that can be measured. The foundation’s co-chair and trustee offers insights on how the management committee focuses on evaluating and measuring results in order to achieve performance.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Gates-Foundation-Logo.jpg"><img class="aligncenter size-medium wp-image-11639" title="Gates-Foundation-Logo" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Gates-Foundation-Logo-300x200.jpg" width="300" height="200" /></a>

<strong><!--more-->Success measurement – a way to seek continuous improvement</strong>

As Bill Gates itself affirms, “the understanding of how to use measurement to drive excellence in business has improved dramatically in the last 50 years”. In accordance to this belief, the success measurement at the Gates Foundation has three essential coordinates:
<ul>
	<li>Tracking the progress: all the inputs and outputs of the Foundation and its partners and grantees are measured in order to keep track of their activities and results;</li>
	<li>Informing the strategies: both the intermediate outcomes, intended or achieved (such as changes in technologies, systems, behaviors), as well as the ultimate impacts (the sustainable changes) are measured, in order to understand where did the success or, on the contrary, the failure come from.</li>
	<li>Contribution to the field: the Foundation contributes to achieving shared goals and collaborates with the grantees and partners in determining whether the initial common goals have been achieved.</li>
</ul>
“We seek to measure, to learn, and to improve at every step along the way. We are disciplined, because we want to maximize the effectiveness of our efforts, and learn from the results of our partners and grantees” (gatesfundation.org). Bill Gates also emphasizes the importance of choosing the right measurement tools: “You use the measurement as feedback to make adjustments. I think a lot of efforts fail because they don’t focus on the right measure or they don’t invest enough in doing it accurately”.

<strong>Practical examples of successful measurements</strong>

As the Foundation’s main goals are to reduce hunger, poverty and disease, the innovations in measurement were seen as crucial to finding new, effective ways to deliver these services to clinics, families and classrooms that needed them. An essential part of this process was finding the best measurement tools to determine which approaches work and which don’t.

Some of the examples of incipient good practice identified by the Foundation are summarized by Bill Gates: “In Colorado, Melinda and I learned how a school district is pioneering a new system to measure and promote teacher effectiveness. In Ethiopia, I witnessed how a poor country, pursuing goals set by the United Nations, delivered better health services to its people. In Nigeria, I’ve seen how the digital revolution allows us to improve the use of measurement in the campaign to eradicate polio”.

<img class="aligncenter size-medium wp-image-11640" title="gates_foundation_01" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/gates_foundation_01-300x198.jpg" width="300" height="198" />

Melinda Gates, on the other hand, offers the example of using measurable goals and activities in correlation with family planning, as an expression of improvement in health, prosperity and quality of life in the developing countries. “This is the exciting part, where we can see how measurement leads to sweeping changes in the way health systems serve people” (Melinda Gates).

In 2009, the foundation started a project called Measures of Effective Teaching that worked with 3.000 classroom teachers to better understand how to build an evaluation and feedback system to help teachers improve.

As a part of its strategy, the foundation supports the development and use of KPIs and decision support tools that enable institutions to identify problems, set goals and priorities, allocate resources, measure progress and make adjustments based on evidence. All in all, the Gates foundation offers a good insight on how measurement can and should be used in order to increase the performance and achieve the goals.

<em>References:</em>
<ul>
	<li style="text-align: left;">Annual Letter from Bill Gates, Available at <a href="http://annualletter.gatesfoundation.org/pdf/2013_AL_English.pdf">http://annualletter.gatesfoundation.org/pdf/2013_AL_English.pdf</a></li>
	<li style="text-align: left;">The Gates Foundation, "How we measure success", Available at <a href="http://www.gatesfoundation.org/How-We-Work/General-Information/How-We-Measure-Success">http://www.gatesfoundation.org/How-We-Work/General-Information/How-We-Measure-Success</a></li>
</ul>
Image Source:
<ul>
	<li>Logo: <a href="http://caare101.org/wp-content/uploads/2013/06/Gates-Foundation-Logo.jpg">http://caare101.org/wp-content/uploads/2013/06/Gates-Foundation-Logo.jpg</a></li>
	<li>Channels Television (2012), Gates foundation formally registered in Nigeria as International NGO, Channels TV, Available at <a href="http://www.channelstv.com/home/2012/09/13/gates-foundation-formally-registered-in-nigeria-as-international-ngo/">http://www.channelstv.com/home/2012/09/13/gates-foundation-formally-registered-in-nigeria-as-international-ngo/</a></li>
</ul>]]></content:encoded>
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<wp:post_id>11638</wp:post_id>
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<title>Monitoring performance in railways - KPIs should be used</title>
<link>http://www.smartkpis.com/blog/monitoring-performance-in-railways-kpis-should-be-used/</link>
<pubDate>Mon, 30 Sep 2013 10:59:40 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Canada]]></category>

		<category domain="tag" nicename="canada"><![CDATA[Canada]]></category>

		<category domain="tag"><![CDATA[Canadian Pacific Railways]]></category>

		<category domain="tag" nicename="canadian-pacific-railways"><![CDATA[Canadian Pacific Railways]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11662</guid>
<description></description>
<content:encoded><![CDATA[Key Performance Indicators (KPIs) are monitored across all industries, as they increase companies’ performance. The railways sector is no exception.

In its 2012 annual report, Canadian Pacific Railways included a list of performance indicators and the improvements achieved for each of them. Besides the summarizing table below, additional explanations were offered, to provide the context for KPIs’ evolution. It is important to understand the causes and the measures implemented to influence KPIs’ trend over time. However, results would have been much visible, if KPIs’ name was standardized and graphs used.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/21.png"><img class="aligncenter size-large wp-image-11665" title="2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/21-1024x408.png" width="819" height="326" /></a></p>
<!--more-->Other KPIs that can be used to check the progress towards meeting targets include:
<ol>
	<li># Derailments per million train miles;</li>
	<li># Train delay per incident;</li>
	<li>% Railway infrastructure availability;</li>
	<li>$ Investment in track renewals;</li>
	<li>$ Maintenance cost per track length.</li>
</ol>
For more indicators in this area, you can access <a href="http://www.smartkpis.com/kpi/industries/infrastructure-operations/railways/">http://www.smartkpis.com/kpi/industries/infrastructure-operations/railways/</a> to check the KPIs available to monitor railway infrastructure quality, network size and density, as well as network development and improvement capabilities and efficiency.

References:
<ol>
	<li>Canadian Pacific Railways (2012), Annual report, available at: <a href="http://www.cpr.ca/en/invest-in-cp/financial-reports/FinancialReports/Attachments/221/cp-ar-2012.pdf">http://www.cpr.ca/en/invest-in-cp/financial-reports/FinancialReports/Attachments/221/cp-ar-2012.pdf</a></li>
</ol>]]></content:encoded>
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<wp:post_id>11662</wp:post_id>
<wp:post_date>2013-09-30 21:59:40</wp:post_date>
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<title>Non-profit, but still measurable. KPIs for NGOs</title>
<link>http://www.smartkpis.com/blog/non-profit-but-still-measurable-performance-management-within-ngos/</link>
<pubDate>Mon, 30 Sep 2013 14:15:28 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[NGO]]></category>

		<category domain="tag" nicename="ngo"><![CDATA[NGO]]></category>

		<category domain="tag"><![CDATA[Non-Governmental]]></category>

		<category domain="tag" nicename="non-governmental"><![CDATA[Non-Governmental]]></category>

		<category domain="tag"><![CDATA[Non-Profit]]></category>

		<category domain="tag" nicename="non-profit"><![CDATA[Non-Profit]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Management System]]></category>

		<category domain="tag" nicename="performance-management-system"><![CDATA[Performance Management System]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11670</guid>
<description></description>
<content:encoded><![CDATA[Non-governmental organizations (NGOs) are entities where there is no governmental participation. Their performance broadly means how well they contribute to other people’s efforts to improve the society. Due to the continuous development of the NGO's, it appeared the need to appraise the performance, in order to assure evolution.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/ngo.jpg"><img class="aligncenter size-full wp-image-12675" title="NGOs" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/ngo.jpg" width="634" height="375" /></a></p>
<strong><!--more-->The first step – strategic planning</strong>

According to the platform ngoperformance.org, an NGO’s strategy clearly states what the organization will do in order to make the biggest impact and have a major contribution on improving the targeted domain in a specified period of time. Therefore, we conclude that relevance to the major field of activity is essential. This approach leads to NGOs specializing in the areas where they can make the biggest difference.

All the NGOs activities are therefore established according to their purpose and priorities. The strategic objectives, goals and activities should be discussed and set during work-planning meetings, as part of a broader performance management system.

<strong>The benefits of Performance Management System for NGOs</strong>

According to the authors of “A study into performance management of International NGOs”, RedR-IHE and People In Aid, a Performance Management System (PMS) built for an NGO must be “easy, clear, stimulating, thought provoking, result-focused and objective”. It also must provide insights into optimum staffing and equitable distribution of work and responsibility, as well as build loyalty to the organization.

It is well known that, within the non-governmental field, the organization’s members, who are the most important factor in delivering high quality work can sometimes be difficult to motivate and cope with. Therefore, one of the most important elements that a good performance management system contributes to is volunteers’ management. First of all, it serves the recruitment. Afterwards, it guides the entire HR process, throughout performance appraisal, reward policies, staff development and training. All in all, the performance management system should combine elements of motivation, assessment and reward.

A good system should also guide the organization in building and monitoring relationships with local specialists, authorities and other collaborators and, of course, create and periodically appraise an organizational culture based on continual improvement.

<strong>Measuring NGOs performance with KPIs</strong>

The KPI Institute released a top of the most frequently used KPIs used to measure the NGOs performance. As stated in the <a href="http://store.kpiinstitute.org/top-25-ngo-kpis-of-2011-2012.html">Top 25 NGO KPIs of 2011-2012</a>, “KPIs measure the efficiency in raising the resources needed and the impact of their redistribution”.

They are divided into several categories. Here are some examples of KPIs from each category:

1) Fundraising:
<ul>
	<li>% Donor financial efficiency</li>
	<li># Event participants</li>
</ul>
2) Community Engagement
<ul>
	<li># Non-profit community projects</li>
	<li>% Community volunteers’ participation</li>
</ul>
3) Partners and Sponsors
<ul>
	<li># Partners for recurring campaigns and events</li>
	<li>% Alumni that offer their support</li>
</ul>
4) Volunteers Management
<ul>
	<li># Volunteers</li>
	<li># New volunteers recruited in the last three months</li>
</ul>
5) Donation Delivery
<ul>
	<li>% Items donated delivered</li>
</ul>
6) NGO Financials
<ul>
	<li># Sources of revenue</li>
</ul>
7) Policy Transparency
<ul>
	<li># Internal reports to members</li>
</ul>
<p style="text-align: left;"><em>References:</em></p>

<ul>
	<li>The KPI Institute, 2012, “Top 25 NGO KPIs of 2011-2012”</li>
	<li>“Managing Performance in NGOs: A 10 Point Agenda”, Available at <a href="http://ngoperformance.files.wordpress.com/2010/11/ngo-performance-agenda-jan11.pdf">http://ngoperformance.files.wordpress.com/2010/11/ngo-performance-agenda-jan11.pdf</a></li>
	<li>RedR-IHE and People In Aid, “A study into performance management of International NGOs”, May 2005, Available at: <a href="http://www.peopleinaid.org/publications/PerformanceManagementNGOs.aspx">http://www.peopleinaid.org/publications/PerformanceManagementNGOs.aspx</a></li>
</ul>
<p style="text-align: left;"><em>Image Source: </em><a href="http://is.muni.cz/el/1456/jaro2007/PVEKZD/um/1348696/Kendall_Knapp_2000_performanceVO.pdf">http://is.muni.cz/el/1456/jaro2007/PVEKZD/um/1348696/Kendall_Knapp_2000_performanceVO.pdf</a></p>]]></content:encoded>
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<title>Target setting side effects</title>
<link>http://www.smartkpis.com/blog/target-setting-side-effects/</link>
<pubDate>Sun, 06 Oct 2013 10:52:51 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Target]]></category>

		<category domain="tag" nicename="target"><![CDATA[Target]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11714</guid>
<description></description>
<content:encoded><![CDATA[<em>„ Setting specific and challenging goals boosts employee performance! ”</em>

This is one of the most promoted practices in business management to motivate employees and increase their performance. There has been a lot of research in this area bringing scientific evidence that when employees are given clear goals they will do their best to reach that target, but not many discussions on the side effects of setting targets.

High-performing businesses are driven by efficiency. True efficiency is not just about reaching targets, but it also considers how the targets are achieved.  The main problem with setting targets is that people, in their struggle to attain goals start to ignore important aspects of their job. If someone has a target of 3 items per hour, he’ll probably focus more on that target than on the quality of his work. For some companies, poor quality can generate a real disaster, like in the case of car producers. Side effects associated with setting targets are a narrow focus that neglects non-goal areas, unethical behavior, high risk preferences, reduced intrinsic motivation and sandbagging (fixing results).

Even if some analysts may recommend not using targets at all, and concentrate instead on focus areas that outline important activities for the company, the best approach is to find a balance when working with targets. Targets are useful as long as managers are aware of their implications and treat them as prescription drugs, with caution when administrated.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/target.png"><img class="aligncenter size-full wp-image-11715" title="Target setting" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/target.png" width="634" height="320" /><!--more--></a>Source: http://about.telus.com/servlet/JiveServlet/previewBody/4421-102-1-4590/2011%20TELUS%20Annual%20Report.pdf</p>
5 things to consider for target setting:

<strong>1. </strong><strong>Narrow goals tend to blind people</strong> – Employees can develop tunnel behavior, as they direct all of their attention on certain targets. In this way, they are missing the big picture and start ignoring important details.
<strong>2. </strong><strong>Too many goals make people choose</strong> - Shah, Friedman, and Kruglanski (2002) demonstrated through a research study that individuals with multiple goals are prone to concentrate on only one goal. When given quality and quantity goals, the participants from the study focused on the quantity targets as they were easier to achieve.
<strong>3. </strong><strong>Inappropriate time horizon makes people focus just on the present</strong> – When employees are stimulated to achieve short term goals they will not consider the long term implications of their actions. This type of behavior facilitates high risk decisions.
<strong>4. </strong><strong>Linking targets to financial rewards is not the most effective technique to motivate employees</strong> – Employees may require higher levels of financial incentives every year to feel motivated and they may get blinded by the desire to gain more. A sustainable system to motivate personnel should combine non-financial rewards with financial bonuses.
<strong>5. </strong><strong>Goals can lead to unethical behavior</strong> – Goal setting can promote two different types of cheating. The first one is to use unethical methods to achieve a target. For example, at Sears, mechanics told customers that they needed unnecessary repairs and then charged them for this unneeded work. Secondly, employees can be tempted „to adjust” their result so that they won’t appear below the target.

Setting targets can help companies to improve performance, but progress is more than just matching some numbers. The way the entire system is set in place can shape the behaviors of employees and reduce the possibility to be affected by negative practices. Awareness of the target setting side effects is the first step to building healthy targets.

References:
<ul>
	<li>Bregman, P. (2012), Consider not setting goals in 2013, Harvard Business Review, available at: <a href="http://blogs.hbr.org/2012/12/consider-not-setting-goals-in/">http://blogs.hbr.org/2012/12/consider-not-setting-goals-in/</a></li>
	<li>Brudan, A. (2013), KPI documentation: Understanding KPIs names, calculating formula and establishing targets, MILE webinars, available at: <a href="http://community.mile.org/index.php/mile-webinars?tasks=specific_webinar&amp;webinarid=62">http://community.mile.org/index.php/mile-webinars?tasks=specific_webinar&amp;webinarid=62</a></li>
	<li>Ordonez, L. D., Schweitzer, M. E., Galinsky, A. D. and Bazerman, M. H.  (2009), Goals gone wild, Harvard Business Review, available at: <a href="http://www.hbs.edu/faculty/Publication%20Files/09-083.pdf">http://www.hbs.edu/faculty/Publication%20Files/09-083.pdf</a></li>
</ul>]]></content:encoded>
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<wp:post_id>11714</wp:post_id>
<wp:post_date>2013-10-06 21:52:51</wp:post_date>
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<title>Performance scorecards in the public sector: Wisconsin Department of Transportation</title>
<link>http://www.smartkpis.com/blog/performance-scorecards-in-the-public-sector-wisconsin-department-of-transportation/</link>
<pubDate>Mon, 07 Oct 2013 13:55:45 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

		<category domain="tag"><![CDATA[Wisconsin Department of Transportation]]></category>

		<category domain="tag" nicename="wisconsin-department-of-transportation"><![CDATA[Wisconsin Department of Transportation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11720</guid>
<description></description>
<content:encoded><![CDATA[Scorecards can be used to track performance in both private and public sectors. Wisconsin Department of Transportation uses such a tool to monitor its progress towards meeting established goals and to identify areas for improvement.

The MAPSS (mobility, accountability, preservation, safety, service) Performance Improvement Scorecard analyzes whether performance measures meet or exceed the goals set. In order to meet public expectations, mainly to operate a safe and efficient transportation system, Wisconsin Department report quarterly its progress and strives for continuous improvement.<!--more-->
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture6.png"><img class="aligncenter size-full wp-image-11722" title="Wisconsin Department of Transportation" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture6.png" width="634" height="451" /></a></p>
Improvements registered in the first half of 2013 include:
<ul>
	<li>5% decrease in the incident response time, compared to 2012;</li>
	<li>15% lower traffic fatalities, compared to 2012;</li>
	<li>59% surpassed the 2013 goal of $ 2.75 million in surplus property management.</li>
</ul>
Areas that need improvement include:
<ul>
	<li>DMV wait times- 15% gap between the goal of 80% and the current results, in terms of percentage of DMW service center customers served within 20 minutes;</li>
	<li>Transit availability- 28% gap between the goal of 75% and the current period results, in terms of percentage of population served by transit;</li>
	<li>Timely scheduling of contracts- 28% gap between the goal of 60% and the current results, in terms of percentage of highway program funding scheduled in the first six months of the fiscal year.</li>
</ul>
Among the benefits of using The MAPSS scorecard:
<ul>
	<li>It supports a results-driven environment that enhances improvement;</li>
	<li>It provides accountability and transparency through regular reporting;</li>
	<li>Data obtained will increase department’s ability of responding to challenges;</li>
	<li>Business units will identify measures to support the achievement of the department’s goal.</li>
</ul>
References:
<ol>
	<li>The Ashland Daily Press (2013), Scorecard rates how transportation is performing in Wisconsin, available at: <a href="http://www.ashlandwi.com/news/regional/article_3c5767fe-0b89-11e3-b769-001a4bcf887a.html">http://www.ashlandwi.com/news/regional/article_3c5767fe-0b89-11e3-b769-001a4bcf887a.html</a></li>
	<li>Wisconsin Department of Transportation (2013), MAPSS Performance Improvement program, available at: <a href="http://www.dot.wisconsin.gov/about/performance/index.htm">http://www.dot.wisconsin.gov/about/performance/index.htm</a></li>
</ol>]]></content:encoded>
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<title>Performance Management in the automotive industry: Volkswagen, Toyota and Fiat </title>
<link>http://www.smartkpis.com/blog/performance-management-in-the-automotive-industry-volkswagen-toyota-and-fiat/</link>
<pubDate>Mon, 07 Oct 2013 15:02:48 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Fiat]]></category>

		<category domain="tag" nicename="fiat"><![CDATA[Fiat]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Toyota]]></category>

		<category domain="tag" nicename="toyota"><![CDATA[Toyota]]></category>

		<category domain="tag"><![CDATA[Volkswagen]]></category>

		<category domain="tag" nicename="volkswagen"><![CDATA[Volkswagen]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11721</guid>
<description></description>
<content:encoded><![CDATA[<span style="font-size: 13px; line-height: 19px;">The automotive industry is a term that covers a wide range of companies and organizations involved in the design, development, manufacturing, marketing and selling of motor vehicles. It is one of the most competitive industries, as well as a huge employer of skilled workforce and a key driver of knowledge and innovation. Therefore, more and more companies within the automotive industry are developing Performance Management systems in order to increase and efficiently appraise their performance.</span>
<p style="text-align: center;"><span style="font-size: 13px; line-height: 19px;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Automotive-Industry.jpg"><img class="aligncenter" title="Automotive-Industry" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Automotive-Industry-300x213.jpg" width="634" height="413" /></a></span></p>
<!--more-->

<strong>KPIs used at Volkswagen</strong>

Volkswagen is the biggest German automaker and the third largest one in the world. Its goal, as stated in the 2012 Annual Report, is to become the world’s leading automaker by 2018 – both economically and ecologically. In order to achieve this goal, the company has implemented a strong Performance Management (PM) system: “The improved control efficiency and the transparency of the KPI system allow Volkswagen to meet the increasing expectations of its stakeholders for an up-to-date, differentiated presentation of the Company’s CSR and sustainability performance”.

The report presents the evolution of the financial KPIs in the period 2008-2012, but it also offers details about the non-financial KPIs. These include the processes in the areas of research and development, procurement, production, sales and marketing, information technology and quality assurance.

Since the beginning of 2011, Volkswagen has introduced a performance-based remuneration component, in order to recognize employees’ individual achievements. This system is not singular in the industry. Mitsubishi Corporation is another example of performance-related remuneration, at least when it comes to the Directors’ monthly salaries.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/volkswagen.jpg"><img class="aligncenter size-medium wp-image-11738" title="volkswagen" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/volkswagen-296x300.jpg" width="296" height="300" /></a>

<strong>“The Toyota Way”</strong>

<strong> </strong>In 2013, Toyota was the largest automobile manufacturer by production and it has a well-earned reputation for excellence in quality, cost reduction and hitting the market with vehicles that sell. Toyota has become a model through its Production System, an integrated socio-technical system that comprises its management philosophy and practices. The main principles, as exposed by Jeffrey K. Liker and David Meier in their book “The Toyota Way Fieldbook” rely on long-term philosophy, standardized tasks and processes, solving root problems, lean manufacturing and continuous improvement. However, the most important element of the Toyota philosophy seems to be the Human Resources Management. As Eiji Toyoda himself stated, “Because people make our automobiles, nothing gets started until we train and educate our people”. Therefore, as the operator, not the machine, is the most important asset, one of the most important principles is to add value to the company by developing the employees and partners.

&nbsp;

<strong>Measuring performance at Fiat Group</strong>

In 2011, Fiat was the fourth largest European automaker by production behind Volkswagen Group, PSA, and Renault and the eleventh largest automaker by production in the world. In its most recent Sustainability Report, published in 2013, Fiat presents the usage of Key Performance Indicators in 2012, as well as the plans to assess performance in 2013. As stated in the report, “KPIs are regularly monitored to enable greater coverage and in-depth analysis of the impacts of distribution flows”. Therefore, as part of the Sustainability Plan, Fiat Group established the following targets for 2013 regarding KPIs in multiple areas:
<ul>
	<li>further increase in, and alignment of, KPIs monitored in preparation for the pending release of new reporting standards;</li>
	<li>development and implementation of sales coaching services linked to the monitoring and evolution of deﬁned KPIs;</li>
	<li>joint study for further extension of environmental KPIs (introduced in 2009);</li>
	<li>start of KPI monitoring of cardboard utilization at Tofas, Ofﬁcine Maserati Grugliasco (OMG) and the Fiat Auto Serbia (FAS);</li>
</ul>
Most of the important representatives of the automotive industry present in their annual or sustainability reports elements regarding performance management. However, we can also identify a drawback of these reports. The ones that present non-financial KPIs or practices are very rare. The annual reports in general and the automotive industry ones in particular rely mostly on the financial data, neglecting other types of indicators. In the present case, this could show that the automotive industry has the tendency to focus mainly on measuring the financial performance.

<em>References:</em>
<p style="text-align: left;">Volkswagen Annual Report 2012, Available at: <a href="http://www.volkswagenag.com/content/vwcorp/info_center/en/publications/2013/03/Y_2012_e.bin.html/binarystorageitem/file/GB+2012_e.pdf">http://www.volkswagenag.com/content/vwcorp/info_center/en/publications/2013/03/Y_2012_e.bin.html/binarystorageitem/file/GB+2012_e.pdf</a></p>
<p style="text-align: left;">Fiat Sustainability Report 2012, Available at: <a href="http://www.fiatspa.com/en-US/sustainability/overview/pubblicazioni/FiatDocuments/sustainability_report_2012_UK.pdf">http://www.fiatspa.com/en-US/sustainability/overview/pubblicazioni/FiatDocuments/sustainability_report_2012_UK.pdf</a></p>
<p style="text-align: left;">Jeffrey K. Liker and David Meier (2006), “The Toyota Way Fieldbook”, available at <a href="http://bookos.org/book/633827/59b10a">http://bookos.org/book/633827/59b10a</a></p>
<p style="text-align: left;"><em>Image Sources</em>:</p>
<p style="text-align: left;"><a href="http://hispeedfactory.com/wp-content/uploads/2013/04/Automotive-Industry.jpg">http://hispeedfactory.com/wp-content/uploads/2013/04/Automotive-Industry.jpg</a></p>
<p style="text-align: left;"><a href="http://www.volkswagenag.com/content/vwcorp/info_center/en/publications/2013/03/Y_2012_e.bin.html/binarystorageitem/file/GB+2012_e.pdf">http://www.volkswagenag.com/content/vwcorp/info_center/en/publications/2013/03/Y_2012_e.bin.html/binarystorageitem/file/GB+2012_e.pdf</a></p>]]></content:encoded>
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<wp:post_id>11721</wp:post_id>
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<wp:post_date_gmt>2013-10-07 15:02:48</wp:post_date_gmt>
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<title>From vision, mission and values to KPIs at Tesco</title>
<link>http://www.smartkpis.com/blog/from-vision-mission-and-values-to-kpis-at-tesco/</link>
<pubDate>Wed, 09 Oct 2013 14:03:13 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Business Intelligence]]></category>

		<category domain="tag" nicename="business-intelligence"><![CDATA[Business Intelligence]]></category>

		<category domain="tag"><![CDATA[China]]></category>

		<category domain="tag" nicename="china"><![CDATA[China]]></category>

		<category domain="tag"><![CDATA[Czech Republic]]></category>

		<category domain="tag" nicename="czech-republic"><![CDATA[Czech Republic]]></category>

		<category domain="tag"><![CDATA[Hungary]]></category>

		<category domain="tag" nicename="hungary"><![CDATA[Hungary]]></category>

		<category domain="tag"><![CDATA[India]]></category>

		<category domain="tag" nicename="india"><![CDATA[India]]></category>

		<category domain="tag"><![CDATA[Ireland]]></category>

		<category domain="tag" nicename="ireland"><![CDATA[Ireland]]></category>

		<category domain="tag"><![CDATA[Malaysia]]></category>

		<category domain="tag" nicename="malaysia"><![CDATA[Malaysia]]></category>

		<category domain="tag"><![CDATA[Poland]]></category>

		<category domain="tag" nicename="poland"><![CDATA[Poland]]></category>

		<category domain="tag"><![CDATA[Retail]]></category>

		<category domain="tag" nicename="retail"><![CDATA[Retail]]></category>

		<category domain="tag"><![CDATA[TESCO]]></category>

		<category domain="tag" nicename="tesco"><![CDATA[TESCO]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11751</guid>
<description></description>
<content:encoded><![CDATA[Tesco is one of the largest retailers in the world, with a core business in UK that provides 60% of all sales and profits. In the last years, Tesco’s expansion has positioned the company as a leading brand, reaching China, Czech Republic, India, Malaysia, Ireland, Hungary and Poland.

Tesco’s philosophy “Every little helps” puts customers, employees and communities at the heart of everything it does. The retailer is focused on providing a great shopping experience for every customer, whether is in store or online.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/tesco-logo.jpg"><img class="aligncenter size-medium wp-image-12006" title="Tesco" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/tesco-logo-300x137.jpg" width="634" height="237" /></a></p>
<span style="font-weight: bold;"><!--more-->Core values</span>

<em>“No one tries harder for customers</em>

<em>We treat everyone how we like to be treated</em>

<em>We use our scale for good”</em>

“<em>The Tesco values are embedded in the way we do business at every level. Our values let our people know what kind of business they are working for and let our customers know what they can expect from us.”</em> Philip Clarke, CEO Tesco.

Values, besides being inspirational, they gain substance when put in practice. As a commitment for its third value, in 2010 Tesco opened the world’s first zero-carbon supermarket Ramsey, Cambridgeshire and was awarded Green Retailer of the Annual Grocer Golds Awards 2012. Tesco aims to be a carbon free business by 2050.

<strong>Vision and mission</strong>

Tesco’s vision has five elements which describes the sort of company it aspires to be.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/vision.png"><img class="aligncenter size-full wp-image-11752" title="vision" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/vision.png" width="580" height="327" /></a><em>Source: <a href="http://www.tescoplc.com/index.asp?pageid=12">http://www.tescoplc.com/index.asp?pageid=12</a></em></p>
The vision encompasses more than one perspective by referring to innovation, way of doing business, employees, customers and communities. It is also concise and easy to grasp by the public.

Tesco’s core purpose or mission is to <em>“We make what matters better, together.”</em>

Its values, mission and vision are interrelated and operate as a whole shaping the identity of the company. Together with Tesco’s strategy, they have a key role in achieving success.

<strong>KPIs</strong>

The vision, mission, values and strategy are meaningless tools if their impact is not monitored and evaluated. Therefore, a wide range of key performance indicators (KPIs) are also used to appraise the progress of the company.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/kpis2.png"><img class="aligncenter size-full wp-image-11753" title="kpis2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/kpis2.png" width="685" height="626" /></a><em>Source: <a href="http://www.tescoplc.com/files/reports/ar2012/files/pdf/tesco_annual_report_2012.pdf">http://www.tescoplc.com/files/reports/ar2012/files/pdf/tesco_annual_report_2012.pdf</a></em></p>
Tesco’s Executive Committee assess the progress of strategies at corporate level. All of its business units have ‘stretching targets’ (aspirational targets) for KPIs. KPIs are linked to strategic objectives and the performance of all business units is continually monitored and reported on a monthly basis to the board of directors.

Some of the good practices in working with KPIs deployed by Tesco refer to:
<ul>
	<li>Naming objectives: objectives are clear and they start with verbs: “to be a creator”, “to grow” etc.</li>
	<li>KPIs are clustered on strategic objectives.</li>
	<li>KPIs are accompanied by explanations that enhance the understanding of the performance results.</li>
	<li>Data is visualized using bar charts and line charts;</li>
	<li>The Tesco Clubcard - an instrument to gather data and build customer profiles. Also, the health profile of a “typical” shop is created by measuring the nutritional value of what customers buy. This is used to set targets to improve customers' health by comparing how the profiles vary across different groups in society and how healthy initiatives impact on customers' shopping over time. Maximizing the value of data represents a strong competitive advantage.</li>
</ul>
Recommendations:
<ul>
	<li>KPI naming should be standardized to ensure more clarity and efficiency, using symbols like “#”, “%”, “$”. For example “Customer rating of overall shopping experience as excellent or good”, can be more simply expressed as “# Customer overall shopping experience”, the important details “excellent or good rating” can be mentioned in the definition/ description of the KPI.</li>
	<li>Donut charts can be replaced by bar-chart as they are using a lot of space without being an efficient way to communicate data. In the case of condensed data bullet graphs or sparklines can be used.</li>
</ul>
The success of business is not a coincidence, but a proof of efficient management and leadership. Setting a vision, mission and values shapes the strategy and the manner in which the company does business. Aligning resources and initiatives to achieve strategy is ensured by constant monitoring of activities and deploying KPIs at all levels of the organization.

References:
<ul>
	<li>Tesco (2013), Annual report 2012/2013, available at: <a href="http://www.tescoplc.com/files/reports/ar2012/files/pdf/tesco_annual_report_2012.pdf">http://www.tescoplc.com/files/reports/ar2012/files/pdf/tesco_annual_report_2012.pdf</a></li>
	<li>Tesco (2013), Vision and strategy, available at: <a href="http://www.tescoplc.com/index.asp?pageid=12">http://www.tescoplc.com/index.asp?pageid=12</a></li>
	<li>The Time 100 Business Case Studies (2013), Vision, values and business strategies – A Tesco case study, available at: <a href="http://businesscasestudies.co.uk/tesco/vision-values-and-business-strategies/monitoring-and-evaluating-performance.html#axzz2h7orir9g">http://businesscasestudies.co.uk/tesco/vision-values-and-business-strategies/monitoring-and-evaluating-performance.html#axzz2h7orir9g</a></li>
</ul>
Image Source:

<a href="http://0161media.co.uk/portfolio-items/tesco/">http://0161media.co.uk/portfolio-items/tesco/</a>]]></content:encoded>
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<wp:post_id>11751</wp:post_id>
<wp:post_date>2013-10-10 01:03:13</wp:post_date>
<wp:post_date_gmt>2013-10-09 14:03:13</wp:post_date_gmt>
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<title>IBM - Setting direction through a roadmap</title>
<link>http://www.smartkpis.com/blog/ibm-setting-direction-through-a-roadmap/</link>
<pubDate>Mon, 14 Oct 2013 12:58:47 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[IBM]]></category>

		<category domain="tag" nicename="ibm"><![CDATA[IBM]]></category>

		<category domain="tag"><![CDATA[Roadmanp]]></category>

		<category domain="tag" nicename="roadmanp"><![CDATA[Roadmanp]]></category>

		<category domain="tag"><![CDATA[Targets]]></category>

		<category domain="tag" nicename="targets"><![CDATA[Targets]]></category>

		<category domain="tag"><![CDATA[Technology]]></category>

		<category domain="tag" nicename="technology"><![CDATA[Technology]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11758</guid>
<description></description>
<content:encoded><![CDATA[The International Business Machines Corporation (IBM) considers itself “the world’s most forward-looking company”. Why? Because it wants to change the paradigm from “react” to “anticipate”. IBM believes in a smarter planet where the solutions offered will drive companies’ effectiveness and efficiency, will turn information into insights and will connect people.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture31.png"><img class="aligncenter" title="IMB roadmap" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture31-1024x738.png" width="634" height="500" /></a><!--more--></p>
<p style="text-align: left;"><span style="font-size: 13px; line-height: 19px;">Each year, IBM presents its performance in a detailed road map. A long-term perspective ensures IBM is well positioned to take advantage of major shifts occurring in technology, business and the global economy.</span></p>
IBM has established 5 Key Road Map objectives for 2015:
<ul>
	<li>Increase software profit so that it represents 50% of the overall profit;</li>
	<li>Reach 30% in market growth of geographic revenue;</li>
	<li>Generate $8 billion in productivity through enterprise transformation;</li>
	<li>Return $70 billion to shareholders;</li>
	<li>Invest $20 billion in acquisitions.</li>
</ul>
IBM claims that “to sustain an innovation model in our industry, a company must do more than accommodate major technology shifts.” To remain competitive, IBM has to continue its learning and development, both in what it does and how it does it. The company has to continue to offer higher value in its products and skills, in its operations and management practices and in the transformational capabilities it delivers to clients.

In 2012, by aligning its objectives and monitoring them through its Road Map, IBM achieved record $ Operating earnings per share, record $ Free cash flow and record % Profit margins. This performance is a proof of its strategic position and capabilities, and of the discipline of its management systems.

References:
<ol>
	<li>IBM (2012), Annual report, available at: <a href="http://www.ibm.com/annualreport/2012/bin/assets/2012_ibm_annual.pdf">http://www.ibm.com/annualreport/2012/bin/assets/2012_ibm_annual.pdf</a></li>
	<li>IBM (2013), A smarter planet, available at: <a href="http://www.ibm.com/smarterplanet/us/en/overview/ideas/">http://www.ibm.com/smarterplanet/us/en/overview/ideas/</a></li>
	<li>IBM (2013), About IBM, available at: <a href="http://www.ibm.com/ibm/us/en/">http://www.ibm.com/ibm/us/en/</a></li>
</ol>]]></content:encoded>
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<wp:post_id>11758</wp:post_id>
<wp:post_date>2013-10-14 23:58:47</wp:post_date>
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<title>Measuring customer satisfaction at RIN Grand Hotel Bucharest </title>
<link>http://www.smartkpis.com/blog/review-for-the-customer-satisfaction-questionnaire-proposed-by-rin-hotels-bucharest/</link>
<pubDate>Tue, 15 Oct 2013 12:25:58 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Hospitality and Tourism]]></category>

		<category domain="tag" nicename="hospitality-and-tourism"><![CDATA[Hospitality and Tourism]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[RIN Grand Hotel]]></category>

		<category domain="tag" nicename="rin-grand-hotel-bucharest"><![CDATA[RIN Grand Hotel]]></category>

		<category domain="tag"><![CDATA[Romania]]></category>

		<category domain="tag" nicename="romania"><![CDATA[Romania]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11765</guid>
<description></description>
<content:encoded><![CDATA[The RIN Grand Hotel is fairly accessible, being located in the south east of Bucharest, 7 km away from the city center. On the website, they are proudly stating that they offer “excellent service designed to meet any request, ensuring a unique experience”, regardless of your visit purpose.
<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/rin-grand-hotel.jpg"><img class="aligncenter" title="RIN Grand Hotel Bucharest " alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/rin-grand-hotel.jpg" width="634" height="410" /></a><!--more--><span style="font-size: 13px; line-height: 19px;">Just like any other hotel that cares about its customers and their opinion, it has designed customer satisfaction questionnaires in order to identify potential  improvements to the hotel so as to please their guests. Obviously, they are aware of how important it is to retain the existing customers and how much value can be added through this aspect.</span></p>
<strong>Questionnaire analysis</strong>

The questionnaire offers both a Romanian and an English version, in order to be accessible to foreign guests as well. It has three parts:

First, it kindly requests the guests to take a moment of their time and help the hotel improve its services so that in the future, the guests’ expectancies would be fully met.

Afterwards, the questionnaire per-se.

It starts directly: <em>How would you rate RIN Grand Hotel regarding…</em>

-          Reservation Efficiency

-          Arrival Experience

-          Room &amp; Bathroom

-          Restaurants and Bars

-          Conferences &amp; Meetings

-          In-house Facilities

-          Entertainment and Recreation

-          Team Members

It is checkbox-based, which means it’s short, easy to fill, time-effective and customer oriented (‘the dream questionnaire for all guests’). You rate your experience based on the following: <em>very good, good, satisfactory, unsatisfactory</em>.

Last but not least, they ask whether you are going to choose their hotel again when you return to Bucharest. Also, they are interested in the purpose of your visit (business/leisure/both).

As a ‘farewell note’ they want to know whether you have any comments or further suggestions regarding the hotel services so that in the future, your visit would be made more enjoyable.

The last fields that are required to be filled in are those concerning your personal details (name, room number, contact address, phone number and email – nothing but the basics).

In the end, of course, they thank you for your time and for the feedback.

<strong>Design and other aspect-related details</strong>

The questionnaire comes in dark-red with the hotel logo on the front page. Also, it is marked ‘Confidential’. When you open it, you will observe that the version in Romanian comes in dark red, and the one in English, in black. All, on a white  background.

As you turn the first page, you will find a welcome note signed <em>General Manager</em>, Iuliana Alexandru, in which she is “delighted that you have chosen to stay with RIN Grand Hotel”. Also, she warmly asks you to leave your opinion regarding any aspect of your stay so that they can further improve the visitor experience at the RIN Hotels.

The fact that they decided ‘to put a name to a face’, more specifically, to have someone addressing you ‘in person’, adds a personal note to the questionnaire and it makes the customers feel important and influential. This is the first time we have encountered this, after all the questionnaires revised and reviewed.

Image source: <a href="http://www.tripadvisor.com/Hotel_Review-g294458-d969908-Reviews-RIN_Grand_Hotel-Bucharest.html">http://www.tripadvisor.com/Hotel_Review-g294458-d969908-Reviews-RIN_Grand_Hotel-Bucharest.html</a>]]></content:encoded>
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<wp:post_id>11765</wp:post_id>
<wp:post_date>2013-10-15 23:25:58</wp:post_date>
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<title>Going beyond Customer Satisfaction with Net Promoter Score</title>
<link>http://www.smartkpis.com/blog/going-beyond-customer-satisfaction-with-net-promoter-score/</link>
<pubDate>Tue, 15 Oct 2013 14:22:00 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Net Promoter Score]]></category>

		<category domain="tag" nicename="net-promoter-score"><![CDATA[Net Promoter Score]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11775</guid>
<description></description>
<content:encoded><![CDATA[Customer satisfaction is no longer the ultimate goal of companies in their relationship with clients. Going beyond the satisfaction level, % Net promoter score outlines how many of your clients would recommend you products and services.

Bain &amp; Company studies show that companies that have achieved long-term profitable growth have Net Promoter Scores (NPS) scores two times higher than the average company. This KPI enables organizations to see the link between the quality of customer relationships and its growth prospects.

NPS splits the customers into 3 clusters:
<ul>
	<li>“Promoters” – are considered loyal clients that will keep on buying the company’s products and services and will recommend to other people to do the same.</li>
	<li>“Passives” – are satisfied clients, but would not recommend the company and can easily be won by competitor products and services.</li>
	<li>“Detractors” – are unsatisfied customers, who most certainly would not recommend the company.</li>
</ul>
The KPI is measured as a difference between percentage of promoters and percentage of detractors, as it can be seen below. The instrument used to capture the data is usually represented by a survey consisting in one question “How likely is it you would recommend us to a friend?”
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/NPS.png"><img class="aligncenter size-full wp-image-11777" title="Net Promoter Score" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/NPS.png" width="634" height="330" /></a></p>
<!--more-->One of the challenges in measuring this KPI is to distinguish between the customer’s satisfaction with one service, like Customer Care and his loyalty to the company, or brand. This is why companies usually use both bottom-up and top-down surveys.

<strong>According to Bain &amp; Company</strong><strong>, top-down surveys</strong> are designed to show a company’s relative performance and identify aggregate patterns rather than to generate diagnostic insights for individual customers. The respondent usually does not know who is sponsoring the survey and the company cannot track back responses to get to the individual respondent. Typical questions include:
<ul>
	<li>Questions to qualify the respondent as a customer</li>
	<li>Likelihood-to-recommend question</li>
	<li>Open-ended request for further explanation</li>
	<li>Additional question(s) on other aspects of the product, service or brand</li>
	<li>Optionally: information about the customer’s purchases, usage and referral behavior that enable analysis of differences in financial outcomes</li>
	<li>Any final questions that can help with customer segmentation</li>
</ul>
<strong>Bottom-up surveys </strong>are sponsored by the company and usually take place after a transaction. They consist in just three questions:
<ul>
	<li>Likelihood-to-recommend question</li>
	<li>Open-ended request for further explanation</li>
	<li>Permission to follow-up</li>
</ul>
Bain &amp; Company studies reflect that the most common positive score for NPS is between 5% and 10%, while some industries have negative scores. This is an important indicator, as it outlines that the company is generating detractors through its relationship with customers. In this case, as serious analysis should be done in order to identify what is stopping customers from being satisfied and promote the product: Is it the quality of the product? The service delivery?

Performant and customer-oriented companies, like Amazon, Rackspace, TD Bank, Zappos, Costco and Dell have a NPS score between 50% and 80%.

The major advantage of NPS is its simplicity, but in the same time it has been criticized for the same aspect. Just one question or two questions do not provide as much data to support strategies and decision making comparing to a full customer survey. Despite this, NPS is considered to be more relevant than satisfaction levels in assessing the value added by customer relationships.

&nbsp;

<span style="font-style: italic;">References:</span>
<ul>
	<li><em>Smartkpis.com (2013), Net Promoter Score, available at: </em><a href="http://www.smartkpis.com/kpi-key-performance-indicator/net-promoter-score-1303.html">http://www.smartkpis.com/kpi-key-performance-indicator/net-promoter-score-1303.html</a><em> </em></li>
	<li><em>Bain &amp; Company (2013), Measuring your Net Promoter Score, available at: </em><a href="http://www.netpromotersystem.com/about/measuring-your-net-promoter-score.aspx">http://www.netpromotersystem.com/about/measuring-your-net-promoter-score.aspx</a></li>
	<li>SurveyMonkey.com (2013), The Net Promoter Score, available at: <a href="https://www.surveymonkey.com/mp/net-promoter-score/">https://www.surveymonkey.com/mp/net-promoter-score</a></li>
</ul>
<em>Image source: <a href="http://www.netpromotersystem.com/about/measuring-your-net-promoter-score.aspx">http://www.netpromotersystem.com/about/measuring-your-net-promoter-score.aspx</a></em>]]></content:encoded>
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<wp:post_id>11775</wp:post_id>
<wp:post_date>2013-10-16 01:22:00</wp:post_date>
<wp:post_date_gmt>2013-10-15 14:22:00</wp:post_date_gmt>
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<title>Difficulties in measuring performance in the public sector - Wales</title>
<link>http://www.smartkpis.com/blog/difficulties-in-measuring-performance-in-the-public-sector-wales/</link>
<pubDate>Wed, 16 Oct 2013 07:20:58 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Government - Local]]></category>

		<category domain="tag" nicename="government-local"><![CDATA[Government - Local]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[The Welsh Auditor General]]></category>

		<category domain="tag" nicename="the-welsh-auditor-general"><![CDATA[The Welsh Auditor General]]></category>

		<category domain="tag"><![CDATA[Wales]]></category>

		<category domain="tag" nicename="wales"><![CDATA[Wales]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11783</guid>
<description></description>
<content:encoded><![CDATA[The Welsh Government has approved legislation that requires local authorities in the country to “make arrangements to secure continuous improvement” regarding the services they provide to the community. This means that they must plan and forecast for attaining local and national set improvement objectives.

Authorities are obliged to measure their performance by evaluating their success in achieving established targets. The Welsh Auditor General is responsible for monitoring local authorities in their efforts to achieve their objectives. Furthermore, he is required to review the quality of the authorities’ self-evaluation and how they communicate results to the community.<!--more-->

<strong><em>Problems regarding performance evaluation and reporting</em></strong>

Published this September, the “Local improvement planning and reporting in Wales” report reveals that more than half of the Welsh local authorities encounter difficulties in accurately measuring their performance due to limited or unreliable information regarding provided services.

The report identifies problems regarding performance evaluation and reporting. The main issue that was pointed out was the lack of comparisons and performance indicators in those areas where local authorities were not meeting their objectives.

<strong><em>Problems in interpreting certain KPIs</em></strong>

On the other side, the report found that in some cases, the guidance provided by the Welsh Government was not clear and this has resulted in different interpretations by local authorities. The most applicable example is represented by the performance indicator definition for homelessness prevention.

This indicator, % Potentially homeless households for whom homelessness was prevented, is currently the most important measure used to judge the effectiveness of homeless prevention. The report found that there was a wide variation in how authorities interpreted performance regarding this indicator. In 2011-12 the success of prevention activity ranged from 0% in Blaenau Gwent to 97.6% in Denbighshire.

<strong><em>Possible solutions </em></strong>

The report concludes that all local authorities meet their legal requirements for planning, reporting and improvement, but they do not have a consistent approach in implementing government guidelines. The current target setting and measuring performance processes need to be updated and streamlined in order to provide a clear picture of achieved objectives and targets to the government, as well as to the community.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture8.png"><img class="aligncenter size-full wp-image-11787" title="Untitled picture" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture8.png" width="634" height="554" /></a></p>
Difficulties in establishing a fully-functional Performance Management System can be addressed by adopting an integrated approach that creates standardization and coordination across the management process.

Thoroughly going through all the steps of the process provides a common understanding of the strategic objectives that will lead the government authority/ organization to the desired state of evolution. This common approach will provide clear reporting guidelines and it will minimize different interpretations of the established objectives.

References:
<ol>
	<li>Wales Audit Office (2013), Local improvement planning and reporting in Wales, available at: <a href="http://www.wao.gov.uk/assets/englishdocuments/LG__summary_English_2013.pdf">http://www.wao.gov.uk/assets/englishdocuments/LG__summary_English_2013.pdf</a></li>
	<li>Smulian, M. (2013), WAO highlights performance management weakness, available at: <a href="http://www.publicfinance.co.uk/news/2013/09/wao-highlights-performance-management-weakness/">http://www.publicfinance.co.uk/news/2013/09/wao-highlights-performance-management-weakness/</a></li>
</ol>]]></content:encoded>
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<wp:post_id>11783</wp:post_id>
<wp:post_date>2013-10-16 18:20:58</wp:post_date>
<wp:post_date_gmt>2013-10-16 07:20:58</wp:post_date_gmt>
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<title>PhD application call: Model Based Public Planning, Policy Design and Management</title>
<link>http://www.smartkpis.com/blog/phd-application-call-model-based-public-planning-policy-design-and-management/</link>
<pubDate>Wed, 16 Oct 2013 07:29:03 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Government]]></category>

		<category domain="tag" nicename="government-performance-management"><![CDATA[Government]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[University of Palermo]]></category>

		<category domain="tag" nicename="university-of-palermo"><![CDATA[University of Palermo]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11785</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/University-of-Bergen-University-of-Palermo-Nijmegen-School-of-Management.jpg"><img class="aligncenter size-medium wp-image-11795" title="University of Bergen, University of Palermo, Nijmegen School of Management" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/University-of-Bergen-University-of-Palermo-Nijmegen-School-of-Management-300x102.jpg" width="500" height="160" /></a></p>
The PhD Program in “Model Based Public Planning, Policy Design and Management” offered by The University of Palermo (Italy), The University of Bergen (Norway) and the Nijmegen School of Management - Radboud University (Holland) is now available.

The Program is directed by Prof. Carmine Bianchi, Full Professor in Business Management at the Faculty of Political Sciences - University of Palermo.

The expertise gained through this PhD will allow students to build relevant skills for areas such as Public administration and management, Strategy in the Public Sector, Dynamic Performance Management, HR Management or Model based development planning.

Submission deadline is November 8th, 2013.

For more information, follow the link:

<a href="http://www.ced4.it/pages/struttura/main.php?id_categoria=98&amp;id_servizio=122&amp;id_dettaglio=196&amp;language=EN&amp;PHPSESSID=e812e82d2082133258eaac89fe955db6#dettaglio" target="_blank">Model Based Public Planning, Policy Design and Management</a>]]></content:encoded>
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<title>Performance Management at individual level – Employees’ motivation</title>
<link>http://www.smartkpis.com/blog/performance-management-at-individual-level-%e2%80%93-employees%e2%80%99-motivation/</link>
<pubDate>Thu, 17 Oct 2013 06:59:38 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[David McClelland]]></category>

		<category domain="tag" nicename="david-mcclelland"><![CDATA[David McClelland]]></category>

		<category domain="tag"><![CDATA[Employee Motivation]]></category>

		<category domain="tag" nicename="employee-motivation"><![CDATA[Employee Motivation]]></category>

		<category domain="tag"><![CDATA[Human Reources]]></category>

		<category domain="tag" nicename="human-reources"><![CDATA[Human Reources]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11823</guid>
<description></description>
<content:encoded><![CDATA[Within a company, the coherence between the individual and the organizational objectives and values is essential for achieving performance. An aspect that can ensure employees’ commitment to the established strategy and their support in achieving the organizational goals is motivation, an element that is often under-utilized by managers.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/David-McClellands-Motivational-Needs.jpg"><img class="aligncenter size-medium wp-image-11824" title="David McClellands-Motivational Needs" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/David-McClellands-Motivational-Needs-300x221.jpg" width="634" height="451" /></a></p>
<strong><!--more-->Identifying motivation factors – a key to success</strong>

Motivation should be used by managers in order to inspire people to work effectively, to internalize the company’s values and to produce the best results. The key lies in understanding that every individual has its own set of motivating factors.

David McClelland is the one who identified, in the early 1960’s, three motivators that people usually have. They influence the leadership style upon setting goals, assigning projects or providing the employees with feedbacks.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Motivation1.jpg"><img class="aligncenter size-full wp-image-13972" title="Employees’ motivation" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Motivation1.jpg" width="634" height="448" /></a></p>
<strong>Compensation and benefits system – both motivator and Performance Management tool</strong>

Another aspect that should not be neglected when it comes to employee motivation is the Compensation and benefits system. According to The KPI Institute’s “Top 25 Compensation and Benefits KPIs of 2011-2012”, it includes fringe benefits (non-monetary, such as medical insurance, life insurance, pension plan, car, phone), general compensation (overtime pay, pay-for-performance pay plans), salary and variable pay.

<strong>How can it be measured?</strong>

The KPI Institute offers examples of different KPIs related to Human Resources, such as Retention KPIs or Compensation and Benefits KPIs. The motivation can be correlated with measuring the satisfaction at the workplace as well. Some of the specific KPIs are:
<ul>
	<li># Employee engagement index</li>
	<li>% Employee satisfaction</li>
	<li># Employee commitment index</li>
	<li>% Employee retention rate</li>
	<li># Employee perception of external job opportunities index</li>
	<li>$ Compensation per employee</li>
	<li># Compensation satisfaction index</li>
	<li># Benefits satisfaction index</li>
</ul>
To conclude, implementing an individual evaluation program correlated to a Compensation and benefits system and respecting specific motivational factors are methods that can enhance the individual performance and eventually improve the company’s overall results.

For more KPI examples, please access our database available on <a href="http://www.smartkpis.com/kpi/advanced-search/" target="_blank">smartKPIs.com.</a>

<em>References:</em>
<ul>
	<li>The KPI Institute, 2012, “Top 25 Retention KPIs of 2011-2012”</li>
	<li>The KPI Institute, 2012, “Top 25 Compensation and Benefits KPIs of 2011-2012”</li>
	<li>Ian Bessell, Brad Dicks, Allen Wysocki, and Karl Kepner / University of Florida, “Understanding Motivation: An Effective Tool for Managers”, Available at <a href="http://edis.ifas.ufl.edu/pdffiles/HR/HR01700.pdf">http://edis.ifas.ufl.edu/pdffiles/HR/HR01700.pdf</a></li>
	<li>“McClelland's Human Motivation Theory. Discovering What Drives Members of Your Team”, Available at <a href="http://www.mindtools.com/pages/article/human-motivation-theory.htm">http://www.mindtools.com/pages/article/human-motivation-theory.htm</a></li>
</ul>
&nbsp;

<em>Image Sources:</em>
<ul>
	<li><a href="http://managementpocketbooks.files.wordpress.com/2012/11/david-mcclellands-motivational-needs.jpg">http://managementpocketbooks.files.wordpress.com/2012/11/david-mcclellands-motivational-needs.jpg</a></li>
	<li><a href="http://www.mindtools.com/pages/article/human-motivation-theory.htm">http://www.mindtools.com/pages/article/human-motivation-theory.htm</a></li>
</ul>]]></content:encoded>
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<title>Investing in business research – costs and benefits</title>
<link>http://www.smartkpis.com/blog/investing-in-business-research-%e2%80%93-costs-and-benefits/</link>
<pubDate>Thu, 17 Oct 2013 07:36:03 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Costs and Benefits]]></category>

		<category domain="tag" nicename="costs-and-benefits"><![CDATA[Costs and Benefits]]></category>

		<category domain="tag"><![CDATA[Investing in Research]]></category>

		<category domain="tag" nicename="investing-in-research"><![CDATA[Investing in Research]]></category>

		<category domain="tag"><![CDATA[Knowledge and Innovation]]></category>

		<category domain="tag" nicename="knowledge-and-innovation"><![CDATA[Knowledge and Innovation]]></category>

		<category domain="tag"><![CDATA[Research]]></category>

		<category domain="tag" nicename="research"><![CDATA[Research]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=11829</guid>
<description></description>
<content:encoded><![CDATA[How and when to invest in business research are two key matters that should be taken into consideration whenever engaging in an organizational development project. Understanding how research is to be conducted in order to generate value is of great help when trying to increase sales and as a result profits.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/past-courses-31.jpg"><img class="size-full wp-image-11834  aligncenter" title="TKI-course" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/past-courses-31.jpg" width="634" height="466" /></a></p>
<!--more-->

When deciding to invest in research, allocating a budget is a key step. The pharmaceutical industry, for example, is one of the fields where costs have been carefully planned by a number of companies, concluding with a high budget allocated to research. In 1980, for instance, American pharmaceutical companies have spent a total of $ 5.5 billion and reached over $17 billion by the year 2003 on research and development (National Science Foundation). The results were as expected: a considerable increase in revenue and positive prospects for future development.

In order to put together a basis for what investing in business research means, it is important to focus on certain key points that are to show the evolution of the process.

<strong>Reasons for business research</strong>

The first point refers to the motivation each company finds for engaging in a research project and investing in it. Among the most popular reasons for choosing to invest in research are the possibility to determine the type of clients a company wishes to attract, which products and services are desired by these clients  and also gather insight into  industry trends and the marketplace.

<strong>Types of business research</strong>

The second step deals with the types of business research. In this case, it is recommended to use as many types of business research as possible, from conducting customer surveys to reviewing or performing research studies. Internal and external business research provides the company with an overview of the organizational environment and represents a cornerstone in implementing and constantly refreshing a functional performance management system.

<strong>Costs and benefits</strong>

According to Hosted Survey, a marketing research company, the costs for completing 200 phone surveys varies between $5,000 and $15,000, depending on the length of the questionnaire. Mail surveys are somehow less expensive, varying between $5,000 and $7,000. Outsourcing this process is popular in current times, but  by hiring a research agency do the job for the company, the costs for analysis and report writing can go up by several hundred dollars.

The benefits are considerably large and numerous. As seen in the section exemplifying reasons for doing business research, benefits imply having a clear direction of your company, once the organization has a solid understanding of the expectations of its client base  and what is wanted on the market. Business research allows companies to identify opportunities in the marketplace and to minimize the risks associated with strategic business decisions.

References:

Samuels, D. (2013), The nature and importance of business research, Houston Chronicle, available at: <a href="http://smallbusiness.chron.com/nature-importance-business-research-69189.html">http://smallbusiness.chron.com/nature-importance-business-research-69189.html</a>

Suttle, R. (2013), Key costs and benefits in marketing research, Houston Chronicle, available at: <a href="http://smallbusiness.chron.com/key-costs-benefits-marketing-research-26311.html">http://smallbusiness.chron.com/key-costs-benefits-marketing-research-26311.html</a>

Dachs, B. et al. (2012), Internationalisation of business investments in R&amp;D and analysis of their economic impact, European Commission, available at: <a href="http://ec.europa.eu/research/innovation-union/pdf/internationalisation_business-rd_final-report.pdf">http://ec.europa.eu/research/innovation-union/pdf/internationalisation_business-rd_final-report.pdf</a>

Image source: http://kpiinstitute.org/education/kpi-customised/]]></content:encoded>
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<title>Key performance indicators in the oil &amp; gas industry – BP Company</title>
<link>http://www.smartkpis.com/blog/key-performance-indicators-in-the-oil-gas-industry-%e2%80%93-bp-company/</link>
<pubDate>Fri, 18 Oct 2013 06:58:07 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[BP]]></category>

		<category domain="tag" nicename="bp"><![CDATA[BP]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Oil and Gas]]></category>

		<category domain="tag" nicename="oil-and-gas"><![CDATA[Oil and Gas]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12012</guid>
<description></description>
<content:encoded><![CDATA[British Petroleum (BP) is one of the world’s leading oil and gas companies operating in over 80 countries. Meeting growing demand for energy in a responsible manner represents BP’s strategy to create value for its shareholders. The company strives to be a world class operator and a good employer. Focusing on safety is the top priority for everyone at BP, as they operate in a high-hazard industry.

Upstream and downstream are the two main business segments of BP. The upstream segment is responsible for oil and natural gas exploration activities, field development, production, storage and processing. The downstream segment is the product and service-led arm of BP, which includes activities such as: manufacturing, transportation and supply of oil, petroleum and other services related to retail customers.

Referring to how the board evaluates the group’s performance, a wide range of Key Performance Indicators is used to meet BP’s strategic priorities, like safety, environmental and social responsibility, trust and value. The following graphics illustrate some of the KPIs monitored by BP:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/oilgas-KPIs1.png"><img class="aligncenter size-full wp-image-12014" title="Key performance indicators in the oil &amp; gas industry – BP Company 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/oilgas-KPIs1.png" width="634" height="200" /></a><!--more--></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/oilgas_KPIs.png"><img class="aligncenter size-full wp-image-12015" title="Key performance indicators in the oil &amp; gas industry – BP Company 2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/oilgas_KPIs.png" width="634" height="409" /></a></p>
Other safety related KPIs closely monitored and reported by the British Petroleum company are:
<ul>
	<li>Workforce fatalities</li>
	<li>Days away from work</li>
	<li>Recordable injury frequency (%)</li>
	<li>Safety and environmental fines ($)</li>
</ul>
Each performance indicator used by the British Petroleum company has a definition, a calculation formula, a visual representation of the results and a brief explanation about what has influenced the outcomes during the financial year.

We can notice that the KPI naming is standardized, but not all KPIs have a symbol. For instance, we can add ‘#’ as a symbol for Workforce fatalities and Days away from work. Moreover, it is recommended to add these symbols at the beginning of the KPI name, because it is easier to read and understand it.

All these KPIs are under periodic review and their relevance to BP’s strategic objectives is regularly tested. The ones with the ‘R’ symbol are reflected in the annual bonus element of executive remuneration, according to target achievements. The reasoning behind this decision was to “help ensure that the focus of board and management is aligned with the interests of their shareholders”.

For more KPI examples related to oil &amp; gas industry you can visit <a href="http://www.smartkpis.com/kpi/industries/resources/oil-and-gas/">http://www.smartkpis.com/kpi/industries/resources/oil-and-gas/</a> or if you are interested in the HSSE area (Health, Safety, Security and Environment), you can find over 250 KPIs examples on the smartkpis.com platform: <a href="http://www.smartkpis.com/kpi/functional-areas/hsse-health-safety-security-and-environment-/">http://www.smartkpis.com/kpi/functional-areas/hsse-health-safety-security-and-environment-/</a>
<p style="text-align: left;">References:</p>

<ol style="text-align: left;">
	<li>BP (2012), Annual report and form 20-F 2012, available at: <a href="http://www.bp.com/content/dam/bp/pdf/investors/BP_Annual_Report_and_Form_20F_2012.pdf">http://www.bp.com/content/dam/bp/pdf/investors/BP_Annual_Report_and_Form_20F_2012.pdf</a></li>
	<li>BP (2012), Safety performance, available at: <a href="http://www.bp.com/en/global/corporate/sustainability/bp-and-sustainability/bp-in-figures.html">http://www.bp.com/en/global/corporate/sustainability/bp-and-sustainability/bp-in-figures.html</a></li>
</ol>
<p style="text-align: left;">Image source: <a href="http://www.bp.com/content/dam/bp/pdf/investors/BP_Annual_Report_and_Form_20F_2012.pdf">http://www.bp.com/content/dam/bp/pdf/investors/BP_Annual_Report_and_Form_20F_2012.pdf</a></p>]]></content:encoded>
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<wp:post_id>12012</wp:post_id>
<wp:post_date>2013-10-18 17:58:07</wp:post_date>
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<title>Expert Interview - Ahmed Samy, Director Corporate Strategy Office at Western Region Municipality, Abu Dhabi</title>
<link>http://www.smartkpis.com/blog/expert-interview-ahmed-samy-director-corporate-strategy-office-at-western-region-municipality-abu-dhabi/</link>
<pubDate>Fri, 18 Oct 2013 07:22:00 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Interviews]]></category>

		<category domain="category" nicename="interviews"><![CDATA[Interviews]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Corporate Performance Management]]></category>

		<category domain="tag" nicename="corporate-performance-management"><![CDATA[Corporate Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Management in 2012]]></category>

		<category domain="tag" nicename="performance-management-in-2012"><![CDATA[Performance Management in 2012]]></category>

		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12021</guid>
<description></description>
<content:encoded><![CDATA[For the report <a href="http://issuu.com/thekpiinstitute/docs/performance-management-in-2012" target="_blank">Performance Management in 2012</a>, The KPI Institute conducted 12 semi-structured interviews with practitioners, academics and consultants, who offered rich insights into the state of Performance Management as a discipline.

Ahmed Samy, Director – Corporate Strategy Office at Western Region Municipality, Abu Dhabi (United Arab Emirates) was one of the practitioners that The KPI Institute interviewed.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Ahmed-Samy.jpg"><img class="size-medium wp-image-12027 aligncenter" title="Ahmed Samy" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Ahmed-Samy-300x300.jpg" width="300" height="300" /></a></p>
<strong><!--more-->1. What does the term Performance Management mean to you?</strong>

&nbsp;

What does performance management mean to me? I’ll try to answer your questions very briefly and simply, Performance Management to me is about understanding where the organization stands today and monitoring how it is going to achieve whatever future it sets for itself. So understanding is key but also embedding improvement opportunities so that you know that your trend is always moving up, there is no value in performance management if you stay where you are, so that’s what really Performance Management means to me and I’m referring to corporate performance management, I’m not just referring to individual performance management because there’s always a confusion between the two.

What I’m saying is that Individual Performance Management is only a component of Corporate Performance Management and without improving, then you’re not managing your performance because this is not just about recording, this is not just about monitoring, this is about managing the whole cycle and a very important part of that cycle is to assess where you are, review it and then make decisions to improve so without that piece, it’s not really Performance Management, it loses the value.

&nbsp;

<strong>2. What drives interest in Performance Management?</strong>

Simple, straightforward answer to this question I wouldn’t expect any manager that wouldn’t want to know how is he performing and how his team’s performing and how his function is performing and how his piece of the business is performing. I wouldn’t see that as a manager, this is why I’m also convinced that Performance Management is a key skill in any management.

Now, organizations are basically a group of individuals who are working together for a certain cause so from the same perspective, the CEO of any organization I know, “how is he doing, how is he performing?” as an organization and as an individual the link is always there.

So the interest is there, if I would rephrase the question, I wouldn’t be asking the interest, because you wouldn’t find anyone saying, “I’m not interested in Performance Management, but you would see somebody saying, “I might see Performance Management as actually a core thing to do, or I might see it is as a preferred thing to do, more like must have vs. prefer to have, that’s where organizations lie within those key perspectives and as you move from preferred to have to must have you mature as an organization. So regardless of the size of the organization at the start, whether it’s a small business or a big corporation at the start, they wouldn’t focus much attention on Performance Management they usually tend to move towards operations, you know, on-the-ground stuff and forget about Performance Management or lose sight of it and as they mature they start learning that they been doing something but they haven’t really been monitoring what they were doing properly, they also could be some situations where they might see no improvement, just the status quo and this is going to start driving more interest and considering it as a core business. Pretty much anyone who’s involved in Performance Management knows that this is not something that has definitely been the case, this is especially due to the intervention of business intelligence and how big it is. I’ve been in so many conferences and spoken on topics related to Performance Management and one of the key initiatives that’s running in most organizations is business intelligence and how it’s supposed to furnish Performance Management and add value to the organization.

In a nutshell, the answers are always there however the adoption itself is what could be on a different level from one organization to the other depending on the maturity level.

<span style="font-weight: bold;">3. What are your thoughts on the relationship between performance management at organizational, departmental and individual level?</span>

Performance Management is the framework; it’s like the blood running in the veins of the organization. I’m not saying that it should sit within a certain function in isolation from the rest of the business that would definitely kill it at the start, it has to be embedded in the organization it has to be a centralized overview of what’s going on at the organizational level, but as you cascade it down to the division and to the individual level that sort of alignment has to always exist and in fact when I say Performance Management I would like to relate it very much to alignment across the organization and the functional level and at the individual level and alignment here is more than just a cascading of objectives into the organization, alignment is making sure that everyone is performing towards a certain goal, that’s really the heart of performance management.

As I mentioned there is a centralized element and there is a decentralized element because it has to live in the blood and soul of the business, but it’s definitely not an isolated function and it’s definitely not something that should be left fragmented across the organization.

&nbsp;

<span style="font-weight: bold;">4. What are the 2012 key trends in Performance Management from the perspective of your knowledge and experience in this field?</span>

There are several of them. There is a structural trend where PM now gets to be recognized as a core central function, or the central piece of it is now being recognized and in fact the supporting structure like the RSM or the corporate strategy office or whatever you want to call it but at the end of the day now part of our business is PM even if you still call it quality, quality function. There is a trend moving towards from simply monitoring your performance laterally improving your performance and realized benefits, that’s on the operational level and the project level, so in a sense if I was to explore it in one piece, on a project level I mean if you look at the standard definition of a project, start to end, delivering a new product or service I have a strong feeling you get a standard definition because you have been running so many projects across all the industries and all the places that I worked in as a consultant, at the end of the day they get a nice deliverable, especially for corporate development sort of projects, they recognize the implementation, they put it on the shelf but they never use it, and they never actually realize the benefit of that product. Realizing the benefit of the product is actually the heart of PM, whatever that is. Whether it’s a service or a product or a project, whatever it is, realizing benefits is the heart of PM.

So moving from output delivery from a deliverable perspective towards benefits realization is another trend in PM.

<span style="font-weight: bold;">5. What aspects of performance management should be explored more through research?</span>

The question is not much different to the previous question, if I’m looking at trends, then I’m obviously those trends have to be reflected in research, especially in applied research and that’s the part of research that I honor. Anything else is only

So the concept behind benefits realization is here in its early stages and I have evidence for that. The concept of benefits management has to mature and sit within the organization. The concept of risk management, yes there has been so many different talks on risk management and how to align the risk management with the performance management with the strategic management all of them into one framework, that’s what David Norton and Robert Kaplan have been working on recently but again, I can see that there is always a confusion between enterprise risk management, project risk management the line is not clear and it should be the fact that there is even some research suggests the establishment of offices that are looking at just enterprise risk management but then we get into the dilemma of how many offices do we have to create so you don’t want to spread yourself too thin so, what I would say is benefits realization is definitely a concept that has to be studied for future research, risk management and aligning that to performance management, change management, again another key element and how does it relate back to project management and they all relate back to Performance Management.

Change Management is a gear on its own that holds everything else to one. It’s what I would call the heart and soul of the machine. One research that I’m working on with some of my colleagues is something called, “the Value Machine”. “The Value Machine” if you would graph it is basically five gears that are all working together in a machine structure. Performance Management is actually one of those gears, Change Management is another gear, Portfolio Management is another gear, Strategy Management and Knowledge Management. Each one of those elements has been studied to death. But linking each of those elements together into one cohesive machine, as it runs, it adds value to the organization is something that I haven’t seen much of and something I haven’t found much research on.

So from a larger perspective, linking all these elements together is definitely something that will add value from a micro perspective on Performance Management, as I said, risk and benefits.

<span style="font-weight: bold;">6. Please provide some examples of organizations which you would recommend for study due to their approach to performance management and achievements?</span>

&nbsp;

I would definitely look at the best companies in the world. There are so many different rankings from the best companies in the world. When you talk about PM, there are so many different approaches to them. We can look at Balanced Scorecard. Some people even consider Six Sigma as a PM tool. There are so many different approaches that have been ranked and have been studied in terms of their adoption in large organizations and what sort of value each of one of them presents and there is a ranking for it and actually Balanced Scorecard would be number 1.

In terms of sectors, let me give you an example of the Abu Dhabi Government. It’s one of the very few governments in the world that has an inspiring vision to become one of the top five governments in the world. They have established a real state-of-the-art PM framework that is based on the Balanced Scorecard. They have got the hall of fame work on and Norton and Kaplan in terms of PM framework. But all of that aside, if you see things that are happening on the ground, it has nothing to do with the vision or the best framework that has been adopted. Why? Because of the culture here and that’s the key element of the induction of Performance Management. The culture does not support it. They have different opinions, they have different management styles, because they still haven’t aligned one single management style to the entire government and it’s still different from one entity to the other. Their adoption of PM changes and obviously they’re not getting the benefits from it. What I’m trying to say here is that you can have the best system in the world and get an award for it, however, when you see things on the ground, you will see that there is a huge disconnect. But again, top companies in the world are very much accomplished everywhere and I would assume by default that they have an approach to PM that needs to be studied.

&nbsp;

<span style="font-weight: bold;">7. Which are the main challenges of Performance Management in practice today?</span>

Adoption of the framework, understanding which frameworks are adopted in the first place, the interventions between those like Balanced Scorecard, Six Sigma, the FQM, The Excellence Model, you see all these things, but you don’t see how you can make use of all these things together or how you would evaluate them and then determine which one is the best for you. So that’s a challenge in its own and to decide upon which performance management standard to adopt, another thing is the culture and how it supports Performance Management, leadership and the contribution of those tools to the success of any Performance Management framework that has been adopted.

<span style="font-weight: bold;">8. What do you think should be improved in the use of performance management tools and processes?</span>

There has been plenty of improvement on the tools, if you look at the history and the evolution of these things. There is always room for improvement, but in terms of the maturity, in terms of tools, in terms of software, in terms of frameworks, there are plenty of them. I think the real issue as well is with them is with the use and adoption. There are several works done on the design components of these tools so the use and the adoption has been researched and discussed in terms of improvement.

There is nothing specific I would say that I would say needs to be improved. You actually asked me about the use of performance tools and processes. If you’re talking about the actual use, I would talk about the behavioral side not the technical side. Some aspects especially when you get to the use stage, the behavioral side is actually more important than anything else. There needs to be a bit of behavioral research done on the top of my mind looking at different kinds of organizations and trying to specify them and see what sort of attributes they need to have in order to help them improve their adoption and use of the PM tools that will be one of the things that I would say is the major research element.

<span style="font-weight: bold;">9. What would you consider best practice in performance management?</span>

I’m very much more towards the Balanced Scorecard as a framework not just for Performance Management but for the entire cycle of strategy management and the latest execution premium process that was developed by Norton and Kaplan, I see that as one of the best practices in the market today. The latest version of the EFQM 2010 as an excellence model is considered best practices today especially if you plan to use a tool like the Balanced Scorecard you can get benefits from both without confusing people by giving the perception that you’re using two different tools for Performance Management. These I would consider as best practices in terms of the design.

In terms of adoption, there is no best practice. Making sure that there is some sort of a plan in place to guarantee that top leadership will always be supporting, committed to these sorts of relationships or any sort of performance management or any sort of corporate development project at all. And that’s a lot easier said than done but having a plan in place makes sure that that commitment is stable and consistent across the lifecycle of the project from development to use to improvement and assistance of the tool itself. There is no such best practice for that other than making sure that you follow the process and that you are very sensitive to the cultural aspects and the behaviors of the people that you’re dealing with.

&nbsp;

A recent study that was conducted on PM adopted says it that 60% of these projects fail in general, if you’re going to have the top leadership committed to it, you can increase the chances of success. You can barely survive at 60% so just imagine if you don’t have that sort of support, so how can we handle that? That makes it a very critical issue to be looked at. Compared to other sort of processes in general, of course, the general statement, the external stakeholders have to be satisfied otherwise it doesn’t work, but I’m talking about specific stakeholders and I’m talking about a specific tool that relates to Performance Management, the alignment and the support, the commitment on an ongoing basis is key.

&nbsp;

<strong>10. <strong>W</strong></strong><strong>hich aspects of performance management should be emphasized during educational programs?</strong>

The behavioral aspect of adoption needs to be emphasized, the key success factors of how to adopt PM and what needs to be done to make sure you manage those success factors and that they’re always there. That needs to be emphasized. You want to graduate practitioners as much as possible, that’s the general problem across education in general. You definitely want to graduate practitioners in PM and there’s no way that this can happen unless they are very much into the reality.

Don’t just rely on the fact that when they graduate, they will work and they will find out about these things themselves or they will learn it from something else. Teach them the theory from practice. A lot of graduates when they come out into the real world, they’re preparing to balance and reduce the margin between the expectations and the real world expectations.

<strong>11. </strong><strong>What are the barriers to achieving higher levels of proficiency in performance management among practitioners?</strong>

The more you do it, the more you get better at it. You also have to realize that yes, if you are working as a consultant, then yes you can do it in many places. If you do it as an internal consultant, then you get the benefit of seeing the whole cycle, not just the design elements of it but also the use of it, and also how the system is used.

So the barriers will definitely depend on the kind of job that you’re doing. Generally speaking, I wouldn’t see training, education and knowledge as a barrier because that is there, not are you going to train in courses or something like that, but it’s also in terms of self-development.

The thing with any Performance Management specialist or expert or consultant or whatever is that he needs to have very good communication skills. He needs to be able to communicate and communicate and communicate. He needs to be able to listen, he needs to have that soft side he needs to be able to be patient, very patient, he needs to be able to create a dialogue. All the things that I am saying here are on the soft side but that’s it that what it is. The tools, the systems the processes they’re all in the books, they’re there. The major barrier that you will always have is that you need to be a very interactive, proactive person. We all know that there are so many people who say that you are born like this or not. I oppose that, I see that you can always develop that side of yourself, that soft side of yourself. That’s the key barrier that I see specifically for PM for professionals.

<strong>12. <strong>W</strong></strong><strong>hat Performance Management question would you like to have answered?</strong>

&nbsp;

I would relate it back to the research question that I am currently working on here: how does Performance Management fit in the bigger picture? There are other players, there are other gears; the alignment of these has to be in place. There is no doubt that each one of those elements has their own value but it’s how you find the synergy between all those for even better value.

I understand that this study is very much focused on Performance Management but I also would definitely suggest that in the future, you or any other person who is interested in Performance Management research would into the bigger picture and how Performance Management fits into the bigger picture. That’s the one thing that I would say would be a very beneficial exercise.

&nbsp;

<strong>13. <strong>W</strong></strong><strong>hich were the recent achievements in generating value from performance management in your organization?</strong>

It’s a long term process I cannot say that the organization has finished with its achievements, even though the PM team is convinced that the decisions and the strategy have been cascaded down to the individual level. They all now know what the strategy is all about but there was a huge lapse in terms of the awareness amongst entities in the organization. All these things happen but in terms of the adoption and the use this is now the time that we are looking at that and I can tell you now that we had many challenges, especially since we had a recent change in management. Different management styles are key to handle and you always have to present the case for PM and the value of it and that is not just for PM. It’s for the whole strategy management framework. So there are achievements in terms of designing, but in terms of the use and the adoption, they are in the process of doing that.

For more interviews of practitioners, academics and consultants we kindly invite you to read <a href="http://issuu.com/thekpiinstitute/docs/performance-management-in-2012" target="_blank">Performance Management in 2012</a>.

Coming soon - Performance Management in 2013.

<em>Image Source: </em><a href="http://issuu.com/thekpiinstitute/docs/performance-management-in-2012" target="_blank">Performance Management in 2012</a>]]></content:encoded>
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<title>Expert Interview - Enrique Romero Zabaleta, Operations Director LATAM &amp; Spain, Insightforce Strategy Management Consultants, Mexico</title>
<link>http://www.smartkpis.com/blog/expert-interview-enrique-romero-zabaleta-operations-director-latam-spain-insightforce-strategy-management-consultants-mexico/</link>
<pubDate>Fri, 18 Oct 2013 14:04:10 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12046</guid>
<description></description>
<content:encoded><![CDATA[For the report <a href="http://issuu.com/thekpiinstitute/docs/performance-management-in-2012" target="_blank">Performance Management in 2012</a>, The KPI Institute conducted 12 semi-structured interviews with practitioners, academics and consultants, who offered rich insights into the state of Performance Management as a discipline.

Enrique Romero Zabaleta, Operations Director LATAM &amp; Spain at Insightforce Strategy Management Consultants Mexico was one of the consultants that The KPI Institute interviewed.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/2b5fba9.jpg"><img class="size-full wp-image-12047 aligncenter" title="2b5fba9" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/2b5fba9.jpg" width="200" height="200" /></a></p>
<strong><!--more-->1. What does the term Performance Management mean to you?</strong>

To me, it means the correct management of resources to obtain the expected results on a particular project, business, government issues, etc.

<strong>2. What drives interest in Performance Management?</strong>

For us, as leaders we need to make things right obviously. So we need to contribute to society and cover our personal performance ambition. To achieve that, Performance Management skills are a must, to any leader that wants to achieve results.

<strong>3. What are your thoughts on the relationship between performance management at organizational, departmental and individual level?</strong>

Well, at organizational level, I would say that leadership or leaders need to all lined up resources to achieve its expected results in a specific business or project.

As at area level, I would say that the people who are involved or committed to a project need to work all together to go to the overall result of the company or the project whatever, so they have to be working together to achieve the expected results.

As an individual, being an important part in the good performance of the processes to achieve group objectives. I would say it in one word: commitment. Really passion for what you do.

<strong>4. What are the 2012 key trends in Performance Management from the perspective of your knowledge and experience in this field?</strong>

It depends. It depends on the country that you are working on. In developed countries I would say strategy is crucial, how to develop clear strategies, well communicated to different areas, with well-defined projects and responsibility in order to focus efforts and achieve the expected results are key.

If you’re working in developing countries, I would say that it will be more focused on inventory, production and distribution operations with key performance indicators. It depends on which country you are working on, type of business and social maturity.

<strong>5. What aspects of performance management should be explored more through research?</strong>

From my experience working with management boards, I would say the direct relationship between leadership, right objectives and labor force.

It is really important to work together between leaders and labor force. As I mentioned before, it depends on where you are working. In Europe, this relationship is more advanced than in Latin America. In Latin America, leaders have to work more with the labor force, clarify their vision (strategy) and the communication process.

<strong>6. Please provide some examples of organizations which you would recommend for study due to their approach to performance management and achievements?</strong>

&nbsp;

There are plenty of examples. I would say BIMBO is an incredible example of performance management and the relationship with their labor force. It’s the biggest bakery company in the world. It’s Mexican. It’s very advanced in how they work with the performance management and how they work with the labor force.  Every person who works in BIMBO in Mexico, Latin America is very proud of working for that company. This is the key point that differentiates BIMBO from other companies.

There are some companies like BIMBO in developing markets, but it`s not very usual as it is in developed markets.

Another example would be TETRAPAK, a Swedish company.

TETRAPAK is a leading developer, manufacturer and marketer of packaging material, complete systems for processing, packaging and distribution for liquid food products, It`s a good example of efficiency and focus strategy.

<strong>7. Which are the main challenges of Performance Management in practice today?</strong>

I would say that the world has changed. Now the operations of the companies are globally. Due to global markets and operations worldwide, we are experimenting an increase in the challenges to standardize and focus a global strategy, find the talent and implement the overall KPIs in each country.

Twenty years ago, companies worked locally, their staff work locally, mainly suppliers where located in the same country with the same culture and idiosyncrasy.

Today we are part of a global open market, with global customers, with global operations.

The main challenges of Performance Management would be to work with these issues at the same time in different markets and countries.

<strong>8. What do you think should be improved in the use of performance management tools and processes?</strong>

From my experience in Europe and Latin America, I would say again that it’s really different, if you work in a developed market or in a developing market.

In first world countries where business processes and culture are more stabilized, you have to be more focused on strategy and R&amp;D investments.

In developing countries, business process management or key performance indicators and IT investment are the main challenges for the near future.

<strong>9. What would you consider best practice in performance management?</strong>

&nbsp;

Performance best practice = vision and strategy communication.

There are plenty of good examples where companies have a good strategy with solid business plans but, the communication of it to the different levels of the organization leaves many questions….

So the communication and implementation of the strategy would be also very important. Please take into account in the implementation strategy phase the differentiation between human resources from different parts of the world, culture, etc.

<strong> 10. </strong><strong>Which aspects of performance management should be emphasized during educational programs?</strong>

Leadership, Strategy, project management, KPIs, human resources management, results orientation, R&amp;D investments. Obviously, depending on the country, sector, and cultural behavior we need to prioritize the efforts.

I think that Undergraduate and MBA teachers have to be connected with the business world, to know exactly what is going on.

Management leaders at all levels of the organization have to be more prepared on these skills than twenty years ago.

<strong>11. </strong><strong>What are the barriers to achieving higher levels of proficiency in performance management among practitioners?</strong>

In Europe, you have a high level of educated population with different profiles which facilitate the development of business. There is no hungry, so leaders must work more on motivation and innovation issues to achieve results.

In developing countries where lack of talent is more common, leaders must work more on operation efficiency, KPI, BPM projects, training courses, etc.

For both markets, ethical management issues, business image and social contribution are key for the medium and long term.

<strong>12. </strong><strong>What Performance Management question would you like to have answered?</strong>

&nbsp;

As a consultant I highly recommend to have time to read about new findings of how to manage resources in a better way and using new technologies to be actualized in these issues. But finally, it relies more on good and commitment leadership.

So I would like to receive updates and new findings to do things in a better and efficient way.

<strong>13. </strong><strong>As a consultant, what are the most common issues that your customers raised related to Performance Management?</strong>

In Europe or developed countries: strategy issues of performance results affecting the global P&amp;L statements and R&amp;D investments. Clear strategies of where we would like to be in the next five to ten years.

In Latin America, we work more on projects related to BPM, increase on productivity, new organizational charts, SCM, marketing plans, distribution costs, etc. Finally, due to a higher competition, we help our customers in the search of proficiency talent needed to be more competitive.

For more interviews of practitioners, academics and consultants we kindly invite you to read <a href="http://issuu.com/thekpiinstitute/docs/performance-management-in-2012" target="_blank">Performance Management in 2012</a>.

Coming soon – Performance Management in 2013.

<em>Image Source: </em><a href="http://issuu.com/thekpiinstitute/docs/performance-management-in-2012" target="_blank">Performance Management in 2012</a>]]></content:encoded>
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<title>Expert Interview - Kenneth Merchant, Deloitte &amp; Touche LLP Chair of Accountancy, University of Southern California, USA</title>
<link>http://www.smartkpis.com/blog/expert-interview-kenneth-merchant-deloitte-touche-llp-chair-of-accountancy-university-of-southern-california-usa/</link>
<pubDate>Fri, 18 Oct 2013 14:19:23 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Interviews]]></category>

		<category domain="category" nicename="interviews"><![CDATA[Interviews]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Management in 2012]]></category>

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		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12050</guid>
<description></description>
<content:encoded><![CDATA[For the report <a href="http://issuu.com/thekpiinstitute/docs/performance-management-in-2012" target="_blank">Performance Management in 2012</a>, The KPI Institute conducted 12 semi-structured interviews with practitioners, academics and consultants, who offered rich insights into the state of Performance Management as a discipline.

Kenneth Merchant, Deloitte &amp; Touche LLP Chair of Accountancy at the University of Southern California, USA was one of the academics that The KPI Institute interviewed.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/az.jpg"><img class="size-full wp-image-12051 aligncenter" title="az" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/az.jpg" width="200" height="200" /></a></p>
<strong><!--more-->1. What does the term Performance Management mean to you?</strong>

It’s a broad term. I would include anything that is done to bring about the desired performance.

&nbsp;

<strong>2. What drives interest in Performance Management?</strong>

I am not sure there is a lot of interest in Performance Management, per se. I don’t see that term used a lot. But there is continuing interest in many of the topics that would be included under the Performance Management rubric, and interest in some of them (e.g., Balanced Scorecards) has swelled at particular points in time.

<strong>3. What are your thoughts on the relationship between performance management at organizational, departmental and individual level?</strong>

This is one of the great unknowns that deserve much more academic study. How do the financial measures used predominantly at the corporate level get translated to and from the more operational measures that are used to manage at the lower levels of the organization?

&nbsp;

<strong>4. What are the 2012 key trends in Performance Management from the perspective of your knowledge and experience in this field?</strong>

There has been a lot of progress in understanding which nonfinancial measures of performance are leading indicators of financial (and stock market) performance. There is also a broader conceptualization of performance management, to include specific goals, such as environmental (social responsibility) performance.

<strong>5. What aspects of performance management should be explored more through research?</strong>

There are lots of possibilities here. The topic I would put on the top of the list is how to build a combination-of-measures system. Financial measures, by themselves, are insufficient. With what measures should they be supplemented in various settings, and how should all the various measures included be weighted in importance?

<strong>6. Please provide some examples of organizations which you would recommend for study due to their approach to performance management and achievements?</strong>

It is difficult to say which organizations are doing the best job in this area. I would suggest studying organizations that are generally recognized to be well-run, such as the “most admired” list that is published in the U.S. I would also suggest studying organizations that are doing something different—the outliers—as they might be developing the innovative practice that will lead us to something better.

&nbsp;

<strong>7. Which are the main challenges of Performance Management in practice today?</strong>

It is a complex area. There are lots of dimensions of Performance Management. Clearly organizations of different types should not be doing everything the same way. There are even multiple good alternatives for organizations of the same type (“equifinality”). And it is difficult to measure success. So practice in this area is guided by judgment and intuition, rather than by hard scientific findings. Perhaps some of what is being done is merely folklore, not fact. It is hard to sort it all out.

<strong>8. What do you think should be improved in the use of performance management tools and processes?</strong>

I think there is a rush to pushes of new products being sold by consulting firms (e.g., balanced scorecards, beyond budgeting) without a firm understanding of the phenomena underlying them. We need a lot more scientific research.

<strong>9. What would you consider best practice in performance management?</strong>

What the best-run companies are doing. It’s a mix of financial and nonfinancial measures and short-run and long-run incentives, with clear goals and useful feedback. It is hard to say more than that.

&nbsp;

<strong>10. Which aspects of performance management should be emphasized during educational programs?</strong>

Many educational programs emphasize memorization of terms and practice on very simple problems. Instead, I think we should be trying, first and foremost, to help students cope with what they will face in the complex real world. Throw real, complex problems at them. Help them develop their abilities to sort through the complexity—their problem finding, critical thinking and problem solving skills. There are trade-offs to almost every approach. Students should practice understanding those trade-offs.

<strong>11. </strong><strong>What are the barriers to achieving higher levels of proficiency in performance management among practitioners? </strong>

I think the most important one, probably, is that financial measurement is dictated by the rules defined for financial reporting purposes. Those rules are not optimally designed for use in managing an organization, yet most organizations seem bound by them. Also, there is a disconnection between the financial approach to performance management (run by accountants) and the operational approach (run by engineers and marketing people, etc.). If we had integrated programs teaching “Performance Management,” we could integrate these approaches.

<strong>12. </strong> <strong>What Performance Management question would you like to have answered?</strong>

In any given setting, how should we combine financial, market and nonfinancial measures into an optimal Performance Management System?

&nbsp;

<strong>13.</strong> <strong>We are developing a database of performance management subjects and degrees in performance management. What are your suggestions relevant to the database (i.e. subjects or degreed such as the <em>Masters in Managing Organizational Performance</em>)?</strong>

I would look to the work of the Performance Management Association (<a href="http://www.performanceportal.org/">www.performanceportal.org</a>) and the people in that organization. Their focus is the closest to what you have in mind, and they are doing some good work.

For more interviews of practitioners, academics and consultants we kindly invite you to read <a href="http://issuu.com/thekpiinstitute/docs/performance-management-in-2012" target="_blank">Performance Management in 2012</a>.

Coming soon – Performance Management in 2013.

<em>Image Source: </em><a href="http://issuu.com/thekpiinstitute/docs/performance-management-in-2012" target="_blank">Performance Management in 2012</a>]]></content:encoded>
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<title>Infographic: Do You Have What It Takes to Be a CEO?</title>
<link>http://www.smartkpis.com/blog/infographic-do-you-have-what-it-takes-to-be-ceo/</link>
<pubDate>Fri, 18 Oct 2013 14:41:51 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Infographic]]></category>

		<category domain="tag" nicename="infographic"><![CDATA[Infographic]]></category>

		<category domain="tag"><![CDATA[Leadership]]></category>

		<category domain="tag" nicename="leadership"><![CDATA[Leadership]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12054</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/HBS_Draft_4_WEB1.jpg"><img class="size-full wp-image-12055 aligncenter" title="Infographic: Do You Have What It Takes to Be a CEO?" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/HBS_Draft_4_WEB1.jpg" width="634" height="4906" /></a><em></em></p>
<p style="text-align: left;"><em>Infographic Source</em>: <a href="http://mashable.com/2013/10/17/ceo-infographic/">http://mashable.com/2013/10/17/ceo-infographic/</a></p>]]></content:encoded>
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<title>Performance Expo: Scorecard - The South African Medical Research Council</title>
<link>http://www.smartkpis.com/blog/using-scorecards-to-report-results-and-drive-performance-the-south-african-medical-research-council/</link>
<pubDate>Mon, 21 Oct 2013 06:17:40 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

		<category domain="tag"><![CDATA[South Africa]]></category>

		<category domain="tag" nicename="south-africa"><![CDATA[South Africa]]></category>

		<category domain="tag"><![CDATA[The South African Medical Research Council]]></category>

		<category domain="tag" nicename="the-south-african-medical-research-council"><![CDATA[The South African Medical Research Council]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12061</guid>
<description></description>
<content:encoded><![CDATA[The South African Medical Research Council is the first medical research organization in the country, whose mission is to “improve the nation's health and quality of life through promoting and conducting relevant and responsive health research”.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/23.png"><img class="aligncenter size-full wp-image-12062" title="The South African Medical Research Council" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/23.png" width="634" height="100" /></a><!--more--></p>
Having stated such an ambitious mission, the Medical Research Council has developed a strategic plan for 2017, focusing on:
<ul>
	<li>Increasing life expectancy;</li>
	<li>Decreasing maternal and child mortality;</li>
	<li>Combating AIDS and TB;</li>
	<li>Strengthening health system effectiveness.</li>
</ul>
In order to ensure an efficient coordination of the progress towards reaching its target, the Medical Research Council has established five strategic objectives, monitored on a scorecard.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture10.png"><img class="aligncenter size-full wp-image-12070" title="Scorecard - The South African Medical Research Council" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture10.png" width="634" height="516" /></a></p>
By using this performance management tool, the Medical Research Council has a better understanding of its actual progress and it can take corrective actions to trigger performance.

<strong>Positive aspects of the implemented scorecard:</strong>
<ul>
	<li>KPIs are clustered on objectives, which provides visibility regarding the progress in executing its strategic plan;</li>
	<li>Previous results and targets are included for each indicator, which provides KPIs’ evolution in time;</li>
	<li>Comments and corrective actions can be added, in order to improve the actual performance;</li>
</ul>
<strong>Drawbacks of the implemented scorecard:</strong>
<ul>
	<li>KPIs are not standardized. Having consistency in naming indicators provides more efficiency in understanding the information they encompass. For example:</li>
</ul>
- Number of operational telemedicine workstations provided during the reporting period - # Operational telemedicine workstations
- Percentage of all research project proposals sent for Ethical Clearance during the 2011/12 financial year - % Research project proposals sent for Ethical Clearance
- Total amount of baseline funding during the reporting period - $ Baseline funding
<ul>
	<li>There is little difference in naming strategic objectives and activities the Medical Research Council undertakes. There should be a clear distinction between the objectives set, which should start with a verb, and the initiatives to be taken, which should start with a noun. For example:</li>
</ul>
- Prioritize and conduct research to support the four outputs of the Health National Service Delivery Agreement (NSDA) for 2010-2014 – properly defined objective;
- To create new projects that are aligned with NDoH’s NSDA which aims to address the country’s health priorities – improperly defined activity. It should be converted in an initiative “New projects aligned with NDoH’s NSDA aimed at addressing country’s health priorities”.
<ul>
	<li>There is no field assigned to a visual representation of the progress in reaching targets set. Using a traffic light coding field will provide an instant view of the areas that need improvement. Generally used colors include:</li>
</ul>
- Red – under target;
- Yellow – within tolerance limits;
- Green – on or above targets.

To conclude, The South African Medical Research Council is making efforts to improve its performance in the field, but a more systematical approach can aid its strive towards success.

References:
<ol>
	<li>South African Medical Research Council (2012), Strategic objectives, performance indicators and targets, available at<em>: </em><a href="http://www.mrc.ac.za/annualreport/AnnualKPI.pdf">http://</a><a href="http://www.mrc.ac.za/annualreport/AnnualKPI.pdf">www.mrc.ac.za/annualreport/AnnualKPI.pdf</a></li>
	<li>The KPI Institute (2013), Medical practice scorecard, available at: <a href="http://store.kpiinstitute.org/medical-practice-scorecard.html">http://store.kpiinstitute.org/medical-practice-scorecard.html</a></li>
</ol>
Image source: <a href="http://www.mrc.ac.za/">http://www.mrc.ac.za/</a>

Image source: <a href="http://www.mrc.ac.za/annualreport/AnnualKPI.pdf">http://</a><a href="http://www.mrc.ac.za/annualreport/AnnualKPI.pdf">www.mrc.ac.za/annualreport/AnnualKPI.pdf</a>]]></content:encoded>
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<wp:post_id>12061</wp:post_id>
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<title>What is the Desired State of Evolution?</title>
<link>http://www.smartkpis.com/blog/what-is-the-desired-state-of-evolution/</link>
<pubDate>Mon, 21 Oct 2013 11:08:56 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Ask the Experts]]></category>

		<category domain="tag" nicename="ask-the-experts"><![CDATA[Ask the Experts]]></category>

		<category domain="tag"><![CDATA[Desired State of Evolution]]></category>

		<category domain="tag" nicename="desired-state-of-evolution"><![CDATA[Desired State of Evolution]]></category>

		<category domain="tag"><![CDATA[Mission]]></category>

		<category domain="tag" nicename="mission"><![CDATA[Mission]]></category>

		<category domain="tag"><![CDATA[Strategy]]></category>

		<category domain="tag" nicename="strategy"><![CDATA[Strategy]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12080</guid>
<description></description>
<content:encoded><![CDATA[The Desired State of Evolution is a performance management tool used to integrate all strategic statements of an organization. Having the structure of a pyramid, the Desired State of Evolution closes the gap between mission and vision, by integrating in the middle of the pyramid the progress at which the company aims, the “destination statement”.  (Lawrie and Cobbold, 2004)
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture11.png"><img class="aligncenter size-full wp-image-12082" title="Desired State of Evolution" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture11.png" width="488" height="365" /></a><!--more--></p>
<strong>Benefits of using the Desired State of Evolution:</strong>
<ul>
	<li>Helps to clarify where the company wants to get;</li>
	<li>Contributes to identifying the key capabilities of the company, value drivers and competences;</li>
	<li>Indicates the manner in which the vision can be achieved.</li>
</ul>
<strong>Challenges of using the Desired State of Evolution:</strong>
<ul>
	<li>Aligning the Desired State of Evolution with the company’s strategy;</li>
	<li>Aligning the Desired State of Evolution from departmental level with the one from organizational level;</li>
	<li>Designing an efficient and relevant visual representation of the Desired State of Evolution.</li>
</ul>
References:
<ol>
	<li>The KPI Institute (2013), Desired State of Evolution, available at: <a href="http://kpiinstitute.org/research/strategic-planning/desired-state-of-evolution/">http://kpiinstitute.org/research/strategic-planning/desired-state-of-evolution/</a></li>
	<li><a href="http://www.balancedscorecardreview.com">http://www.balancedscorecardreview.com</a> (2013), BSC for strategy planning, available at: <a href="http://www.balancedscorecardreview.com/pages/bsc-concept/needs-addressed/">http://www.balancedscorecardreview.com/pages/bsc-concept/needs-addressed/</a></li>
</ol>
Image Source: <a href="http://www.kpiinstitute.org/wp-content/uploads/2013/desired-state-evolution.gif">http://www.kpiinstitute.org/wp-content/uploads/2013/desired-state-evolution.gif</a>]]></content:encoded>
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<title>What is the difference between a Scorecard and a Dashboard?</title>
<link>http://www.smartkpis.com/blog/ask-the-expert-what-is-the-difference-between-a-scorecard-and-a-dashboard/</link>
<pubDate>Mon, 21 Oct 2013 12:28:50 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Ask the Experts]]></category>

		<category domain="tag" nicename="ask-the-experts"><![CDATA[Ask the Experts]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Dashboard]]></category>

		<category domain="tag" nicename="dashboard"><![CDATA[Dashboard]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12089</guid>
<description></description>
<content:encoded><![CDATA[In the world of Performance Management, these two terms are often confused and sometimes used interchangeably. Although they both aggregate data across business units and give the reader the opportunity to monitor performance, there are important distinctions to be noted between Scorecards and Dashboards.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/BSC51.png"><img class="aligncenter size-full wp-image-13963" title="BSC" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/BSC51.png" width="634" height="413" /></a></p>
<p style="text-align: center;"><!--more--></p>
A scorecard is a performance management tool that has the role of measuring a company’s performance against strategically established objectives. The main benefit of the Scorecard is that it translates organizational strategy to operational processes. Best practices in the field recommend the Balanced Scorecard approach, an integrated framework for describing strategy through the use of linked KPIs in four, balanced perspectives – Financial, Customer, Internal Processes and Learning &amp; Growth. Each perspective contains several established objectives which are ideally monitored by 2 KPIs. Furthermore, a Scorecard includes relevant fields for each KPI such as: the target, the trend, the standard reporting frequency, previous and current results, “traffic lights” (red, yellow or green symbols that provide an instant visualization of KPI results) and a section for comments (which provides context or a brief explanation about what has influenced results).
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Dashboard11.png"><img class="aligncenter size-full wp-image-13964" title="Dashboard" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Dashboard11.png" width="634" height="349" /></a></p>
On the other hand, Dashboards are a collection of graphs, charts, gauges or other visual representations that are used to monitor the levels of the selected KPIs. The Dashboard is used for monitoring operational activities and is not necessarily directly linked with the strategic directions of a company. Moreover, the dashboard usually provides instant review of results and is constantly updated, while a scorecard is used for monitoring KPIs which are regularly reported on a monthly or quarterly basis. Finally, a dashboard usually differs from a scorecard by the number of KPIs that are monitored on it. It is recommended that the scorecard contains around 25 KPIs while the dashboard is recommended to contain up to 10 KPIs.

References:

1. balancedscorecardreview.com (2013), About the Balanced Scorecard, available at: <a href="http://www.balancedscorecardreview.com/pages/bsc-concept/definition/">http://www.balancedscorecardreview.com/pages/bsc-concept/definition/</a>

Image source:

1. The KPI Institute (2013), HR performance management system toolkit, available at: <a href="http://store.kpiinstitute.org/hr-performance-management-system-toolkit.html">http://store.kpiinstitute.org/hr-performance-management-system-toolkit.html</a>

2. The KPI Institute (2013), Medical practice performance management system toolkit, available at: <a href="http://store.kpiinstitute.org/medical-practice-performance-management-system-toolkit.html">http://store.kpiinstitute.org/medical-practice-performance-management-system-toolkit.html</a>]]></content:encoded>
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<title>Performance Expo: Training Evaluation Survey – ZeNith</title>
<link>http://www.smartkpis.com/blog/training-evaluation-survey-%e2%80%93-zenith/</link>
<pubDate>Mon, 21 Oct 2013 13:24:41 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Education and]]></category>

		<category domain="tag" nicename="education-and"><![CDATA[Education and]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Malaysia]]></category>

		<category domain="tag" nicename="malaysia"><![CDATA[Malaysia]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Training Evaluation]]></category>

		<category domain="tag" nicename="training-evaluation"><![CDATA[Training Evaluation]]></category>

		<category domain="tag"><![CDATA[ZeNith]]></category>

		<category domain="tag" nicename="zenith"><![CDATA[ZeNith]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12101</guid>
<description></description>
<content:encoded><![CDATA[Evaluation is essential for educational programs, including training courses and workshops, as it has to determine whether the training achieved its objectives. <span style="font-size: 13px; line-height: 19px;">The most common way to evaluate a training course is through a questionnaire, or training evaluation form, which provides the organizers with immediate feedback about the content, the trainer and the facilities. </span><span style="font-size: 13px; line-height: 19px;">The following evaluation form is proposed by ZeNith Bizness Excellence. It requests the participants’ opinion upon content, course facilitator, general assessment, facilities rating and their overall evaluation.</span>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/ZeNith-Evaluation-Form-Preview.jpg"><img class="aligncenter size-full wp-image-12102" title="ZeNith Evaluation Form Preview" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/ZeNith-Evaluation-Form-Preview.jpg" width="634" height="610" /></a></p>
<p style="text-align: center;"><!--more--><em>To see the full evaluation form proposed by ZeNith, click here: <a href="https://www.dropbox.com/s/c476kfq82ent70v/Zenith-2013_05_12_00_27_12.pdf" target="_blank">ZeNith Workshop Evaluation</a>.</em></p>
Positive aspects of the presented evaluation form:
<ul>
	<li>It contains many open-ended questions, so the organizers and the trainer can get more specific and detailed answers;</li>
	<li>Asks for contacts from other people that might be interested in the courses, so eventually the organizers will have an useful database with future potential participants;</li>
	<li>Inquires the participants whether they are welcome to receiving future course notifications;</li>
	<li>Requests the participant to state other topics they are interested in – useful for choosing future workshops topics;</li>
	<li>Contains short, clear questions;</li>
	<li>Covers the main topics that organizers and trainers are usually interested in;</li>
	<li>Establishes a connection with the participant through the introductory phrase (“Your feedback will help us improve further to serve you better. Please take some time to fill up the evaluation form. Your cooperation is much appreciated”). It ends with “Thank you”, written in a font that imitates handwriting, which personalizes the form.</li>
</ul>
Recommendations for the presented evaluation form:
<ul>
	<li>The scale for the closed-ended questions might not be very effective: the participants have to rate different aspects related to the content and the facilitator by using “Excellent”, “Good”, “Needs improvement” or “Not applicable”. Some participants might excessively use “Not applicable”, or use this answer to rate poor services. None of these brings the organizers valuable feedback. An odd number of variants, including a neutral one, is recommended.</li>
</ul>
References:

ZeNith (2012),  Workshop Evaluation]]></content:encoded>
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<title>Why use KPIs?</title>
<link>http://www.smartkpis.com/blog/why-use-kpis/</link>
<pubDate>Mon, 21 Oct 2013 14:13:14 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Ask the Experts]]></category>

		<category domain="tag" nicename="ask-the-experts"><![CDATA[Ask the Experts]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12129</guid>
<description></description>
<content:encoded><![CDATA[Using Key Performance Indicators to monitor a company’s performance provides several advantages.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/KPIs1.png"><img class="aligncenter size-full wp-image-12130" title="KPIs" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/KPIs1.png" width="634" height="300" /></a></p>
<!--more-->

The most important benefits refer to:

Clarity:
<ul>
	<li>KPIs allow you to make use of big volumes of data and make decisions based on information;</li>
	<li>KPIs outline underperforming business areas;</li>
	<li>KPIs provide an objective overview of the business.</li>
</ul>
Focus:
<ul>
	<li>KPIs enable better communication;</li>
	<li>KPIs ensure alignment and synergy between departments;</li>
	<li>KPIs facilitate better control.</li>
</ul>
Improvement:
<ul>
	<li>KPIs allow you to take corrective actions to improve performance;</li>
	<li>KPIs provide effectiveness as they monitor and reflect an organization’s progress towards reaching its strategic objectives;</li>
	<li>KPIs positively affect productivity.</li>
</ul>
References:
<ul>
	<li>The KPI Institute (2013), The Certified KPI Professional training course, available at: <a href="http://kpiinstitute.org/education/ucoming-courses/">http://kpiinstitute.org/education/ucoming-courses/</a></li>
</ul>]]></content:encoded>
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<wp:post_id>12129</wp:post_id>
<wp:post_date>2013-10-22 01:13:14</wp:post_date>
<wp:post_date_gmt>2013-10-21 14:13:14</wp:post_date_gmt>
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<title>Performance Expo: Employee Satisfaction Survey - Macedonia State Statistical Office</title>
<link>http://www.smartkpis.com/blog/employee-satisfaction-questionnaire-macedonia-state-statistical-office/</link>
<pubDate>Mon, 21 Oct 2013 15:19:27 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag" nicename="employee-satisfaction"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Macedonia]]></category>

		<category domain="tag" nicename="macedonia"><![CDATA[Macedonia]]></category>

		<category domain="tag"><![CDATA[Macedonia State Statistical Office]]></category>

		<category domain="tag" nicename="macedonia-state-statistical-office"><![CDATA[Macedonia State Statistical Office]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12137</guid>
<description></description>
<content:encoded><![CDATA[Measuring % Employee Satisfaction and % Employee Engagement has become crucial to organizations worldwide. Data for % Employee Satisfaction is gathered through a company-wide survey that is based on an employee satisfaction questionnaire. The State Statistical Office (SSO) of the Republic of Macedonia conducted an employee satisfaction survey based on a customized questionnaire so as to “obtain information about employees’ views and opinions on the SSO as a work environment”.

<span style="font-size: 13px; line-height: 19px;">At the beginning of the form, the employees were given completion instructions, in order to ensure full understanding and to avoid mistakes.</span>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/instructions.png"><img class="aligncenter size-full wp-image-12135" title="Employee Satisfaction Survey - Macedonia State Statistical Office Instructions" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/instructions.png" width="634" height="500" /></a><!--more--></p>
After requiring employees to provide general information about themselves, the questions were divided into 12 clusters, based on topics found relevant by the SSO:
<ul>
	<li>Management;</li>
	<li>Employee competence;</li>
	<li>Training opportunities in the State Statistical Office;</li>
	<li>Premises and technical working conditions;</li>
	<li>Remuneration;</li>
	<li>Relationships between employees;</li>
	<li>Workload;</li>
	<li>Influence;</li>
	<li>Responsibility;</li>
	<li>Trust;</li>
	<li>Image of the State Statistical Office;</li>
	<li>Overall opinion.</li>
</ul>
Each cluster contains at least 4 questions or statements that employees have to evaluate. Most of the questions require employees to rate their satisfaction with a given subject or topic on a scale from 1-10, as it can be observed in the example below.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/question-example.png"><img class="aligncenter size-full wp-image-12136" title="Employee Satisfaction Survey - Macedonia State Statistical Office" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/question-example.png" width="634" height="320" /></a></p>
The last cluster, Overall opinion, is followed by an invitation for employees to express any additional concerns or comments that were not covered in the questionnaire. This is a very important addition to the questionnaire as it allows each employee to state his own suggestions, recommendations or complaints regarding his working environment.

In the final page of the questionnaire, the SSO attached a definition of specific terms: management, competence and leadership in order to ensure that all employees completing the survey have a common understanding of these terms and as a result, are adequately capable of correctly completing the questionnaire.

References:
<ul>
	<li>State Statistical Office (2009), Employee satisfaction survey, Republic of Macedonia, available at: <a href="http://www1.unece.org/stat/platform/download/attachments/51347894/EMPLOYEE+SATISFACTION+SURVEY.pdf">http://www1.unece.org/stat/platform/download/attachments/51347894/EMPLOYEE+SATISFACTION+SURVEY.pdf</a></li>
</ul>]]></content:encoded>
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<wp:post_id>12137</wp:post_id>
<wp:post_date>2013-10-22 02:19:27</wp:post_date>
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<title>Performance Expo: Employee Engagement Survey - Health and Safety Executive</title>
<link>http://www.smartkpis.com/blog/measuring-employee-engagement-at-health-and-safety-executive/</link>
<pubDate>Tue, 22 Oct 2013 07:07:48 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Employee Engagement]]></category>

		<category domain="tag" nicename="employee-engagement"><![CDATA[Employee Engagement]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[The Health and Safety Executive]]></category>

		<category domain="tag" nicename="the-health-and-safety-executive"><![CDATA[The Health and Safety Executive]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12144</guid>
<description></description>
<content:encoded><![CDATA[<span style="font-size: 13px; line-height: 19px;">The Health and Safety Executive (HSE) is an independent regulator in the United Kingdom preoccupied with the well-being of the national workforce, especially on the health and safety aspects. HSE has a well structured methodology to measure employee engagement. The measurement instrument used for # EEI is a survey with 49 statements, clustered on 9 drivers of engagement.</span>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/HSE-Survey1.png"><img class="aligncenter size-full wp-image-12146" title="Employee Engagement Survey - Health and Safety Executive" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/HSE-Survey1.png" width="634" height="780" /></a><!--more--></p>
Each driver is associated with a certain level of influence on engagement. The highest impact is attributed to leadership, followed closely by the relationship with the manager and job related aspects (challenging environment, autonomy for decisions). The lowest impact is considered to be generated by inclusion and fair treatment (respect for individual differences as culture, ideas). However, all of these drivers are important and should not be ignored.

In addition to these clusters, there are also 2 more themes: Engagement and Take action. <em>Engagement </em>as a theme has questions regarding how proud and motivated employees feel to work for HSE and whether they would recommend the company as an employer. <em>Take action</em> refers to statements like: “I believe that managers where I work will take action on the results from this survey.”

The traditional questions used in a survey are replaced by statements that have to be ranked on a 5 points scale with the following labels: “strongly agree”, “agree”, “neither”, “disagree”, “strongly disagree”. Scores are not calculated just for the entire survey, but also for each driver theme. In this way managers can see in what areas efforts must be made to improve the engagement level.

Employee engagement is measured once a year and the results are compared with relevant benchmarking data. HSE looks at the median score across all organizations that participated in the Civil Service People Survey and at the scores of high performers from the same survey.

References:
<ul>
	<li>Health and Safety Executive (2012), HSE people survey 2011, available at: <a href="http://www.hse.gov.uk/aboutus/reports/hse-people-survey-2011.pdf">http://www.hse.gov.uk/aboutus/reports/hse-people-survey-2011.pdf</a></li>
	<li>Gallup (2013), 2013 State of the American Workplace report available at: <a href="http://www.gallup.com/file/strategicconsulting/163007/2013%20State%20of%20the%20American%20Workplace%20Report.pdf">http://www.gallup.com/file/strategicconsulting/163007/2013%20State%20of%20the%20American%20Workplace%20Report.pdf</a></li>
</ul>
Image sources:
<ul>
	<li><a href="http://www.wrelearning.co.uk/blog/wp-content/uploads/2013/08/HSE-logo.jpg">http://www.wrelearning.co.uk/blog/wp-content/uploads/2013/08/HSE-logo.jpg</a></li>
	<li>Health and Safety Executive (2012), HSE people survey 2011, available at: <a href="http://www.hse.gov.uk/aboutus/reports/hse-people-survey-2011.pdf">http://www.hse.gov.uk/aboutus/reports/hse-people-survey-2011.pdf</a></li>
</ul>]]></content:encoded>
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<wp:post_id>12144</wp:post_id>
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<title>So different, and yet so alike. Performance management and Formula 1</title>
<link>http://www.smartkpis.com/blog/so-different-and-yet-so-alike-performance-management-and-formula-1/</link>
<pubDate>Tue, 22 Oct 2013 14:09:23 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Formula 1]]></category>

		<category domain="tag" nicename="formula-1"><![CDATA[Formula 1]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Sports]]></category>

		<category domain="tag" nicename="sports"><![CDATA[Sports]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12241</guid>
<description></description>
<content:encoded><![CDATA[[caption id="" align="aligncenter" width="624"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/144.jpg"><img class="    " title="Formula 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/144.jpg" width="624" height="310" /></a> James Hunt wins the title in appalling conditions in Japan © Getty Images[/caption]
<h4><span style="font-weight: normal;">Can you imagine your organization as a Ferrari or a McLaren? Your management team as the pit crew and your sales force as the race team? A Formula 1 racing team model can be used as a metaphor for business, as they have many elements in common.</span><!--more--></h4>
<strong>Vehicle, Driver and Pit Crew</strong>

<em>The Vehicle</em> – the business itself. The capacity, functional efficiency and speed are the elements that require the most attention. If you do not have a fast and reliable vehicle, you cannot win: neither in the F1 race, nor in the business race. So, first, you have to make sure that the vehicle gets up to full speed. In business terms, this refers to two stages: ‘Diagnosis’ and ‘Strategy’.

<em>The Driver</em> – the person in charge of the business. Although the performance capacity of the vehicle may be extremely impressive, it still has to be driven with skill and expertise. So, we may infer that the skills of the person driving the business have to be carefully analyzed. Back in '76, if McLaren had not chosen James Hunt as a driver (to compete mainly with Niki Lauda for the World Champion title), probably they would not have won the championship that year.

<em>The Pit Crew</em> – the staff. Without attracting your people, motivating, getting the best out of them and ‘keeping’ the best staff, it is very difficult for the vehicle to reach anywhere near optimal performance. Pit crew performance can determine the success or failure in a race. And the same is applicable in the case of a business, with the staff members.

<strong>F1’s ”unwritten rules” apply to performance management</strong>

<em>”A star” is not made in one race</em> – Performance is evaluated at each race, but also throughout the season. Similarly, when evaluating performance at the end of the review period, one should focus on different elements, such as intermediary results, projects involvement and productivity, not just end of the year results.

<em>Peer ranking</em> – Formula 1 is a sport where only the best of the very best participate. So, you have your top performers and yet, there is still a ranking between them. At the end of a race, only 3 will make it to the podium and get doused in champagne. When employees or managers complain about the ranking system, they need to be reminded about Formula One, as it is the best example when it comes to peer ranking.

<em>The past does not necessarily impact the present– </em>Formula One drivers are aware of their talent and abilities. But they are also humble. They know that at every race, everything could be different. It should be the same when managers evaluate the performance of their employees: last year’s rating might not influence this year’s individual performance.

Instead of a conclusion, we leave you with Murray Walker’s quote, Formula 1 commentator: IF is a very long word in Formula One; in fact, IF is F1 spelled backwards.

References:
<p style="text-align: left;">Jenkins, M., Pasternak, P. and West, R. (2009), Performance at the Limit: Business Lessons from F1 motor racing, available at: <a href="http://somresearchinsights.com/2013/08/06/performance-at-the-limit-business-lessons-from-f1-motor-racing/">http://somresearchinsights.com/2013/08/06/performance-at-the-limit-business-lessons-from-f1-motor-racing/</a></p>
<p style="text-align: left;">Jenkins, M. and Aversa, P. (n.d.), Debate: Formula 1 (For and Against The relentless push for innovation in Formula 1 has a positive effect on the technology), available at: <a href="http://eandt.theiet.org/magazine/2013/05/debate.cfm">http://eandt.theiet.org/magazine/2013/05/debate.cfm</a></p>
<p style="text-align: left;">F1 Program, available at: <a href="http://www.formula1forbusiness.com/">www.formula1forbusiness.com</a></p>
<p style="text-align: left;">Bardot, S. (2011), The Formula One effect on performance management, available at: <a href="http://compensationinsider.com/the-formula-one-effect-on-performance-management/">http://compensationinsider.com/the-formula-one-effect-on-performance-management/</a></p>
<p style="text-align: left;">Image source: <a href="http://en.espnf1.com/f1/motorsport/season/1354.html">http://en.espnf1.com/f1/motorsport/season/1354.html</a></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>12241</wp:post_id>
<wp:post_date>2013-10-23 01:09:23</wp:post_date>
<wp:post_date_gmt>2013-10-22 14:09:23</wp:post_date_gmt>
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<title>Performance Expo: Customer Satisfaction Survey results - World’s best and worst airports</title>
<link>http://www.smartkpis.com/blog/the-power-of-customer-satisfaction-surveys-world%e2%80%99s-best-and-worst-airports/</link>
<pubDate>Wed, 23 Oct 2013 09:21:11 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[The World Airports Award]]></category>

		<category domain="tag" nicename="the-world-airports-award"><![CDATA[The World Airports Award]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12359</guid>
<description></description>
<content:encoded><![CDATA[Every year, airports worldwide are ranked using the results of customer satisfaction surveys. Here are two recent rankings provided by The SleepingInAirports community and The World Airport Awards, based on different criteria, from “sleepability” to comfort, prices and services related KPIs.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/1a.jpg"><img class="aligncenter size-full wp-image-12360" title="Singapore Changi " alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/1a.jpg" width="634" height="410" /></a><em>Image 1</em></p>
<strong><!--more-->The SleepingInAirports ranking</strong>

As their official website states, “for 17 years, travellers at SleepingInAirports have been rating airports not only for their sleep comfort, but the services and amenities they offer during a layover”.

When selecting the best airports, travellers were asked to consider the four C's: Comfort (armrest-free seating, relaxation zones), Conveniences (WiFi, 24-hour food), Cleanliness (floors, bathrooms) and Customer Service (workers’ attitude).

The best airports worldwide in 2013, according to The SleepingInAirports community are:

1. Singapore Changi

2. Seoul Incheon

3. Amsterdam

4. Hong Kong

5. Helsinki Vantaa

6. Munich

7. Zurich

8. Kuala Lumpur

9. Vancouver

10. Frankfurt am Main

Travellers have also voted the worst worldwide airports for Comfort, Amenities and Overall Experience. This time, the four C’s had different indicators: Comfort (crowded terminals, limited seating), Conveniences (terminal closes at night, no 24-hour food options), Cleanliness (dirty floors and bathrooms) and Customer Service (unfriendly staff).

Therefore, the worlds’ worst airports are:

1. Manila NAIA (Terminal 1)

2. Bergamo

3. Calcutta

4. Islamabad

5. Paris Beauvais

6. Chennai

7. Frankfurt Hahn

8. Mumbai

9. Rome Fiumicino

10. Los Angeles

The SleepingInAirports community has already released the 2014 survey (Image 2). The questionnaire is short and customer-oriented. As shown above, it focuses on the “zzz” Factor – the so-called “sleepability” and on the “C” Factor, asking the customers to rate the airport on a five points scale. The survey also contains an open ended question, which allows travellers to express their overall opinion and provide improvement advices.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/33.jpg"><img class="aligncenter size-full wp-image-12361" title="Customer Satisfaction Survey for Airports" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/33.jpg" width="380" height="780" /></a><em>Image 2</em></p>
<strong>The</strong> <strong>World Airport Awards</strong>

The Airport of the Year survey is an independent Passenger study managed by Skytrax. The Awards are based on 12.1 million survey questionnaires completed by 108 different nationalities of airline customers, covering more than 395 airports worldwide.

As the official site claims, “this established, industry survey is totally Independent, and evaluates traveller experiences across 39 different airport service and product key performance indicators - from check-in, arrivals, transfers, shopping, security and immigration through to departure at the gate”. Survey data is collected from a variety of input sources, including Passenger Interviews completed online &amp; via e-mail Questionnaire, Business Research Group / Travel Panel Interviews, Corporate Travel Questionnaire / Interviews, Telephone Interview and Selective Passenger Interviews.

Similar to the The SleepingInAirports survey, The World Airport Awards also named Singapore Changi “The World’s Best Airport” (Image 1). The rankings, as well as the trends comparing to the previous edition of the Awards are presented in Image 3.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/42.jpg"><img class="aligncenter size-full wp-image-12362" title="Ranking" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/42.jpg" width="634" height="479" /></a><em>Image 3</em></p>
<em>References:</em>
<ul>
	<li style="text-align: left;">SleepingInAirports, 2013, Best Airports of 2013, Available at: <a href="http://www.sleepinginairports.net/2013/best-airports.htm">http://www.sleepinginairports.net/2013/best-airports.htm</a></li>
	<li style="text-align: left;">SleepingInAirports, 2013, Worst Airports of 2013, Available at: <a href="http://www.sleepinginairports.net/2013/worst-airports-world.htm">http://www.sleepinginairports.net/2013/worst-airports-world.htm</a></li>
	<li style="text-align: left;">World Airport Awards, 2013, Survey Methodology, Available at: <a href="http://www.worldairportawards.com/main/methods.htm">http://www.worldairportawards.com/main/methods.htm</a></li>
</ul>
<em>Image Sources:</em>
<ul>
	<li>Image 1 - <a href="http://www.thewanderingpalate.com/wp-content/uploads/Changi-Airport-departures-Cyrstal-Jade-Restaurant-above.jpg">http://www.thewanderingpalate.com/wp-content/uploads/Changi-Airport-departures-Cyrstal-Jade-Restaurant-above.jpg</a></li>
	<li>Image 2 - <a href="http://www.sleepinginairports.net/2014/survey-europe.htm#.UmdvUflpm2A">http://www.sleepinginairports.net/2014/survey-europe.htm#.UmdvUflpm2A</a></li>
	<li style="text-align: left;">Image 3 - <a href="http://www.worldairportawards.com/Awards_2013/Airport2013.htm">http://www.worldairportawards.com/Awards_2013/Airport2013.htm</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>12359</wp:post_id>
<wp:post_date>2013-10-23 20:21:11</wp:post_date>
<wp:post_date_gmt>2013-10-23 09:21:11</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
<wp:ping_status>open</wp:ping_status>
<wp:post_name>the-power-of-customer-satisfaction-surveys-world%e2%80%99s-best-and-worst-airports</wp:post_name>
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<title>The world’s top 10 Universities in 2013-2014</title>
<link>http://www.smartkpis.com/blog/the-world%e2%80%99s-top-10-universities-in-2013-2014/</link>
<pubDate>Thu, 24 Oct 2013 11:08:13 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Academic Ranking of World Universities]]></category>

		<category domain="tag" nicename="academic-ranking-of-world-universities"><![CDATA[Academic Ranking of World Universities]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[University]]></category>

		<category domain="tag" nicename="university"><![CDATA[University]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12871</guid>
<description></description>
<content:encoded><![CDATA[Choosing a certain university is a decision that should be based on performance criteria only. A reference that can be useful for undergraduates and postgraduates, as well as for academics and researchers is the Times Higher Education World University Rankings, powered by Thomson Reuters, which provides comparisons between worldwide universities based on 13 performance indicators. Recently, they have published the list of the best universities in the world for the academic year 2013-2014.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Graduation_Fox44_1679973c.jpg"><img class="aligncenter size-full wp-image-12872" title="University" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Graduation_Fox44_1679973c.jpg" width="460" height="288" /></a></p>
<strong><em><!--more-->Methodology</em></strong>

According to the Times Higher Education official website, the 13 indicators are grouped into five areas that circumscribe the universities’ core missions:
<ul>
	<li>Teaching: the learning environment (30% of the score)</li>
	<li>Research: volumes, income, reputation (30% of the score)</li>
	<li>Citations: research influence (30% of the score)</li>
	<li>Industry outcome: innovation (2,5% of the score)</li>
	<li>International outlook: staff, students, research (7,5% of the score)</li>
</ul>
The information is provided by the universities themselves, which sign off the institutional data for use in the rankings. The methodology has remained the same since the first Rankings.

<strong><em>Rankings</em></strong>

For the third time in a row, California Institute of Technology is rated as the best university worldwide, with an overall result of 94.9 points. The difference appears when it comes to Harvard University, which shares the 2<sup>nd</sup> position with University of Oxford (93,9). Stanford University drops to the 4<sup>th</sup> position, with a score of 93,6, while the 5<sup>th</sup> best university in the world is Massachusetts Institute for Technology (93,1).
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/univ.jpg"><img class="aligncenter size-full wp-image-12873" title="The world’s top 10 Universities in 2013-2014" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/univ.jpg" width="634" height="405" /></a></p>
It must be noted that all the top 10 universities are from North America and Europe or, more specifically, United States of America, which dominates the top (7 universities) and United Kingdom (3 universities).

Other continents that have universities in top 200 are:
<ul>
	<li>Asia: University of Tokyo, Japan – position 27 (78,3)</li>
	<li>Australia: University of Melbourne – position 34 (68,2)</li>
	<li>Africa: University of Cape Town, South Africa – position 126 (50,5)</li>
</ul>
<em>References:</em>
<ul>
	<li>The Times Higher Education, 2013, World University Rankings 2013-2014, Available at: <a href="http://www.timeshighereducation.co.uk/world-university-rankings/2013-14/world-ranking">http://www.timeshighereducation.co.uk/world-university-rankings/2013-14/world-ranking</a></li>
	<li>The Times Higher Education, 2013, World University Rankings 2013-2014 Methodology, Available at: <a href="http://www.timeshighereducation.co.uk/world-university-rankings/2013-14/world-ranking/methodology">http://www.timeshighereducation.co.uk/world-university-rankings/2013-14/world-ranking/methodology</a></li>
	<li>The Times Higher Education, 2012, World University Rankings 2012-2013, Available at: <a href="http://www.timeshighereducation.co.uk/world-university-rankings/2012-13/world-ranking">http://www.timeshighereducation.co.uk/world-university-rankings/2012-13/world-ranking</a></li>
</ul>
<em>Image Sources: </em>
<ul>
	<li><a href="http://www.telegraph.co.uk/education/universityeducation/7892235/Up-to-one-in-four-graduates-faces-unemployment.html">http://www.telegraph.co.uk/education/universityeducation/7892235/Up-to-one-in-four-graduates-faces-unemployment.html</a></li>
	<li><a href="http://www.timeshighereducation.co.uk/world-university-rankings/2012-13/world-ranking">http://www.timeshighereducation.co.uk/world-university-rankings/2012-13/world-ranking</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>12871</wp:post_id>
<wp:post_date>2013-10-24 22:08:13</wp:post_date>
<wp:post_date_gmt>2013-10-24 11:08:13</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<wp:post_name>the-world%e2%80%99s-top-10-universities-in-2013-2014</wp:post_name>
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<title>Performance Expo: Dashboards used in the public sector - The U.S. Government</title>
<link>http://www.smartkpis.com/blog/performance-dashboards-in-the-public-sector-the-u-s-government/</link>
<pubDate>Fri, 25 Oct 2013 05:50:27 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Government]]></category>

		<category domain="tag" nicename="government-performance-management"><![CDATA[Government]]></category>

		<category domain="tag"><![CDATA[Office of E-Government and Information Technology]]></category>

		<category domain="tag" nicename="office-of-e-government-and-information-technology"><![CDATA[Office of E-Government and Information Technology]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[U.S. Food and Drug Administration]]></category>

		<category domain="tag" nicename="u-s-food-and-drug-administration"><![CDATA[U.S. Food and Drug Administration]]></category>

		<category domain="tag"><![CDATA[U.S. Government]]></category>

		<category domain="tag" nicename="u-s-government"><![CDATA[U.S. Government]]></category>

		<category domain="tag"><![CDATA[U.S. Patent and Trademark Office]]></category>

		<category domain="tag" nicename="u-s-patent-and-trademark-office"><![CDATA[U.S. Patent and Trademark Office]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12878</guid>
<description></description>
<content:encoded><![CDATA[The use of dashboards in the U.S. federal government agencies increased significantly after Obama’s Open Government Initiative issued in January 2009.

Nowadays, many federal agencies, such as U.S. Patent and Trademark Office, U.S. Food and Drug Administration (FDA), Office of E-Government and Information Technology use dashboards for internal organizational management, but also to disseminate performance measures.

<strong>U.S. Patent and Trademark Office Dashboard</strong>
<p style="text-align: center;"><strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/Image-1.png"><img class="aligncenter size-full wp-image-12879" title="Dashboards used in the public sector - The U.S. Government 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Image-1.png" width="634" height="340" /></a></strong></p>
<p style="text-align: center;"><em>Image 1<!--more-->
</em></p>
The above dashboard uses bullet graphs to illustrate the performance related to trademark data, including quality, pendency and other performance indicators. Bullet graphs are used to compare actual values with targets and previous results. They are able to display large amounts of information, while requiring little space.

<strong>U.S. Food and Drug Administration Dashboard</strong>
<p style="text-align: center;"><strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/Image-22.png"><img class="aligncenter size-full wp-image-12889" title="Dashboards used in the public sector - The U.S. Government 2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Image-22.png" width="634" height="243" /></a></strong></p>
<p style="text-align: center;"><em>Image 2</em></p>
The U.S. Food and Drug Administration Dashboard is more interactive, as data can be visualized in different chart types: bar chart, line chart, area chart or scatter graph. However, it is recommended to use line charts to display data over time, as it is easier to track trends.

<strong>Office of E-Government and Information Technology Dashboard</strong>
<p style="text-align: center;"><strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/Image-3.png"><img class="aligncenter size-full wp-image-12891" title="Dashboards used in the public sector - The U.S. Government 3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Image-3.png" width="634" height="347" /></a></strong></p>
<p style="text-align: center;"><em>Image 3</em></p>
<p style="text-align: left;">The IT Dashboard uses a tree map, where the size of each rectangle represents the total IT spending in that area and the color illustrates the percent change in spending from the previous year. It offers an easy understanding regarding the status of dozens of technology investments across the federal government. Tree maps are a part of the heat map graph category, well suited for hierarchical data. They make efficient use of space, being able to display thousands of items simultaneously</p>
<strong>Recovery.gov Dashboard</strong>
<p style="text-align: center;"><strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/Image-4.png"><img class="aligncenter size-full wp-image-12893" title="Dashboards used in the public sector - The U.S. Government 4" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Image-4.png" width="634" height="354" /></a></strong></p>
<p style="text-align: center;"><em>Image 4</em></p>
<p style="text-align: left;">The dashboard from the Recovery.gov website offers viewers access to data in the form of charts and interactive maps of the funding distribution. Using maps to display data helps in better visualizing information and can be used for economic, political, social or environmental data.</p>
A recommendation for all federal agencies would be to standardize the KPIs’ names used in their dashboards. Indicators should start with symbols ($ - value of, % - percentage of, # - number of), as it is easier to read and understand.

Referring to the IT Dashboard, the Obama’s administration claimed that “the dashboard, along with regular review meetings using the dashboard data, has led to decisions saving $3 billion in technology spending and cutting in half the delivery time of technology projects”. In addition, dashboards’ effectiveness depends on how federal agencies, and not only, use them to enhance internal organizational performance and external transparency. An efficient use of the dashboards can improve current results for both public and private sector, and it is recommended to design them in a way that addresses specific needs and triggers performance.
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Ganapati, S. (2011), Use of dashboards in Government, Florida International University, available at: <a href="http://www.federalnewsradio.com/pdfs/080111_dashboard_report_ibm.pdf">http://www.federalnewsradio.com/pdfs/080111_dashboard_report_ibm.pdf</a></li>
	<li style="text-align: left;">USA.gov (n.d.), Performance dashboards, available at: <a href="http://www.usa.gov/Contact/Engagement/Dashboards.shtml">http://www.usa.gov/Contact/Engagement/Dashboards.shtml</a></li>
</ul>
<p style="text-align: left;">Image sources:</p>

<ul style="text-align: left;">
	<li>Image 1: <a href="http://www.uspto.gov/dashboards/trademarks/main.dashxml">http://www.uspto.gov/dashboards/trademarks/main.dashxml</a></li>
	<li>Image 2: <a href="http://www.accessdata.fda.gov/FDATrack/track?program=advisory-committees&amp;id=AdvComm-FDA-PercentVacant">http://www.accessdata.fda.gov/FDATrack/track?program=advisory-committees&amp;id=AdvComm-FDA-PercentVacant</a></li>
	<li>Image 3: <a href="https://www.itdashboard.gov/">https://www.itdashboard.gov/</a></li>
	<li style="text-align: left;">Image 4: <a href="http://www.recovery.gov/Pages/default.aspx">http://www.recovery.gov/Pages/default.aspx</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>12878</wp:post_id>
<wp:post_date>2013-10-25 16:50:27</wp:post_date>
<wp:post_date_gmt>2013-10-25 05:50:27</wp:post_date_gmt>
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<title>Performance Expo: Strategy Map - Jeddah Chamber of Commerce and Industry</title>
<link>http://www.smartkpis.com/blog/developing-the-strategy-map-at-jeddah-chamber-of-commerce-and-industry/</link>
<pubDate>Mon, 28 Oct 2013 07:11:17 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Chamber of Commerce]]></category>

		<category domain="tag" nicename="chamber-of-commerce"><![CDATA[Chamber of Commerce]]></category>

		<category domain="tag"><![CDATA[Government]]></category>

		<category domain="tag" nicename="government-performance-management"><![CDATA[Government]]></category>

		<category domain="tag"><![CDATA[Jeddah Chamber of Commerce and Industry]]></category>

		<category domain="tag" nicename="jeddah-chamber-of-commerce-and-industry"><![CDATA[Jeddah Chamber of Commerce and Industry]]></category>

		<category domain="tag"><![CDATA[Saudi Arabia]]></category>

		<category domain="tag" nicename="saudi-arabia"><![CDATA[Saudi Arabia]]></category>

		<category domain="tag"><![CDATA[Strategy]]></category>

		<category domain="tag" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Strategy Map]]></category>

		<category domain="tag" nicename="strategy-map"><![CDATA[Strategy Map]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12900</guid>
<description></description>
<content:encoded><![CDATA[Jeddah Chamber of Commerce and Industry was founded in 1946, being the first one in the Kingdom of Saudi Arabia. From 2003, it started a transformation process, building on its internal capabilities and looking for new partnerships, in order to become an active member in the region and in the world.

In the process of its “reengineering”, a new strategy had to be developed. To do so, the current state of JCCI was reviewed, with the help of a SWOT and Force Field Analysis. Stakeholders satisfaction surveys were conducted, alongside with Activity-Based Costing and benchmark analysis. Also, JCCI’s mission, vision, values and strategic objectives were reviewed and realigned. These efforts lead to the development of a Strategy Map, which describes JCCI’s strategy and clusters its objectives in the four Balanced Scorecard (BSC) perspectives.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture14.png"><img class="aligncenter size-large wp-image-12911" title="Performance Expo: Strategy Map - Jeddah Chamber of Commerce and Industry" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture14-1024x743.png" width="634" height="455" /></a><!--more--></p>
A particularity of this Strategy Map is the order of the BSC perspectives. Normally, the Financial Perspective would be the first one, as the major objective of each company is to gain profit. The other three: Customer, Internal Processes and Learning and Growth follow as natural steps to be taken in order to achieve profit. If employees, systems and processes are properly functioning, customers will be satisfied and this will lead to increased revenues.

However, this is not the case of JCCI, because its goal is not to make profit for itself, but to serve the national economy and business community, contributing to its development and progress. Therefore, the first perspective is the Customer one, here named “Shareholders Perspective”. Also, in the upper side of the Strategy Map, all stakeholders are listed, Government, Trading Partners and Foreign Investors, Community and Members, in order to ensure their needs are addressed by the new strategy.

Using arrows to show cause-effect relations between objectives is helpful in better visualizing how objectives connect to one another. Note that each objective starts with a verb, which helps in differentiating objectives from initiatives. Also, each objective has assigned a number of KPIs that have to be tracked, in order to ensure its achievement. For example, the objective: “Improve satisfaction of members” can be tracked with the following KPIs:

-          # Members satisfaction index

-          # Services recipients satisfaction index

-          % Membership size

-          % Members with upgraded memberships

Once developed the Strategy Map, it should be communicated to all employees and translated into actions, so as not to remain a passive instrument, but a helpful tool for ensuring performance.

References:
<ol>
	<li>Mahomoud, M. M. (2005), Transforming Jeddah Chamber of Commerce into a strategy-focused organization using the Balanced Scorecard, available at: <a href="http://www.dr3m.net/Dr3m/Documents/WCC.ppt">http://www.dr3m.net/Dr3m/Documents/WCC.ppt</a></li>
	<li><a href="file:///D:/Documents/SugarSync%20Shared%20Folders/Aurel%20Brudan/S-P-PerformanceMagazine/Andreea/Developing%20the%20Strategy%20Map%20at%20Jeddah%20Chamber%20of%20Commerce%20and%20Industry/Jeddah%20Chamber%20of%20Commerce%20and%20Industry%20(2013),%20About%20us,%20available%20at:%20http:/www.jcci.org.sa/English/Pages/default.aspx">Jeddah Chamber of Commerce and Industry (2013), About us, available at: http://www.jcci.org.sa/English/Pages/default.aspx</a></li>
</ol>
Image source:
<ul>
	<li><a href="http://www.worldfolio.co.uk/region/middle-east/saudi-arabia/sheikh-saleh-kamel-n395">http://www.worldfolio.co.uk/region/middle-east/saudi-arabia/sheikh-saleh-kamel-n395</a></li>
	<li><a href="http://www.dr3m.net/Dr3m/Documents/WCC.ppt">http://www.dr3m.net/Dr3m/Documents/WCC.ppt</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>12900</wp:post_id>
<wp:post_date>2013-10-28 18:11:17</wp:post_date>
<wp:post_date_gmt>2013-10-28 07:11:17</wp:post_date_gmt>
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<title>Customer satisfaction apps – the &quot;key&quot; to the future?</title>
<link>http://www.smartkpis.com/blog/customer-satisfaction-apps-%e2%80%93-the-%e2%80%9ckey%e2%80%9d-to-the-future/</link>
<pubDate>Tue, 29 Oct 2013 14:30:27 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Emtrics]]></category>

		<category domain="tag" nicename="emtrics"><![CDATA[Emtrics]]></category>

		<category domain="tag"><![CDATA[Information Technology]]></category>

		<category domain="tag" nicename="information-technology"><![CDATA[Information Technology]]></category>

		<category domain="tag"><![CDATA[Performance Mangement]]></category>

		<category domain="tag" nicename="performance-mangement"><![CDATA[Performance Mangement]]></category>

		<category domain="tag"><![CDATA[Spain]]></category>

		<category domain="tag" nicename="spain"><![CDATA[Spain]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12926</guid>
<description></description>
<content:encoded><![CDATA[<h4><a href="http://www.smartkpis.com/blog/wp-content/uploads/Emtrics-App.jpg"><img class="aligncenter size-large wp-image-12928" title="Emtrics App" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Emtrics-App-685x1024.jpg" width="329" height="491" /><!--more--></a></h4>
<h4>Nowadays, instead of using the old-fashioned customer satisfaction questionnaires, companies have a new choice: the emoticon-powered feedback app.</h4>
The service, available to businesses, was created by a Spanish Startup called Emtrics in 2012 and it was announced during the Wayra Madrid Demo Day. It allows companies to collect real-time feedback from their customers, at their point of sale locations. It was already in use during the Demo Day: by using QR codes, the technology allowed investors to show their opinion regardingthe “new product”.

<strong>How does it work?</strong>

First, the users scan the QR code with their smartphones. Then, they are redirected to a 5 question survey. It is very easy to answer the questions, as they only have to choose the emoticon that best suits their experience.

This app is very useful for businesses where customer satisfaction is an important value driver, like restaurants, hotels, retail stores or airlines.The data is put in a dashboard that helps keeping track of the surveys and analyzing the results.

<span style="font-size: 13px; line-height: 19px;">The main advantages of this innovation are:</span>
<ol>
	<li>It is time-effective: generally, customers are reluctant in filling in a a very long questionnaire. Sometimes, it is hard for them to choose one of the  five levels to rate their experience: <em>excellent, very good, good, unsatisfactory and insufficient</em>. When using the emoticon app the options are simple and very expressive: :), :|, :(.</li>
	<li>Easy to fill in: 5 questions and 5 clicks..</li>
	<li>Cost-effective: managers don’t need to print the questions on hundreds, even thousands of pieces of paper. They can place a big QR code at the entrance of the restaurant, for instance, or put smaller QR codes on each table.</li>
	<li>Environmental friendly: paper consumption is reduced.</li>
</ol>
Emtric’s idea was  very well received at  Demo Day. The concept was tested before being released: they used 150 points of sale that belonged to 50 companies (like Muji, Moviestar, Reebok and NH Hotels). During the beta testing period, the app collected more than 4 000 comments and 50 000 ratings from 10 000 clients.

To form an opinion, when compared with “the traditional method” it was shown that the number of answers collected through the Emtrics service was 50 times higher than those collected through printed surveys.

References:
<ul>
	<li>Heim, A. (2012), This emoticon-powered feedback app could help you boost customer satisfaction, available at: <a href="http://thenextweb.com/eu/2012/06/07/this-emoticon-powered-feedback-app-could-help-you-boost-customer-satisfaction/">http://thenextweb.com/eu/2012/06/07/this-emoticon-powered-feedback-app-could-help-you-boost-customer-satisfaction/</a></li>
	<li>Sullivan, L. (2013), Customer satisfaction waning with mobile apps, Web Sites, available at: <a href="http://www.mediapost.com/publications/article/196548/customer-satisfaction-waning-with-mobile-apps-web.html#ixzz2j1SUcNmX">http://www.mediapost.com/publications/article/196548/customer-satisfaction-waning-with-mobile-apps-web.html#ixzz2j1SUcNmX</a></li>
	<li>Emtrics (2013), Know your customers’ opinions, available at: <a href="http://emtrics.com/en/">http://emtrics.com/en/</a></li>
</ul>]]></content:encoded>
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<wp:post_id>12926</wp:post_id>
<wp:post_date>2013-10-30 01:30:27</wp:post_date>
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<title>Performance Expo: Employee Engagement Survey – Gallup</title>
<link>http://www.smartkpis.com/blog/measuring-employee-engagement-with-12-questions-%e2%80%93-gallup/</link>
<pubDate>Tue, 29 Oct 2013 15:14:28 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Employee Engagement]]></category>

		<category domain="tag" nicename="employee-engagement"><![CDATA[Employee Engagement]]></category>

		<category domain="tag"><![CDATA[Gallup]]></category>

		<category domain="tag" nicename="gallup"><![CDATA[Gallup]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12920</guid>
<description></description>
<content:encoded><![CDATA[A recent study performed by Gallup, “2013 State of the American workplace report”, shows that engaged employees outperform the less engaged personnel. They have lower absenteeism and turnover rates, better quality of work and less safety incidents. The impact of a high level of engagement is not only internal, but also affects customers and profitability. The methodology used to measure # Employee Engagement Index is based on a 12 questions survey.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/EE-effect-on-KPIs.png"><img class="aligncenter size-full wp-image-12932" title="Employee Engagement Survey – Gallup" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/EE-effect-on-KPIs.png" width="634" height="300" /></a></p>
<!--more--><span style="font-size: 13px; line-height: 19px;">The major drawback of surveys is that they are affected by the respondents’ subjectivity. Also, the accuracy of the results obtained depends on the questions’ quality and on the scales used to measure the answers. The secret in using surveys is to know what to ask and how to formulate the question.</span>

In this case, it is important to identify what actually illustrates and drives engagement. After testing thousands of questions, Gallup identified a set of 12 Yes or No questions that best reflect employee engagement.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Q1-62.png"><img class="size-full wp-image-12938 alignleft" title="Employee Engagement Survey – Gallup 12 Questions Instrument 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Q1-62.png" width="646" height="623" /></a>

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Q7-122.png"><img class="size-full wp-image-12940   alignleft" title="Employee Engagement Survey – Gallup 12 Questions Instrument 2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Q7-122.png" width="617" height="601" /></a>
<p style="text-align: left;">Reference:</p>

<ul style="text-align: left;">
	<li>Gallup (2013), 2013 state of the American workplace report, available at: <a href="http://www.gallup.com/strategicconsulting/163007/state-american-workplace.aspx">http://www.gallup.com/strategicconsulting/163007/state-american-workplace.aspx</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul style="text-align: left;">
	<li><a href="http://www.gallup.com/strategicconsulting/163007/state-american-workplace.aspx">http://www.gallup.com/strategicconsulting/163007/state-american-workplace.aspx</a></li>
</ul>]]></content:encoded>
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<wp:post_id>12920</wp:post_id>
<wp:post_date>2013-10-30 02:14:28</wp:post_date>
<wp:post_date_gmt>2013-10-29 15:14:28</wp:post_date_gmt>
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<title>Employee Happiness as a Business Tool - Infographic</title>
<link>http://www.smartkpis.com/blog/employee-happiness-as-a-business-tool-infographic/</link>
<pubDate>Tue, 29 Oct 2013 15:30:39 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Individual Performance]]></category>

		<category domain="tag" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Infographic]]></category>

		<category domain="tag" nicename="infographic"><![CDATA[Infographic]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12944</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/employee-happiness-as-a-business-tool.png"><img class="aligncenter size-full wp-image-12945" title="Employee Happiness as a Business Tool - Infographic" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/employee-happiness-as-a-business-tool.png" width="700" height="9483" /></a></p>
<!--more-->Positive aspects of the presented infographic:
<ul>
	<li>It provides the sources at the ending;</li>
	<li>It contains a narrow palette of colors;</li>
	<li>It has a persuasive header: it starts with a catchy statement, followed by a short description;</li>
	<li>The graphic design and the language are well adapted to the infographic's audience: the business environment.</li>
	<li>It provides a clear conclusion.</li>
</ul>
Recommendation of the presented infographic:
<ul>
	<li><span style="font-size: 13px; line-height: 19px;">The size of the infographic makes it difficult to follow. A shorter infographic might have a bigger impact.</span></li>
</ul>
<em>Infographic Source:</em> <a href="http://dailyinfographic.com/employee-happiness-as-a-business-tool-infographic">http://dailyinfographic.com/employee-happiness-as-a-business-tool-infographic</a>]]></content:encoded>
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<wp:post_id>12944</wp:post_id>
<wp:post_date>2013-10-30 02:30:39</wp:post_date>
<wp:post_date_gmt>2013-10-29 15:30:39</wp:post_date_gmt>
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<title>Performance Expo: Training Evaluation Survey – Kuwait Institute for Scientific Research</title>
<link>http://www.smartkpis.com/blog/training-evaluation-%e2%80%93-kuwait-institute-for-scientific-research/</link>
<pubDate>Wed, 30 Oct 2013 14:13:48 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Kuwait]]></category>

		<category domain="tag" nicename="kuwait"><![CDATA[Kuwait]]></category>

		<category domain="tag"><![CDATA[Kuwait Institute for Scientific Research]]></category>

		<category domain="tag" nicename="kuwait-institute-for-scientific-research"><![CDATA[Kuwait Institute for Scientific Research]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Training Evaluation]]></category>

		<category domain="tag" nicename="training-evaluation"><![CDATA[Training Evaluation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12948</guid>
<description></description>
<content:encoded><![CDATA[The Kuwait Institute for Scientific Research (KISR) promotes scientific and applied studies, in an endeavor to serve the goals of economic, technological and scientific development. The Manpower Development Department is in charge with developing and improving the capabilities of the staff, as well as those of local and regional organizations, through various training programs. In order to improve the quality of its courses, KISR has put in place a Training Evaluation Form.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/KISR1.jpg"><img class="aligncenter size-full wp-image-12950" title="Traning Evaluation Form KISR" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/KISR1.jpg" width="634" height="450" /></a></p>
<p style="text-align: center;"><em><!--more-->To see the full evaluation form proposed by KISR, click here: <a href="https://www.dropbox.com/s/1olfmmfi69dpfki/KISR-2013_10_20_00_24_50.pdf" target="_blank">KISR Training Evaluation</a></em></p>
Positive aspects of the presented evaluation form:
<ul>
	<li>Located in the header, the sentence “We seek your opinion, evaluation, suggestions and comments for improving the quality of our training programs” could have a double purpose: firstly, it establishes a connection with the participant and secondly, it engages and empowers him, by emphasizing the importance of his input;</li>
	<li>The evaluation form is well organized - data is structured into clusters, which also offer a good visualization;</li>
	<li>It is time effective and easy to fill in;</li>
	<li>The experience can be assessed on a clear 5 points scale: Below Standard, Fair, Good, Very Good, Excellent;</li>
	<li>The participants are asked to provide their source of information about the training course, offering the organizers valuable feedback upon the most effective dissemination means;</li>
	<li>The evaluation form is anonymous, so the participants are more likely to assess their experience sincerely.</li>
</ul>
Recommendations for the presented evaluation form:
<ul>
	<li>It only contains one open ended question, at the end - “Additional comments (if any)”:  the evaluation form might gather more valuable data if open ended questions were used for all clusters, allowing the participants to provide complete feedback;</li>
	<li>The clusters “Instructor I”, “Instructor II”, “Instructor III”, “Instructor IV” are not very clear. Adding the name of each trainer could facilitate completion and reduce the risk of misunderstandings.</li>
</ul>
<em>References:</em>
<ul>
	<li>Kuwait Institute for Scientific research (2013), Mission &amp; objectives, available at: <a href="http://www.kisr.edu.kw/Default.aspx?pageId=183">http://www.kisr.edu.kw/Default.aspx?pageId=183</a>;</li>
	<li>KISR, Participant Evaluation.</li>
</ul>]]></content:encoded>
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<wp:post_id>12948</wp:post_id>
<wp:post_date>2013-10-31 01:13:48</wp:post_date>
<wp:post_date_gmt>2013-10-30 14:13:48</wp:post_date_gmt>
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<title>Performance Expo: Employee Satisfaction Survey - Management Sciences for Health</title>
<link>http://www.smartkpis.com/blog/measuring-employee-satisfaction-with-10-questions-management-sciences-for-health/</link>
<pubDate>Wed, 30 Oct 2013 14:32:50 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag" nicename="employee-satisfaction"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12956</guid>
<description></description>
<content:encoded><![CDATA[Management Sciences for Health (MSH) is a global nonprofit organization which helps health managers and communities in developing stronger health systems, by strengthening capacity, investing in systems innovation, building the evidence base and advocating for public health policies. Starting from the idea that a low level of employee satisfaction is a definite source of low levels of performance, the Management and Leadership program of MSH has developed a 10 questions Employee Satisfaction Survey.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Management-Sciences-for-Health.jpg"><img class="aligncenter size-large wp-image-13624" title="Management-Sciences-for-Health" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Management-Sciences-for-Health-1024x422.jpg" width="634" height="250" /></a></p>
<!--more-->The questionnaire is intended to be applied confidentially with a sample group of staff representing 15%-20% of the organization and it is important to include staff from all levels and departments.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/MSH2.jpg"><img class="aligncenter size-full wp-image-12958" title="Employee Satisfaction Survey MSH" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/MSH2.jpg" width="634" height="800" /></a><span style="font-size: 13px; line-height: 19px;">According to MSH, the employees’ satisfaction is connected to five components of the work environment:</span></p>
<strong>1. Employees perceive they are being treated fairly (questions 1, 2)</strong>
<ul>
	<li>The compensation and benefits system is one of the most important components of the HR function and it directly influences the employees’ satisfaction, motivation and engagement. For related KPIs check out The KPI Institute’s <a href="http://store.kpiinstitute.org/top-25-compensation-and-benefits-kpis-of-2011-2012.html" target="_blank">Top 25 Compensation and Benefits KPIs of 2011 - 2012</a>.</li>
</ul>
<strong>2. Employees understand what they are expected to do on the job (questions 3, 4)</strong>
<ul>
	<li>It is very important for employees to know what they are expected to do, which are their priorities and to have specific performance guidelines for their job.</li>
</ul>
<strong>3. Employees feel they get adequate feedback on their performance (questions 5, 6)</strong>
<ul>
	<li>Feedback is an important tool which, properly used by managers, motivates and encourages employees to repeat the positive behavior and, therefore, to achieve performance. The employees’ level of satisfaction with their job is strongly connected to the feedbacks they receive.<strong> </strong></li>
</ul>
<strong>4. Employees feel their work is meaningful and valued by the organization/institution (questions 7, 8 ) </strong>
<ul>
	<li>Involving the employees in decision making processes can increase commitment and satisfaction with the work place. Acknowledging the value of individuals’ work increases their satisfaction, as employees are encouraged to identify their specific role and contribution in the company’s overall results.</li>
</ul>
<strong>5. Employees feel they have opportunities for career development (questions 9, 10)</strong>
<ul>
	<li>The level of satisfaction with the job grows if employees are given opportunities to grow professionally (through promotions, for example) and to learn (through trainings).</li>
</ul>
The employee satisfaction survey developed by MSH assesses both extrinsic rewards, such as remuneration and benefits and intrinsic rewards, like respect and appreciation. From the introduction, employees are told how important their feedback is to the company’s HR policies and practice. They have to assess their level of agreement to a specific statement on a 5 points scale. In the presented form, the questionnaire is easy to fill in, time effective and the data is easy to collect and centralize. However, some open ended questions could have offered the employer a more detailed insight on the employees’ satisfaction in specific areas of interest.

<em>References:</em>
<ul>
	<li>Management Sciences for Health (2013), Employee satisfaction survey, available at:<a href="http://www.msh.org/sites/msh.org/files/Employee_Satisfaction_Tool.pdf">http://www.msh.org/sites/msh.org/files/Employee_Satisfaction_Tool.pdf</a></li>
</ul>
<em>Image Source: </em>
<ul>
	<li><a href="http://www.nursingworldnigeria.com/2012/06/interns-volunteers-at-management-sciences-for-health-msh/">http://www.nursingworldnigeria.com/2012/06/interns-volunteers-at-management-sciences-for-health-msh/</a></li>
</ul>]]></content:encoded>
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<wp:post_id>12956</wp:post_id>
<wp:post_date>2013-10-31 01:32:50</wp:post_date>
<wp:post_date_gmt>2013-10-30 14:32:50</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>Balanced Scorecard at the Carroll County School System</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-at-the-carroll-county-school-system/</link>
<pubDate>Fri, 01 Nov 2013 10:05:03 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12967</guid>
<description></description>
<content:encoded><![CDATA[The Carroll County School System is the 24th largest school system in the state of Georgia, where students may attend one of the 23 schools in the county system, all being accredited through the Southern Association of Colleges and Schools.

As stated on their official website, Carroll County Schools’ mission is to “provide a premiere learning environment, placing students first through quality and excellence”. In order to achieve their mission, Carroll County Schools strive to work with their students, parents, staff and community in a common effort to ensure the success of each student.

During the 2004 – 2005 school year, the Carroll County School System has developed and implemented its first Balanced Scorecard and since then, it has been updated and revised each year, so as to include additional areas that have a direct impact on student achievement. These areas are actually related to the well-known four Balanced Scorecard perspectives developed by D. Norton and R. Kaplan.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/image.png"><img class="aligncenter size-full wp-image-12968" title="Balanced Scorecard at the Carroll County School System 1" src="http://www.smartkpis.com/blog/wp-content/uploads/image.png" alt="" width="634" height="260" /></a><!--more--><a href="http://www.smartkpis.com/blog/wp-content/uploads/image11.png"><img class="aligncenter size-full wp-image-12970" title="Balanced Scorecard at the Carroll County School System 2" src="http://www.smartkpis.com/blog/wp-content/uploads/image11.png" alt="" width="634" height="471" /></a></p>
<em>
</em>

Positive aspects of the presented Balanced Scorecard:
<ul>
	<li>Based on the established objectives, which are correctly formulated (they start with verbs), several key performance indicators (KPIs) have been identified and monitored against specific targets;</li>
	<li>Previous results ease the understanding of the KPIs’ evolution over time;</li>
	<li>Traffic lights (red, yellow, green) provide an instant visualization of KPI results.</li>
</ul>
Recommendations for the presented Balanced Scorecard:
<ul>
	<li>KPI names should be standardized (keep them short and simple) and symbols should be used in front of the KPI name, as it makes it easier to read and understand;</li>
	<li>Previous results should be incorporated in the BSC, for a better understanding regarding the KPI’s evolution in time, but it is enough to present only the results from previous year, or last quarter;</li>
	<li>Other important sections that should be added in the BSC are: the standard reporting frequency of each KPI, the trend (indicates the direction in which results of the KPI need to move for a positive result) and a section for comments, where any additional information can be added to briefly explain what has influenced the outcomes.</li>
</ul>
References:
<ul>
	<li>Carroll County School System (2013), Annual report 2012-2013, available at: <a href="http://www.carrollcountyschools.com/Download.asp?L=1&amp;LMID=620681&amp;PN=DocumentUploads&amp;DivisionID=14386&amp;DepartmentID=&amp;SubDepartmentID=&amp;SubP=&amp;Act=Download&amp;T=1&amp;I=306442">http://www.carrollcountyschools.com/Download.asp?L=1&amp;LMID=620681&amp;PN=DocumentUploads&amp;DivisionID=14386&amp;DepartmentID=&amp;SubDepartmentID=&amp;SubP=&amp;Act=Download&amp;T=1&amp;I=306442</a></li>
	<li>Carroll County Schools (n.d.), About Carroll County Schools, available at: <a href="http://www.carrollcountyschools.com/?DivisionID=14513">http://www.carrollcountyschools.com/?DivisionID=14513</a></li>
</ul>
Image source:
<ul>
	<li style="text-align: left;"> <a href="http://www.carrollcountyschools.com/Download.asp?L=1&amp;LMID=620681&amp;PN=DocumentUploads&amp;DivisionID=14386&amp;DepartmentID=&amp;SubDepartmentID=&amp;SubP=&amp;Act=Download&amp;T=1&amp;I=306442">http://www.carrollcountyschools.com/Download.asp?L=1&amp;LMID=620681&amp;PN=DocumentUploads&amp;DivisionID=14386&amp;DepartmentID=&amp;SubDepartmentID=&amp;SubP=&amp;Act=Download&amp;T=1&amp;I=306442</a></li>
</ul>
<p style="text-align: left;"><em>
</em></p>]]></content:encoded>
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<wp:post_id>12967</wp:post_id>
<wp:post_date>2013-11-01 21:05:03</wp:post_date>
<wp:post_date_gmt>2013-11-01 10:05:03</wp:post_date_gmt>
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<title>Performance Expo: Employee Engagement Survey for the public sector – Australian Public Service</title>
<link>http://www.smartkpis.com/blog/measuring-employee-engagement-in-the-public-sector-%e2%80%93-australian-public-service/</link>
<pubDate>Mon, 04 Nov 2013 09:47:38 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Employee Engagement]]></category>

		<category domain="tag" nicename="employee-engagement"><![CDATA[Employee Engagement]]></category>

		<category domain="tag"><![CDATA[Government - Local]]></category>

		<category domain="tag" nicename="government-local"><![CDATA[Government - Local]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Report Aanalysis]]></category>

		<category domain="tag" nicename="report-aanalysis"><![CDATA[Report Aanalysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=12987</guid>
<description></description>
<content:encoded><![CDATA[The Australian Public Service (APS), with over 160,000 employees working in more than 100 organizations, is a complex structure, which covers a diversity of job positions. This diversity and the specifics of the public sector are two important factors that influence employee engagement.

In order to properly address engagement in the APS, an Employee Engagement Model was developed, measuring the engagement level of personnel on 4 perspectives: job, team, supervisor and agency.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/14.png"><img class="aligncenter size-full wp-image-12988" title="Employee Engagement Survey for the public sector – Australian Public Service" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/14.png" width="634" height="420" /></a><!--more--></p>
Based on this model, an initial item set was developed for each of the 4 perspectives. These sets consist of a number of statements employees have to rate their level of agreement with.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/24.png"><img class="aligncenter size-full wp-image-12989" title="Employee Engagement Survey for the public sector – Australian Public Service Appendix" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/24.png" width="634" height="270" /></a></p>
<em>To see the full set of items of the Employee Engagement Model, click here: </em><a href="https://www.dropbox.com/s/ffpetr7x284qlv3/APS%20Employee%20Engagement%20Model%20initial%20item%20sets.png" target="_blank"><em>APS Employee Engagement Model initial item sets</em></a>

Positive aspects of the Employee Engagement survey:
<ul>
	<li>It provides a multi-dimensional view of employee engagement, linking the job employees do, with the people they work, their supervisor and with the agency they are part of;</li>
	<li>It shows the relationships among the 4 elements. This means that perspectives can be aggregated, but also that they can be considered independently, and so, compensate for each other in contributing to organizational performance;</li>
	<li>It allows managers to develop an educated understanding of the engagement issues in their organization.</li>
</ul>
Recommendations for the Employee Engagement survey:
<ul>
	<li>The survey does not include open-ended questions, which makes it difficult for employees to express their opinion on other aspects related to their job than the existing ones; Including this kind of questions could ensure more valuable insights on employee satisfaction;</li>
	<li>It includes too many statements: 39 on the job component, 9 on the team component, 10 on the supervisor component and 27 on the agency component. It is recommended for surveys to be more time effective, in order to ensure a proper completion;</li>
	<li>The existing statements are not equally distributed among the 4 perspectives. By creating a balance between the perspectives,  a granular measurement on the one side and to less data gathered on the other one could be avoided.</li>
</ul>
References:
<ul>
	<li><cite></cite><cite><span style="font-style: normal;">Cotton, A. J. (2012), Measuring Employee Engagement in the Australian Public Service, Australian Public Service Commission Staff Research Insights, available at:</span> </cite><a href="http://www.apsc.gov.au/publications-and-media/current-publications/staff-research-insights/employee-engagement">http://www.apsc.gov.au/publications-and-media/current-publications/staff-research-insights/employee-engagement</a><cite></cite></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.apsc.gov.au/publications-and-media/current-publications/staff-research-insights/employee-engagement">http://www.apsc.gov.au/publications-and-media/current-publications/staff-research-insights/employee-engagement</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>12987</wp:post_id>
<wp:post_date>2013-11-04 20:47:38</wp:post_date>
<wp:post_date_gmt>2013-11-04 09:47:38</wp:post_date_gmt>
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<title>Performance Expo: Strategy maps - ADWEA</title>
<link>http://www.smartkpis.com/blog/strategy-maps-in-practice-adwea/</link>
<pubDate>Tue, 05 Nov 2013 14:11:48 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Abu Dhabi Water &amp; Electricity Authority]]></category>

		<category domain="tag" nicename="abu-dhabi-water-electricity-authority"><![CDATA[Abu Dhabi Water &amp; Electricity Authority]]></category>

		<category domain="tag"><![CDATA[ADWEA]]></category>

		<category domain="tag" nicename="adwea"><![CDATA[ADWEA]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Strategy Execution]]></category>

		<category domain="tag" nicename="strategy-execution"><![CDATA[Strategy Execution]]></category>

		<category domain="tag"><![CDATA[Strategy Map]]></category>

		<category domain="tag" nicename="strategy-map"><![CDATA[Strategy Map]]></category>

		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

		<category domain="tag"><![CDATA[Utilities]]></category>

		<category domain="tag" nicename="utilities"><![CDATA[Utilities]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13009</guid>
<description></description>
<content:encoded><![CDATA[Abu Dhabi Water &amp; Electricity Authority (ADWEA) is a governmental institution dedicated to providing water and energy to the Emirates. ADWEA develops new ways to improve efficiency in production, distribution and consumption of water and electricity.

In order to achieve the Abu Dhabi Vision 2030, ADWEA had to align its strategy and implement a performance management system. Part of a larger initiative - Project ASTRO, ADWEA’s strategy map was the first performance management instrument developed.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/ADWEA-strategy-map11.png"><img class="aligncenter size-full wp-image-13012" title="ADWEA-strategy-map1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/ADWEA-strategy-map11.png" width="634" height="340" /></a><!--more--></p>
The strategy map is built on the Balanced Scorecard concept, but the four perspectives are adapted. At the top of the strategy map is listed the main strategic objective of the organization: to provide value for its stakeholders. This main purpose is translated into concrete action: “Ensure sustainable service delivery” and it is supported by three key objectives: “optimize assets effectiveness”, “optimize customer consumption profiles” and “optimize operational efficiency.”

For a structured approach the objectives from the Customer and Internal processes are clustered on strategic themes. Each theme is explained to make sure everyone is on the same page.

The foundation of the strategy is provided by three enablers that drive organizational performance: “people alignment”, “strategy execution” and “technologies”.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/ADWEA-strategy-map.png"><img class="aligncenter size-full wp-image-13010" title="ADWEA-strategy-map" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/ADWEA-strategy-map.png" width="634" height="380" /></a></p>
Each strategic theme is composed by several objectives and the key element is that all of these objectives are connected, it is not just a list of goals. Breaking down objectives into smaller ones ensures better strategy execution. Either directly or indirectly, all the objectives from the strategy map contribute to the realization of the company’s purpose. The strategy map can be used as a guide to reach the company’s vision, only if all components are aligned. This instrument should be a reference point for any future decisions the management has to make.

ADWEA’s example can be taken as a good practice as:
<ul>
	<li>The strategy map has successfully managed to structure the information in a logical manner and easy to use format (perspectives, strategy themes).</li>
	<li>All objectives start with verbs in this way they can be distinguished from initiatives and KPIs, and provide a clear direction of what has to be done.</li>
	<li>Objectives have codes (e.g. C1, C2) – unique identification codes ensure a more efficient way to manage objectives and databases.</li>
	<li>The relationship between objectives is represented in the strategy map – visual connections between objectives ensure a better understanding of the entire system, as well as the role of each component. Furthermore, the connections are mapped in a clear and easy to read manner.</li>
</ul>
References:
<ul>
	<li>ADWEA (2010), Project ASTRO, BSC Summit Madrid, available at: <a href="http://www.fsmevents.com/emeasummit2010/uploads/presentation2b/slides.pdf">http://www.fsmevents.com/emeasummit2010/uploads/presentation2b/slides.pdf</a></li>
</ul>
Images source:

<a href="http://www.fsmevents.com/emeasummit2010/uploads/presentation2b/slides.pdf">http://www.fsmevents.com/emeasummit2010/uploads/presentation2b/slides.pdf</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13009</wp:post_id>
<wp:post_date>2013-11-06 01:11:48</wp:post_date>
<wp:post_date_gmt>2013-11-05 14:11:48</wp:post_date_gmt>
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<title>Performance Expo: Training Evaluation Survey – IIRME</title>
<link>http://www.smartkpis.com/blog/training-evaluation-survey-%e2%80%93-iirme/</link>
<pubDate>Thu, 07 Nov 2013 12:09:52 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[IIRME]]></category>

		<category domain="tag" nicename="iirme"><![CDATA[IIRME]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Training Evaluation]]></category>

		<category domain="tag" nicename="training-evaluation"><![CDATA[Training Evaluation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13024</guid>
<description></description>
<content:encoded><![CDATA[The Institute for International Research (IIR) is part of Informa plc, the largest publicly owned organizer of conferences and courses in the world, with over 150 offices in more than 40 countries. IIR Middle East (IIRME) is the leading training course organizer in the region, so participant feedback is very important for the Institute’s development. Therefore, the training evaluation form is an essential tool.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/iirme.jpg"><img class="aligncenter size-full wp-image-13026" title="Training Evaluation Survey – IIRME" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/iirme.jpg" width="634" height="420" /></a></p>
<p style="text-align: center;"><em><!--more-->To see the full evaluation form, click here: <a href="https://www.dropbox.com/s/xsyp3q97jopx3io/iirme2.JPG" target="_blank">IIRME</a></em></p>
Positive aspects of the presented training evaluation form:
<ul>
	<li>It evaluates the main dimensions of the training course: the instructor, the materials and presentations, and the venue;</li>
	<li>The questions are separated into clusters, which offer a good visualization;</li>
	<li>The course instructor is evaluated from several perspectives, some of which are very useful, but usually under-utilized by training organizers (Manner &amp; Personality, Timing &amp; Control of Classroom). These perspectives provide the trainer with valuable feedback regarding his methods.</li>
	<li>The participants are encouraged to rate both their overall and specific experience;</li>
	<li>The evaluation form includes an open-ended question related to other areas of interest, which provides useful feedback for the organizers regarding future training courses.</li>
	<li>In the ending, the participants are asked to express their agreement upon their answer being used by IIRME in further research reports or presentations.</li>
	<li>The participants are asked to provide their contact information, which is useful for enriching company databases.</li>
	<li>The evaluation form contains IIR’s motto (“Bringing knowledge to life”), as an organizational branding element.</li>
</ul>
Recommendations for the presented evaluation form:
<ul>
	<li>Besides “Other Areas of Interest for Training”, the evaluation form only contains one more open-ended question (“Additional Comments”). Using this type of questions for every cluster (Instructor, Material &amp; Presentation and Training Venue) could have been more helpful for the organizers to understand the motivation behind choosing either Excellent or Poor.</li>
</ul>
<em>Sources:</em>
<ul>
	<li>IIR Middle East, “About us”, 2013, Available at: <a href="http://www.iirme.com/en/General-Information/About-us/">http://www.iirme.com/en/General-Information/About-us/</a></li>
</ul>
<em>Image Source: </em>
<ul>
	<li><a href="http://www.logotypes101.com/free_vector_logo/90550/IIR_Middle_East">http://www.logotypes101.com/free_vector_logo/90550/IIR_Middle_East</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13024</wp:post_id>
<wp:post_date>2013-11-07 23:09:52</wp:post_date>
<wp:post_date_gmt>2013-11-07 12:09:52</wp:post_date_gmt>
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<title>Ranking countries on the happiness factor</title>
<link>http://www.smartkpis.com/blog/ranking-countries-on-the-happiness-factor/</link>
<pubDate>Fri, 08 Nov 2013 10:34:16 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Personal performance]]></category>

		<category domain="category" nicename="personal-performance"><![CDATA[Personal performance]]></category>

		<category domain="tag"><![CDATA[Bhutan]]></category>

		<category domain="tag" nicename="bhutan"><![CDATA[Bhutan]]></category>

		<category domain="tag"><![CDATA[Business Week]]></category>

		<category domain="tag" nicename="business-week"><![CDATA[Business Week]]></category>

		<category domain="tag"><![CDATA[Gross National Happiness]]></category>

		<category domain="tag" nicename="gross-national-happiness"><![CDATA[Gross National Happiness]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[World Happiness]]></category>

		<category domain="tag" nicename="world-happiness"><![CDATA[World Happiness]]></category>

		<category domain="tag"><![CDATA[World Happiness Report]]></category>

		<category domain="tag" nicename="world-happiness-report"><![CDATA[World Happiness Report]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13032</guid>
<description></description>
<content:encoded><![CDATA[Happiness is an aspiration of every individual, but it can also represent a measure of social progress. In July 2011 the United Nations General Assembly took a historical step, by inviting member countries to measure the happiness of their people. One year later, the first “World Happiness Report” was launched and now these reports rank world's countries using the happiness factor every year.

<strong>The “Bhutan case”</strong>

In 2006, Business Week magazine ranked the nation of Bhutan within the Top 10 happiest countries. Consequently, the Bhutanese Government launched their own campaign towards Gross National Happiness, in order to move the concept of happiness from academic discussions to measurable indicators. For this purpose, a detailed questionnaire was developed, which requested data about Demographics, Psychological wellbeing, Time use and balance, Education, Good governance, Community vitality, Ecological diversity and resilience, and Living standards.

As the National Geographic reporter Andrew Evans would later observe during a visit in Bhutan, the nature, peace and people openness overcome the lack of modern conveniences, usually perceived by western people as integral to happiness .

<strong>The report “World Happiness in 2013”</strong>

The 2013 report, written by a group of independent experts, starts from the idea that happiness can be both an emotional state and a measurable outcome used in evaluation, when people are asked to assess their level of satisfaction with their current life. It is based on data from the 2005-2011 Gallup World Polls, as well as on the measurement system Cantril Ladder for the period 2010-2012.

The report shows that, despite the impact of the Financial Crisis, the world has become a slightly happier place over the five past years.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/34.jpg"><img class="aligncenter size-full wp-image-13033" title="Comparing World and Regional Happiness Levels" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/34.jpg" width="634" height="424" /></a></p>
<!--more-->The report emphasizes the strong connection between life evaluation and human development, whose indicators are:
<ul>
	<li>Education</li>
	<li>Health</li>
	<li>Command over resources (income and nutrition)</li>
	<li>Participation and freedom (empowerment, democratic governance, gender equality, civil and political rights)</li>
	<li>Human security (security in daily life against chronic threats)</li>
	<li>Equity (in the distribution of all of the above)</li>
	<li>Sustainability (for future generations in ecological, economic and social terms)</li>
</ul>
Even if the indicators above are mostly non-financial, the economical aspect was not disregarded when ranking the countries. For this measurement, the data was provided by World Development Indicators, released by the World Bank in April 2013.

Taking all aspects into consideration, the top 25 happiest countries in the world are:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/14.jpg"><img class="aligncenter size-full wp-image-13034" title="Top 25 Happiest countries" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/14.jpg" width="634" height="279" /></a><a href="http://www.smartkpis.com/blog/wp-content/uploads/24.jpg"><img class="aligncenter size-full wp-image-13035" title="Legend" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/24.jpg" width="634" height="60" /></a></p>
The report’s purpose was to bring the study of happiness into public awareness and public policy, by emphasizing that nowadays, “there is a rising worldwide demand that policy be more closely aligned with what really matters to people as they themselves characterize their lives” (World Happiness Report 2013).

<em>References:</em>
<ul>
	<li>John Helliwell, Richard Layard and Jeffrey Sachs, 2013, “World Happiness Report 2013”, Available at: <a href="http://unsdsn.org/files/2013/09/WorldHappinessReport2013_online.pdf">http://unsdsn.org/files/2013/09/WorldHappinessReport2013_online.pdf</a></li>
	<li><a title="Posts by Andrew Evans" href="http://digitalnomad.nationalgeographic.com/author/digitalnomad/">Andrew Evans</a>, 2013, “The Happiest Country in the World”, Available at: <a href="http://digitalnomad.nationalgeographic.com/2013/11/01/the-happiest-country-in-the-world/">http://digitalnomad.nationalgeographic.com/2013/11/01/the-happiest-country-in-the-world/</a></li>
	<li>Gross National Happiness, 2010, “2010 Survey Results”, Available at: <a href="http://www.grossnationalhappiness.com/survey-results/index/">http://www.grossnationalhappiness.com/survey-results/index/</a></li>
</ul>
<em>Images Source:</em>
<ul>
	<li><a href="http://www.grossnationalhappiness.com/docs/2010_Results/PDF/National.pdf">http://www.grossnationalhappiness.com/docs/2010_Results/PDF/National.pdf</a></li>
</ul>]]></content:encoded>
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<wp:post_id>13032</wp:post_id>
<wp:post_date>2013-11-08 21:34:16</wp:post_date>
<wp:post_date_gmt>2013-11-08 10:34:16</wp:post_date_gmt>
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<title>Protecting against financial fraud with KRIs</title>
<link>http://www.smartkpis.com/blog/protecting-against-financial-fraud-with-kris/</link>
<pubDate>Fri, 08 Nov 2013 12:26:06 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Financial Institutions]]></category>

		<category domain="tag" nicename="financial-institutions"><![CDATA[Financial Institutions]]></category>

		<category domain="tag"><![CDATA[KRI]]></category>

		<category domain="tag" nicename="kri"><![CDATA[KRI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13045</guid>
<description></description>
<content:encoded><![CDATA[A recent Australia-wide research study on fraud cases within financial institutions, conducted by the governance firm Warfield &amp; Associates, has revealed that businesses and clients have lost over $200 million since 2000 due to employee committed fraud. During this period, 120 cases of fraud directly committed by employees resulted in 123 criminal convictions in Australian Courts.<!--more-->

Some of the report’s key findings include:
<ul>
	<li>More than 30 of the convicted employees involved in fraud had been with their company for at least 10 years before committing the crime;</li>
	<li>More than 5 had prior criminal records for “deception related offences”; in one of the cases, a perpetrator even had three prior convictions for gambling frauds with no background check conducted;</li>
	<li>Gambling dependence was the main driving influence in over 60 of the cases;</li>
	<li>One in six of the fraud cases took longer than five years to be revealed;</li>
	<li>Creating false loans or stealing from client bank accounts were the most common ways of financial embezzlement.</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/fraud1.png"><img class="aligncenter size-full wp-image-13046" title="Protecting against financial fraud with KRIs" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/fraud1.png" width="634" height="474" /></a></p>
The findings of the report underline major flaws in the current standards and procedures of financial institutions. Background checks and fraud awareness training courses are a clear necessity accompanied by stricter and timely conducted audits within the organization.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/fraud2.png"><img class="aligncenter size-full wp-image-13047" title="Protecting against financial fraud with KRIs" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/fraud2.png" width="634" height="811" /></a></p>
Another report, the 2012 Fraud Survey included in the New South Wales Auditor-General's Report to Parliament emphasizes the findings of the Warfield report, highlighting that 48% of public agencies identified at least one fraud case in the last three years.

The Auditor-General’s main concerns expressed in the report are:
<ul>
	<li>More than two out of five agencies do not require staff to take at least two weeks continuous leave each year;</li>
	<li>There is a growing trend in frauds identified in outsourced functions and contracted non-government organizations;</li>
	<li>One in ten agencies do not routinely conduct pre-employment checks of criminal records, work histories and qualifications.</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/fraud3.png"><img class="aligncenter size-full wp-image-13048" title="fraud3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/fraud3.png" width="634" height="174" /></a></p>
Based on the main issues featured in the two reports, it is clear that the risk of fraud has to be adequately and actively monitored by financial institutions. It is recommended that the following Key Risk Indicators are deployed and monitored:
<ol>
	<li><strong>% Employees taking two weeks of continuous leave per year: </strong>Employees that do not take regular 2 week breaks may be a good indicator of fraud. A high percentage of employees that are involved in illegal dealings are unlikely to hand their work to a colleague for a longer period of time because they risk being exposed. As a result, monitoring this KRI is recommended, and actually a requirement in some companies.<strong> </strong></li>
	<li><strong>% Pre-employment background checks: </strong>This indicator is recommend to be monitored in order to ensure that the company properly manages the risk of hiring personnel that have criminal records or recorded fraud histories. The background check should focus on criminal records, adequate qualifications and job experience.<strong> </strong></li>
	<li><strong><strong>#</strong></strong><strong> Fraud awareness training hours per employee: </strong>Providing instruction and education regarding fraud for employees is critical to ensuring fraud detection or prevention, as well as nurturing an ethically centered environment within the company.<strong> </strong></li>
</ol>
References:
<ul>
	<li>Warfield, B. (2013), Employee fraud in Australian financial institutions, Warfield &amp; Associates, available at: <a href="http://www.warfield.com.au/Warfield_Employee_Fraud_in_Australian_Financial_Institutions.pdf">http://www.warfield.com.au/Warfield_Employee_Fraud_in_Australian_Financial_Institutions.pdf</a></li>
	<li>NSW Auditor-General (2012), 2012 Fraud Survey, NSW Auditor-General's Report to Parliament, available at: <a href="http://www.audit.nsw.gov.au/ArticleDocuments/256/06_Volume_Seven_2012_Fraud_Survey.pdf.aspx">http://www.audit.nsw.gov.au/ArticleDocuments/256/06_Volume_Seven_2012_Fraud_Survey.pdf.aspx</a></li>
	<li>Corporate Risk &amp; Insurance (2013), Fraud research exposes major governance weaknesses, available at: <a href="http://www.riskmanagementmagazine.com.au/article/fraud-research-exposes-major-governance-weaknesses-181169.aspx">http://www.riskmanagementmagazine.com.au/article/fraud-research-exposes-major-governance-weaknesses-181169.aspx</a></li>
</ul>
Image sources:
<ul>
	<li><a href="http://www.warfield.com.au/Warfield_Employee_Fraud_in_Australian_Financial_Institutions.pdf">http://www.warfield.com.au/Warfield_Employee_Fraud_in_Australian_Financial_Institutions.pdf</a></li>
	<li><a href="http://www.audit.nsw.gov.au/ArticleDocuments/256/06_Volume_Seven_2012_Fraud_Survey.pdf.aspx">http://www.audit.nsw.gov.au/ArticleDocuments/256/06_Volume_Seven_2012_Fraud_Survey.pdf.aspx</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13045</wp:post_id>
<wp:post_date>2013-11-08 23:26:06</wp:post_date>
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<title>Balanced Scorecard in the healthcare industry – NYS Office of Mental Health</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-in-the-healthcare-industry-%e2%80%93-nys-office-of-mental-health/</link>
<pubDate>Fri, 08 Nov 2013 13:21:28 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

		<category domain="tag"><![CDATA[The Office of Mental Health]]></category>

		<category domain="tag" nicename="the-office-of-mental-health"><![CDATA[The Office of Mental Health]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13052</guid>
<description></description>
<content:encoded><![CDATA[The Office of Mental Health (OMH) operates psychiatric centers across the New York State, regulating, certifying and overseeing more than 4500 programs, such as inpatient and outpatient programs, community support or family care. These programs are operated by nonprofit agencies and local government authorities.

OMH implemented a Balanced Scorecard to improve accountability and transparency in New York State government, allowing anyone to use OMH data to assess the progress the agency is making toward achieving its strategic goals.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Image-13.png"><img class="aligncenter size-full wp-image-13056" title="NYS Office of Mental Health" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Image-13.png" width="634" height="610" /></a><!--more--></p>
Positive aspects of the presented Balanced Scorecard:
<ul>
	<li>Users can easily understand results evolution in time, against specific targets;</li>
	<li>It is an interactive BSC, which offers additional information regarding past values (with graphs) and other detailed information for a better understanding of the OMH’s “management objectives”;</li>
	<li>To find information rapidly, BSC viewers can sort objectives by target population and subject area.</li>
</ul>
Recommendations for the presented Balanced Scorecard:
<ul>
	<li>A BSC should have objectives for each area identified with relevant key performance indicators (KPIs). In this case, the section “Management objectives” actually contains KPIs like: % Occupancy rate, % Customer satisfaction with mental health services, % Priority population admitted to voluntary residential programs and so on. Therefore, this section should be renamed as “Key Performance Indicators” and grouped according to specific objectives for certain areas;</li>
	<li>If KPIs are properly standardized, there will be no need to have a section for definitions;</li>
	<li>Regarding the section “% Target achieved”, there is no need to have the graphic representation if we have the percentages, as it occupies too much space without providing any additional information;</li>
	<li>Other sections that can be considered to be included are the standard reporting frequency, the trends, or traffic lights (red, yellow, green) to provide an instant visualization of KPI results.</li>
</ul>
<em>References:</em>
<ul>
	<li>New York State Office of Mental Health (n.d.), Balanced Scorecard, available at: <a href="http://bi.omh.ny.gov/scorecard/index">http://bi.omh.ny.gov/scorecard/index</a></li>
	<li>New York State Office of Mental Health (2012), About OMH, available at: <a href="http://www.omh.ny.gov/omhweb/about/">http://www.omh.ny.gov/omhweb/about/</a></li>
</ul>
<em>Image source:</em>
<ul>
	<li><em> </em><a href="http://bi.omh.ny.gov/scorecard/view#filter">http://bi.omh.ny.gov/scorecard/view#filter</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13052</wp:post_id>
<wp:post_date>2013-11-09 00:21:28</wp:post_date>
<wp:post_date_gmt>2013-11-08 13:21:28</wp:post_date_gmt>
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<title>Measuring universities&#039; performance</title>
<link>http://www.smartkpis.com/blog/measuring-universities-performance/</link>
<pubDate>Mon, 11 Nov 2013 07:05:04 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13059</guid>
<description></description>
<content:encoded><![CDATA[The importance of higher education stays in improving individuals’ quality of life. Universities’ goals should not only focus on the learning outcomes directly linked to the subjects studied at a given point in time. It should also focus on individuals’ capability of creating welfare for themselves and for the community where they activate.

Thus, university performance goes beyond academic boundaries, where progress is usually measured through indicators such as:
<ul>
	<li>% Attendance rate per course;</li>
	<li># Exams scores;</li>
	<li>% Students who passed exams;</li>
	<li># Conference participation;</li>
	<li>% Graduation rate.</li>
</ul>
More important in recent times, is the extent to which graduates find adequate jobs in the field they prepared for and how successful they are in their lives.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture15.png"><img class="aligncenter size-full wp-image-13060" title="Measuring universities' performance" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture15.png" width="634" height="365" /></a></p>
<!--more-->

A new study from Spear’s and WealthInsight reveals which are the universities with the most millionaire alumni and which subjects have they studied. Conducted on the top 500 universities, the research shows that US universities produce the highest number of millionaires in the entire world, followed by the UK. Harvard, Harvard Business School and Stanford University were top 3 in US, while in UK, Oxford, Cambridge and London School of Economics ranked in first.

Possible indicators for measuring university performance in this direction include:
<ul>
	<li># Time from graduation to employment in major field of study;</li>
	<li>% Postgraduate conversion rates;</li>
	<li># University alumni winning Nobel Prizes and Fields Medals;</li>
	<li>% Graduates in managerial positions;</li>
	<li>% Graduates who became millionaires.</li>
</ul>
Regarding the subjects which produced the most millionaires, Engineering, Economics and Law are top 3. However, oftentimes the wealthy ones do not owe their fortunes to practicing their vocation (engineering, law or politics), but to entering the financial services sector. The majority of them are entrepreneurs. This emphasizes the importance of following the courses of a top university, which prepares its students for life, for making decisions, for being innovative.

The study also reveals that only around 1% of the world’s millionaires did not study at university at all, or they dropped out before graduation. Bill Gates, Richard Branson, Steve Jobs and Mark Zuckerberg are some well known examples. These cases only represent exceptions, which strengthen how important it is to learn the right subjects in the right university, with the right professors.

As a conclusion, university performance is not limited to exam scores and national rankings, it is also reflected in its alumni success in their professional lives.

References:
<ul>
	<li>Spear’s (2013), Smarter money: how the wealthy have been educated, available at: <a href="http://www.spearswms.com/spears-lists/lists/smarter-money-how-the-wealthy-have-been-educated#.Unx_W_lmiSr">http://www.spearswms.com/spears-lists/lists/smarter-money-how-the-wealthy-have-been-educated#.Unx_W_lmiSr</a></li>
	<li>The KPI Institute (2013), KPI examples for Colleges and Universities, available at: <a href="http://www.smartkpis.com/kpi/industries/education-training/colleges-and-universities/pag2.html">http://www.smartkpis.com/kpi/industries/education-training/colleges-and-universities/pag2.html</a></li>
	<li>The KPI Institute (2012), Top 25 Academic Education KPIs of 2011-2012, available at: <a href="http://store.kpiinstitute.org/top-25-academic-education-kpis-of-2011-2012.html">http://store.kpiinstitute.org/top-25-academic-education-kpis-of-2011-2012.html</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.spearswms.com/spears-lists/lists/smarter-money-how-the-wealthy-have-been-educated#.Unx_W_lmiSr">http://www.spearswms.com/spears-lists/lists/smarter-money-how-the-wealthy-have-been-educated#.Unx_W_lmiSr</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13059</wp:post_id>
<wp:post_date>2013-11-11 18:05:04</wp:post_date>
<wp:post_date_gmt>2013-11-11 07:05:04</wp:post_date_gmt>
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<title>Performance Expo: Employee Satisfaction Survey – Berkeley Lab, California</title>
<link>http://www.smartkpis.com/blog/employee-climate-survey-%e2%80%93-berkeley-lab/</link>
<pubDate>Tue, 12 Nov 2013 15:17:17 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag" nicename="employee-satisfaction"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag"><![CDATA[Lawrence Berkeley National Laboratory]]></category>

		<category domain="tag" nicename="lawrence-berkeley-national-laboratory"><![CDATA[Lawrence Berkeley National Laboratory]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Research]]></category>

		<category domain="tag" nicename="research"><![CDATA[Research]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13071</guid>
<description></description>
<content:encoded><![CDATA[The Lawrence Berkeley National Laboratory is managed by California University and operates for U.S. Department of Energy (DOE), by conducting unclassified scientific research. <span style="font-size: 13px; line-height: 19px;">To assess how employees feel regarding their everyday activities, Berkeley Lab conducted The Employee Climate survey in 2010. The survey is not focused on directly measuring the satisfaction of employees, instead it assess different variables of the working environment that impact personnel satisfaction.</span>
<p style="text-align: left;"><!--more--><span style="font-size: 13px; line-height: 19px;">The survey used by Berkeley Lab uses two types of questions: open-ended questions and agreement rating questions. The scale used is from 1 to 6, where: 1 – Strongly disagree, 2 – Disagree, 3 – Disagree slightly, 4 – Agree slightly, 5 – Agree,   6 - Strongly agree.</span></p>

<ol style="text-align: left;">
	<li style="text-align: left;"><strong>The agreement questions</strong> are structured to provide information in regards to Psychological Engagement and Behavioral Engagement. The survey used tries to go beyond the traditional measurement of employee satisfaction by also focusing on engagement, regarded as intellectual involvement (psychological engagement) and discretionary effort (behavioral engagement).</li>
</ol>
<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Employee-climate-survey2-BL1.png"><img class="aligncenter size-full wp-image-13075" title="Employee-climate-survey-Berkeley-Lab-1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Employee-climate-survey2-BL1.png" width="634" height="110" /></a></p>
<p style="text-align: left;">The questions were also clustered in 12 relevant dimensions:</p>
<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Employee-climate-survey1-BL1.png"><img class="aligncenter size-full wp-image-13074" title="Employee-climate-survey-Berkeley-Lab-2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Employee-climate-survey1-BL1.png" width="634" height="750" /></a></p>
<p style="text-align: left;">From the 12 dimensions, four of them reflect the relationship between the employee and the supervisor, emphasizing the importance of proper leadership and management in employee satisfaction. The last three dimensions are connected to the feeling of belonging in the company, like Pride of Association, Sense of Shared Vision and Job Fit.</p>
<p style="text-align: left;">Besides these agreement questions, the survey has two more questions that were not subject to any further analysis or clusters:</p>

<ul style="text-align: left;">
	<li>I have the tools and materials needed to do my work.</li>
	<li>My office layout enhances my ability to do my work.</li>
</ul>
<p style="text-align: left;">2. <strong>Open-ended questions</strong> used:</p>

<ul style="text-align: left;">
	<li>What do you like best about working at Berkeley Lab?</li>
	<li>What do you like least about working at Berkeley Lab?</li>
	<li>What do you think would make Berkeley Lab an even better place to work?</li>
</ul>
<p style="text-align: left;">The structure of the survey manages to approach through its 51 questions the main aspects of employee satisfaction: relationship with supervisor, feeling valued, safety, pay and benefits, pride to be a part of the company and job fit. Personal opinions and improvement ideas can be expressed by answering the open-ended questions.</p>
<p style="text-align: left;">The data analysis can outline where improvements must be made in order to create a better working environment for the personnel.  According to a study performed by Society for Human Resources Management in 2013, called Employee Recognition Programs, among the top four biggest challenges for HR managers is employee engagement and retention. The first step to enhance engagement and retention is to pay attention to what employees need. Surveys like the one from Berkeley Lab is a valuable instrument that provides insights into the organization’s working environment.</p>
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li style="text-align: left;">Berkeley Lab (2010), 2010 Employee survey, available at: <a href="http://www.lbl.gov/Ops/assets/docs/surveys/BLES-2010.pdf">http://www.lbl.gov/Ops/assets/docs/surveys/BLES-2010.pdf</a></li>
	<li style="text-align: left;">Berkeley Lab (2013), About Berkley Lab, available at: <a href="http://www.lbl.gov/LBL-PID/LBL-Overview.html">http://www.lbl.gov/LBL-PID/LBL-Overview.html</a></li>
	<li style="text-align: left;">Society for Human Resources Management (2013), Employee Recognition Programs, available at: <a href="http://www.shrm.org/Research/SurveyFindings/Articles/Pages/Globoforce-Employee-Recognition-Program.aspx">http://www.shrm.org/Research/SurveyFindings/Articles/Pages/Globoforce-Employee-Recognition-Program.aspx</a></li>
</ul>
<p style="text-align: left;">Image sources:</p>

<ul style="text-align: left;">
	<li><a href="http://www.lbl.gov/Ops/assets/docs/surveys/BLES-2010.pdf">http://www.lbl.gov/Ops/assets/docs/surveys/BLES-2010.pdf</a></li>
</ul>]]></content:encoded>
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<wp:post_id>13071</wp:post_id>
<wp:post_date>2013-11-13 02:17:17</wp:post_date>
<wp:post_date_gmt>2013-11-12 15:17:17</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>Performance Management tools used in higher education: The Balanced Scorecard and the Strategy Map</title>
<link>http://www.smartkpis.com/blog/performance-management-tools-used-in-higher-education-the-balanced-scorecard-and-the-strategy-map/</link>
<pubDate>Wed, 13 Nov 2013 07:06:19 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Strategy Map]]></category>

		<category domain="tag" nicename="strategy-map"><![CDATA[Strategy Map]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13080</guid>
<description></description>
<content:encoded><![CDATA[Competition, along with the need of being the best at something are key concepts that drive companies forward. The same principle applies when it comes to educational institutions. In this market, providing quality service is a key factor in establishing a hierarchy.

In this regard, institutes of higher education have set their focus on how to improve the quality of education. The Balanced Scorecard (BSC) is an useful tool for measuring and managing the academic values that can be quantifiable. Listed below are some examples of Key Performance Indicators that can be used by academic institutions:<!--more-->
<ul>
	<li>% Enrolment and graduation.</li>
	<li># Time to graduate.</li>
	<li>% Retention rates by gender.</li>
	<li>% Jobs placement after graduation.</li>
</ul>
One of the first steps in implementing a Balanced Scorecard system is to design a strategy map based on the mission of the institution that will show the ways in which it wants to achieve its objectives, improve its results, and finally accomplish its mission. A good example of a strategy map is given by Yazd University from Iran.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Capture11.png"><img class="aligncenter size-full wp-image-13081" title="Strategy Map Yazd University Iran" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Capture11.png" width="634" height="758" /></a></p>
It is well structured, easy to read, and includes the four BSC perspectives:
<ul>
	<li><strong>Financial Perspective</strong>: The tangible outcomes in traditional financial terms.</li>
	<li><strong>Stakeholder Perspective</strong>: The pivotal aspects that generate value for stakeholders.</li>
	<li><strong>The internal process perspective</strong>: The critical internal processes that drive  stakeholder satisfaction and the college’s financial outcomes.</li>
	<li><strong>The learning and growth perspective</strong>: The sets of skills and processes that drive the college personnel to continuously improve internal processes and the working environment.</li>
</ul>
Each of the perspectives has its own established set of strategic objectives, which are developed based on the institution’s mission, vision and values.

The development of such a system is a fundamental process that enables continuous improvement.

The most important part in implementing a Performance Management system is the strong connection between the organizational, departmental and individual levels.

<em>Sources:</em>
<ul>
	<li>Daryush Farid, Mehran Nejati, Heydar Mirfakhredini, 2008, Balanced scorecard application in universities and higher education institutes: Implementation guide in an iranian context / Annals of University of Bucharest, Economic and Administrative Series, Nr. 2, available at: <a href="http://goo.gl/NwQKLp">http://goo.gl/NwQKLp</a></li>
</ul>
<em>Image sources:</em>
<ul>
	<li><a href="http://goo.gl/NwQKLp">http://goo.gl/NwQKLp</a></li>
</ul>]]></content:encoded>
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<wp:post_id>13080</wp:post_id>
<wp:post_date>2013-11-13 18:06:19</wp:post_date>
<wp:post_date_gmt>2013-11-13 07:06:19</wp:post_date_gmt>
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<title>Performance Management in a creative environment: KPIs used in Arts</title>
<link>http://www.smartkpis.com/blog/performance-management-in-a-creative-environment-kpis-used-in-arts/</link>
<pubDate>Wed, 13 Nov 2013 09:27:51 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Arts]]></category>

		<category domain="tag" nicename="arts"><![CDATA[Arts]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13084</guid>
<description></description>
<content:encoded><![CDATA[Similar to the typical business environment, the field of arts is also interested in Performance Management, in implementing different standards and performance indicators that range from public appreciation to the artist’s investment in a project. It is an efficient way to bring improvement into an art organization's performance, in the quality and diversity of its products, in the engagement of the audience and in the artist’s individually.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/orange-county-kids-art-780-1.jpg"><img class="aligncenter size-full wp-image-13085" title="orange-county-kids-art-780-1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/orange-county-kids-art-780-1.jpg" width="634" height="280" /></a><!--more-->It starts from the studying process, where sets of standards can be created to guide students throughout their activities and their development. The University of the State of New York offers a developed set of standards, covering the entire palette of artistic activities – dance, music, theatre, visual arts:</p>

<ul>
	<li>Creating, Performing and Participating in the Arts</li>
	<li>Knowing and Using Arts Materials and Resources</li>
	<li>Responding to and Analyzing Works of Art</li>
	<li>Understanding the Cultural Dimensions and Contributions of the Arts</li>
</ul>
After a well-rounded education, an artist can receive further guidance in his professional career from arts managers, who have to make sure that the artists are performing at their best and that the art institution thrives off of them. A study on Current Practices and Trends in the Use of Key Performance Indicators in the Arts provides a list of 20 key performance indicators measured in 95 Not-for-profit Performing Arts Organizations in Quebec in 2009, divided in 7 categories.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Performance-Indicators.png"><img class="aligncenter size-full wp-image-13086" title="Performance Indicators" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Performance-Indicators.png" width="634" height="447" /></a></p>
Overall, the table offers pertinent indicators that can be used in an artistic institution, but the following recommendations are necessary:

- KPIs should be standardized (Examples: % Market share; $ Expenses; % Audience growth; % Budget variation, # Partners for recurring campaigns and events);

- Clear and separate KPIs: Revenue and Expenses to $ Revenue; $ Expenses;

- Using traffic lights enables a more efficient data visualization<span style="color: #008000;">.</span>

The study states that it is the art manager’s job to make improvements based on the monitored key performance indicators, and if presented clearly and efficiently, the results can enable him to institute changes where needed.

<em>References:</em>
<ul>
	<li>Sun-man TSENG<strong>, </strong>2012, Current Practices and Trends in the Use of Key Performance Indicators in the Arts, Available at:<strong> </strong><a href="http://www.hkaaa.org.hk/uploads/hkaaa/201207/20120703_154848_H2OoBBvxY0_f.pdf">http://www.hkaaa.org.hk/uploads/hkaaa/201207/20120703_154848_H2OoBBvxY0_f.pdf</a></li>
	<li>The University of the State of New York, 1996, Learning Standards for The Arts, Available at: <a href="http://www.p12.nysed.gov/ciai/arts/pub/artlearn.pdf">http://www.p12.nysed.gov/ciai/arts/pub/artlearn.pdf</a></li>
</ul>
<em>Image sources: </em>
<ul>
	<li><a href="http://www.missionartcenter.com/">http://www.missionartcenter.com</a></li>
	<li><a href="http://www.hkaaa.org.hk/uploads/hkaaa/201207/20120703_154848_H2OoBBvxY0_f.pdf">http://www.hkaaa.org.hk/uploads/hkaaa/201207/20120703_154848_H2OoBBvxY0_f.pdf</a></li>
</ul>]]></content:encoded>
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<wp:post_id>13084</wp:post_id>
<wp:post_date>2013-11-13 20:27:51</wp:post_date>
<wp:post_date_gmt>2013-11-13 09:27:51</wp:post_date_gmt>
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<title>Performance Expo: Dashboards used in the public sector - Williamsburg Public Dashboards</title>
<link>http://www.smartkpis.com/blog/monitoring-performance-in-the-public-sector-williamsburg-public-dashboards/</link>
<pubDate>Wed, 13 Nov 2013 12:43:46 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Dashboard]]></category>

		<category domain="tag" nicename="dashboard"><![CDATA[Dashboard]]></category>

		<category domain="tag"><![CDATA[Government]]></category>

		<category domain="tag" nicename="government-performance-management"><![CDATA[Government]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

		<category domain="tag"><![CDATA[Virginia]]></category>

		<category domain="tag" nicename="virginia"><![CDATA[Virginia]]></category>

		<category domain="tag"><![CDATA[Williamsburg City Council]]></category>

		<category domain="tag" nicename="williamsburg-city-council"><![CDATA[Williamsburg City Council]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13089</guid>
<description></description>
<content:encoded><![CDATA[The city of Williamsburg, Virginia, in the United States has developed a publicly available dashboard system from the currently existing Performance Management System (PMS). The program, entitle ‘Public Dashboards’, offers updated and real-time data to anyone interested in the performance of the municipality.

The dashboard is built based on the major goals that the Williamsburg City Council has established, entitled the City Council’s Goals, Initiatives and Outcomes (GIOs).The eight major goals adopted for 2013/2014 are:

-          Character of the City

-          Economic Vitality

-          Transportation

-          Public Safety

-          Human Services and Education

-          Recreation and culture

-          Environmental Sustainability

-          Citizen Engagement and City Governance
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Williamsburg-dashboard11.png"><img class="aligncenter size-large wp-image-13095" title="Williamsburg Public Dashboards 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Williamsburg-dashboard11-1023x504.png" width="634" height="304" /></a></p>
<!--more-->Each of the 8 goals are measured by at least 6 Key Performance Indicators (KPIs). For example, in the Recreation and Culture cluster, the city currently monitors 8 KPIs:

-          # Recreation program participants

-          % Recreation operation costs covered by user fees

-          # Waller Mill Park attendance

-          $ Farmers market annual sales

-          # Virginia Arts Festival attendance

-          # Quarterpath room usage

-          % Citizen satisfaction with city parks

-          % Citizen satisfaction with recreation centers
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Williamsburg-dashboard21.png"><img class="aligncenter size-large wp-image-13096" title="Williamsburg Public Dashboards 2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Williamsburg-dashboard21-1024x504.png" width="634" height="304" /></a></p>
Users have the possibility of viewing and interacting with all data available. Each KPI can be individually accessed and current and past results visualized and interpreted.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Williamsburg-dashboard31.png"><img class="aligncenter size-large wp-image-13097" title="Williamsburg Public Dashboards 3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Williamsburg-dashboard31-1024x516.png" width="634" height="300" /></a></p>
Furthermore, clicking on the Information button, available for all KPIs, opens up a tab which provides the KPI definition, additional information regarding the linked goal, as well as commentary around achieved results.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Williamsburg-dashboard4.png"><img class="aligncenter size-full wp-image-13093" title="Williamsburg Public Dashboards 4" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Williamsburg-dashboard4.png" width="629" height="294" /></a></p>
The KPIs provide a measurable achievement of the Williamsburg City Council’s goals and objectives for the council and, through the “Public Dashboards” initiative, an accessible and easy to use tool for citizens who desire to visualize the current status of local government initiatives.

References:
<ul>
	<li>Williamsburg City Council (2012), Performance management dashboards, available at: <a href="http://www.williamsburgva.gov/index.aspx?page=1127">http://www.williamsburgva.gov/index.aspx?page=1127</a></li>
	<li>Williamsburg City Council (2012), Adopted 2013/2014 Goals, Initiatives and Outcomes, available at: <a href="http://www.williamsburgva.gov/Index.aspx?page=1274">http://www.williamsburgva.gov/Index.aspx?page=1274</a></li>
	<li>Williamsburg City Council (2013), Public dashboards, available at: <a href="http://dashboard.williamsburgva.gov/">http://dashboard.williamsburgva.gov/</a></li>
</ul>
&nbsp;

&nbsp;

Image source:
<ul>
	<li><a href="http://dashboard.williamsburgva.gov/">http://dashboard.williamsburgva.gov/</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13089</wp:post_id>
<wp:post_date>2013-11-13 23:43:46</wp:post_date>
<wp:post_date_gmt>2013-11-13 12:43:46</wp:post_date_gmt>
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<title>Performance Expo: Employee Engagement Survey for higher education - Northwestern Michigan College</title>
<link>http://www.smartkpis.com/blog/employee-engagement-in-higher-education-northwestern-michigan-college/</link>
<pubDate>Thu, 14 Nov 2013 10:05:31 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Employee Engagement]]></category>

		<category domain="tag" nicename="employee-engagement"><![CDATA[Employee Engagement]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Northwestern Michigan College]]></category>

		<category domain="tag" nicename="northwestern-michigan-college"><![CDATA[Northwestern Michigan College]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13105</guid>
<description></description>
<content:encoded><![CDATA[In 2012, the Northwestern Michigan College (NMC) from Traverse City, Grand Traverse County, Michigan released the report of an extensive Employee Engagement Survey<ins cite="mailto:Mihai" datetime="2013-11-14T11:20">,</ins> in which 81,4% of the College’s regular employees took part.  The survey was designed by the Office of Research, Planning &amp; Effectiveness and it was meant to measure employees’ attitudes on a variety of topics included in three large categories: strategic alignment, cultureand engagement.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Survey.jpg"><img class="aligncenter size-full wp-image-13118" title="Performance Expo: Employee Engagement Survey for higher education - Northwestern Michigan College 1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Survey.jpg" width="634" height="300" /></a></p>
<!--more-->

<span style="font-size: 13px; line-height: 19px;">Besides the results, the survey report also presents the methodology, employee demographic information</span><del style="font-size: 13px; line-height: 19px;" cite="mailto:Mihai" datetime="2013-11-14T11:24">,</del><span style="font-size: 13px; line-height: 19px;"> and the response rate by different categories (executive area and department, age range or longevity within NMC)</span><ins style="font-size: 13px; line-height: 19px;" cite="mailto:Mihai" datetime="2013-11-14T11:23">. </ins><span style="font-size: 13px; line-height: 19px;">The questionnaire itself is also included in the report:</span>

<strong>Section 1 – Strategic Alignment: </strong>Within the 8 questions of this section, the employees are asked to assess their level of alignment and contribution to the NMC’s strategic direction, as well as <del cite="mailto:Mihai" datetime="2013-11-14T11:25">the</del> managers’ effectiveness in communicating the vision.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Strategic-Alignment1.jpg"><img class="aligncenter size-full wp-image-13107" title="Performance Expo: Employee Engagement Survey for higher education - Northwestern Michigan College 2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Strategic-Alignment1.jpg" width="634" height="629" /></a></p>
<strong>Section 2 – Culture: </strong>The 18 questions from this section are designed to measure aspects such as NMC’s openness to the new, the feeling of utility and involvement in the decision making process and the governance structure. Performance evaluations, managers’ feedback and motivation methods are also presented.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Culture.jpg"><img class="aligncenter size-full wp-image-13109" title="Performance Expo: Employee Engagement Survey for higher education - Northwestern Michigan College 3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Culture.jpg" width="634" height="680" /></a><a href="http://www.smartkpis.com/blog/wp-content/uploads/Culture2.jpg"><img class="aligncenter size-full wp-image-13110" title="Performance Expo: Employee Engagement Survey for higher education - Northwestern Michigan College 4" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Culture2.jpg" width="634" height="386" /></a></p>
<strong>Section 3 – Engagement: </strong>With 17 questions, this section covers <del cite="mailto:Mihai" datetime="2013-11-14T11:29"> </del>aspects such as satisfaction with the job responsibilities, development opportunities, collaboration with the other employees, access to information and overall satisfaction as a NMC employee.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Engagement1.jpg"><img class="aligncenter size-full wp-image-13111" title="Performance Expo: Employee Engagement Survey for higher education - Northwestern Michigan College 5" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Engagement1.jpg" width="634" height="805" /></a><a href="http://www.smartkpis.com/blog/wp-content/uploads/Engagement2.jpg"><img class="aligncenter size-full wp-image-13112" title="Performance Expo: Employee Engagement Survey for higher education - Northwestern Michigan College 6" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Engagement2.jpg" width="634" height="144" /></a></p>
Positive aspects of the presented employee engagement survey:
<ul>
	<li>The questions cover a wide range of aspects related to employee engagement<ins cite="mailto:Mihai" datetime="2013-11-14T11:30">;</ins></li>
	<li>An open-ended question is added at the end of each section, so that employees can also express other opinions related to the topic<ins cite="mailto:Mihai" datetime="2013-11-14T11:30">;</ins></li>
	<li>As stated in the survey, “each year, additional questions are included in the Employee Engagement Survey to help gain targeted input on topics that are of importance in the coming year. These open-ended questions are expected to change each year”. This approach is very useful in terms of receiving extensive feedback on various aspects.</li>
</ul>
Recommendations for the presented survey:
<ul>
	<li>The survey is not time-effective, due to the large number of questions. A smaller amount of questions might lead to a larger number of respondents. Also, it is recommended to include an estimated time for completion.</li>
	<li>The questions can be answered on a six points scale (Strongly Disagree, Somewhat Disagree, Neutral, Somewhat Agree, Strongly Agree and Don’t Know). As stated by Rachel Flagg in <em><a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#rating-scale" target="_blank">Basics of Survey and Question Design</a></em>,  it is recommended the usage of 5 a five levels scale, for example, including a “neutral” category, in order to receive a more accurate feedback.</li>
</ul>
<p style="text-align: left;"><em>References: </em></p>

<ul style="text-align: left;">
	<li>Northwestern Michigan College, Office of Research, Planning &amp; Effectiveness, 2012, Employee Engagement Survey 2012, Available at: <a href="https://www.nmc.edu/departments/orpe/research-and-data/surveys/2012-employee-engagement-report.pdf">https://www.nmc.edu/departments/orpe/research-and-data/surveys/2012-employee-engagement-report.pdf</a></li>
</ul>
<ul>
	<li>Flagg R. (2013), Basics of survey and question design, HowTo.gov, available at:<a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design" target="_blank">http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design</a></li>
</ul>
<p style="text-align: left;"><em>Image Sources:</em></p>

<ul style="text-align: left;">
	<li><a href="https://www.nmc.edu/departments/public-relations/logos/files/Northwestern-Michigan-College-green.jpg">https://www.nmc.edu/departments/public-relations/logos/files/Northwestern-Michigan-College-green.jpg</a></li>
	<li style="text-align: left;"><a href="https://www.nmc.edu/departments/orpe/research-and-data/surveys/2012-employee-engagement-report.pdf">https://www.nmc.edu/departments/orpe/research-and-data/surveys/2012-employee-engagement-report.pdf</a></li>
</ul>]]></content:encoded>
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<title>Performance Expo: Healthcare Procurement Dashboard – National Health Service model</title>
<link>http://www.smartkpis.com/blog/healthcare-procurement-dashboard-%e2%80%93-national-health-service-model/</link>
<pubDate>Fri, 15 Nov 2013 08:02:17 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[National Health Service]]></category>

		<category domain="tag" nicename="national-health-service"><![CDATA[National Health Service]]></category>

		<category domain="tag"><![CDATA[Procurement]]></category>

		<category domain="tag" nicename="procurement"><![CDATA[Procurement]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13121</guid>
<description></description>
<content:encoded><![CDATA[In United Kingdom, 4  publicly funded healthcare systems are referred to as the National Health Service (NHS). The 4 systems are entirely independent and they operate under different management and political authorities. The individual systems are: National Health Service (England), Health and Social Care in Northern Ireland, NHS Scotland and NHS Wales.

A  review of the National Audit Office (NAO) regarding the procurement in the NHS discovered a general lack of understanding and visibility of procurement performance at senior management levels across the NHS. This was the main reason why NHS organizations were failing to achieve their operational and financial performance objectives.

In response to this situation, the Department of Health together with representatives from procurement, finance and senior management levels from NHS provider organizations and other experts in the procurement field developed the NHS Procurement Dashboard.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Image-15.png"><img class="aligncenter size-full wp-image-13123" title="Dashboard – National Health Service model " alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Image-15.png" width="634" height="420" /></a><!--more--></p>
The Dashboard consists of several Key Performance Indicators (KPIs) focused on three important areas of procurement performance: business continuity, procurement efficiency and mitigating risks. These areas were paraphrased in the model as “Doing it well”, “Doing it efficiently” and “Doing it right”.

As NHS organizations stated, the dashboard aims to support:
<ul>
	<li>“Internal governance and continual improvement of the organization’s procurement performance;</li>
	<li>External reporting and transparency on procurement practice and performance;</li>
	<li>Comparison, identification and exchange of good and best practice”.</li>
</ul>
The dashboard uses line graphs and radar graphs for data visualization. The line graphs are useful as they allow viewers to easily track trends and KPIs’ evolution in time against established targets. Line graphs also allow predictions about future results, as they show patterns in data. Radar graphs can be used when a single plot has more than two properties and can provide vast amounts of information in a simple graphic that is easy to read.

We can also notice that each KPI has a definition, for a better understanding of its meaning, traffic lights to provide an instant visualization of its results and a section for comments, in order to assist the dashboard interpretation. KPIs’ names should be standardized - symbols should be used in front of the KPI name ($ - value of, % percentage of, # - number of), to provide more clarity in regards to what the indicators mean.

For more KPIs examples related to Procurement you can visit: <a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/procurement-purchasing/">Procurement / Purchasing</a>

References:
<ul>
	<li>Department of Health, NHS (2013), NHS Procurement Dashboard: Overview, available at: <a href="https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/255874/nhs_procurement_dashboard_overview.pdf">https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/255874/nhs_procurement_dashboard_overview.pdf</a></li>
	<li>Department of Health, NHS (2013), NHS Procurement Dashboard: Specification, available at: <a href="https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/255875/nhs_procurement_dashboard_specification.pdf">https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/255875/nhs_procurement_dashboard_specification.pdf</a></li>
</ul>
Image source:
<ul>
	<li style="text-align: left;"><a href="https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/255874/nhs_procurement_dashboard_overview.pdf">https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/255874/nhs_procurement_dashboard_overview.pdf</a></li>
</ul>]]></content:encoded>
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<title>The Danes - the happiest people in the world in 2013</title>
<link>http://www.smartkpis.com/blog/the-danes-the-happiest-people-in-the-world/</link>
<pubDate>Mon, 18 Nov 2013 07:19:25 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Personal performance]]></category>

		<category domain="category" nicename="personal-performance"><![CDATA[Personal performance]]></category>

		<category domain="tag"><![CDATA[Denmark]]></category>

		<category domain="tag" nicename="denmark"><![CDATA[Denmark]]></category>

		<category domain="tag"><![CDATA[Happiness Research Institute]]></category>

		<category domain="tag" nicename="happiness-research-institute"><![CDATA[Happiness Research Institute]]></category>

		<category domain="tag"><![CDATA[Quality of Life]]></category>

		<category domain="tag" nicename="quality-of-life"><![CDATA[Quality of Life]]></category>

		<category domain="tag"><![CDATA[World Happiness]]></category>

		<category domain="tag" nicename="world-happiness"><![CDATA[World Happiness]]></category>

		<category domain="tag"><![CDATA[World Happiness Report]]></category>

		<category domain="tag" nicename="world-happiness-report"><![CDATA[World Happiness Report]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13132</guid>
<description></description>
<content:encoded><![CDATA[According to the 2013 World Happiness report, Denmark is the happiest country in the world. The study rated the current state of people’s living, and Denmark scored 7.693, on a scale from 0 to 10, where 0 stands for the worst possible life and 10 for the best.

These findings are not surprising, taking into consideration that in 1973, it was the first time when Denmark topped the European Union (EU) member states table of happiness, according to a survey conducted in that period by the EU. What makes the Danes happier than other people?
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture19.png"><img class="aligncenter size-full wp-image-13140" title="5 ways to be happier" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture19.png" width="634" height="1050" /></a></p>
<p style="text-align: center;"><!--more--></p>
According to Meik Wiking, the Director of the Happiness Research Institute from Denmark, financial security is the main reason for that. It is well known that Denmark has the highest taxes in the world, as a percentage of the economy, but this reflects in a higher quality of life for the citizens:
<ul>
	<li>Support in case of job losses – the unemployment insurance covers 80% wages for 2 years;</li>
	<li>Quality healthcare services – everybody who becomes acutely ill is entitled to free treatment at hospital, while benefiting from high quality service;</li>
	<li>Childcare support – childcare is a legal right, being seen as a help for children in order to develop as democratic citizens, as well as a help for parents in order to have their children cared for, while they are working.</li>
</ul>
Another reason for the Danes’ happiness, counts the trust. This value is cascaded down from the Government to the ordinary people. Having low levels of corruption and really believing that the state’s institution protect citizens’ rights, Danes trust each other and this makes the society more cohesive. Consequently, social relationships are better structured.

Other possible reason includes their history, as they have learnt to appreciate what they have and not to worry too much for the future. Nowadays, the Danes have among the highest levels of private debt in the world and a rough taxation, but they keep ranking themselves as the happiest people in the world.

Happiness can be seen as an emotional state. Happy people live longer, are more productive, earn more and are also better citizens. But even more important, happiness seems to become a way of evaluating a country’s welfare, the coherence of its systems and the Government’s ability of offering a high quality of life to its citizens.

References:
<ul>
	<li>John Helliwell, Richard Layard and Jeffrey Sachs (20130, World Happiness Report 2013, available at: <a href="http://unsdsn.org/files/2013/09/WorldHappinessReport2013_online.pdf">http://unsdsn.org/files/2013/09/WorldHappinessReport2013_online.pdf</a></li>
	<li>The Age (2013), What makes the Danes the happiest people on earth?, available at: <a href="http://www.theage.com.au/lifestyle/life/what-makes-the-danes-the-happiest-people-on-earth-20131112-2xe7h.html">http://www.theage.com.au/lifestyle/life/what-makes-the-danes-the-happiest-people-on-earth-20131112-2xe7h.html</a></li>
	<li>Plantenga, J. and Remery, C. (2009), The provision of childcare services: A comparative review of 30 European countries, European Commission, available at: <a href="http://ec.europa.eu/social/BlobServlet?docId=2803&amp;langId=en">http://ec.europa.eu/social/BlobServlet?docId=2803&amp;langId=en</a></li>
	<li>Danish Healthcare and Medicines Authority (2005), The Danish healthcare system, available at: <a href="http://international.ucl.dk/files/2012/08/the_danish_healtcare_system.pdf">http://international.ucl.dk/files/2012/08/the_danish_healtcare_system.pdf</a></li>
	<li>denmark.dk (2013), Happiest in the world, available at: <a href="http://denmark.dk/en/meet-the-danes/work-life-balance-the-danish-way/happy-danes/">http://denmark.dk/en/meet-the-danes/work-life-balance-the-danish-way/happy-danes/</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.yhypnosis.com/5-ways-to-increase-your-happiness/">http://www.yhypnosis.com/5-ways-to-increase-your-happiness/</a></li>
</ul>]]></content:encoded>
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<title>Good practices in setting targets</title>
<link>http://www.smartkpis.com/blog/good-practices-in-setting-targets/</link>
<pubDate>Tue, 19 Nov 2013 11:53:36 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Targets]]></category>

		<category domain="tag" nicename="targets"><![CDATA[Targets]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13145</guid>
<description></description>
<content:encoded><![CDATA[Targets provide a reference point against which performance is measured. If targets are high or low, they can significantly affect the analysis of KPI’s results. Some analysts consider that stretch targets are the way to success, while others believe is better not to set targets at all.

A stretch target is a target that cannot be achieved unless a major change takes place and people start thinking differently and adopt a different strategy. However, there is a fine line between a good stretch target that drives performance and the one that demotivates, by being too hard to achieve.<!--more-->

Good practices in establishing targets:

<strong>Technical aspects</strong>
<ul>
	<li>Set target based on thorough research – the company’s historical data, benchmarking studies, and market analysis can provide valuable information and reference points in determining the appropriate level of targets.</li>
	<li>Set short and long term targets – it long term targets can be decomposed into smaller ones, ensuring a step by step approach. This ensures a sustainable development of the company.</li>
	<li>Cascade targets top-down – target alignment should be ensured, by cascading them from top management, down to employee level.</li>
	<li>Instead of having only one target, consider using thresholds - they show the intervals in which KPI results can range, providing a more detailed image in regards to performance. KPIs in the yellow threshold may not have met the target, but as they are still in the acceptable interval, they may not require immediate action, as the KPIs in the red threshold.<a href="http://www.smartkpis.com/blog/wp-content/uploads/Thresholds.png"><img class="aligncenter size-full wp-image-13147" title="Good practices in setting targets" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Thresholds.png" width="634" height="300" /></a></li>
</ul>
<ul>
	<li>Test and adjust targets – testing targets for 3 or 6 months can outline if the company is on the right track. Adjustments should be made as often as necessary, in order to ensure the relevancy of the targets.</li>
	<li>Establish initiatives that support the achievement of targets – to improve performance, changes are necessary, and this can be achieved by implementing several initiatives or projects.</li>
</ul>
Continuously review and update targets – setting targets is not a one-time event, it is a permanent process that involves periodical reviews and updates of targets.

<strong>Social aspects:</strong>

In some cases, setting targets and being too oriented towards results, can lead to <a href="http://www.smartkpis.com/blog/2013/10/06/target-setting-side-effects/">negative behaviors</a> among employees. In order to avoid tunnel behavior, lack of ethics or risky decisions, it is important to ensure a proper environment to work with targets:
<ul>
	<li>The organizational culture has to promote constant learning and improvement – in thsis way performance evaluations will be regarded as positive events, instead of stressful meetings;</li>
	<li>Employees have to understand clearly their job and the performance expectations – people are more likely to perform well and accept targets, as long as they are aware of their responsibilities from the beginning.</li>
	<li>Involve target owners in the target setting process – employees will be more determined to achieve targets, if they participate in the process of establishing them.</li>
	<li>Do not immediately link targets to financial incentives – there are other effective ways to motivate employees to perform better, including the public recognition of performance. Financial incentives can drive tunnel behavior, and some employees may even act unethically, in order to get a bonus.</li>
	<li>Celebrate and reward even small achievements – some targets may be very hard to achieve or might take longer. To keep employees motivated, is important to acknowledge and reward even smaller accomplishments.</li>
</ul>
References:
<ul>
	<li style="text-align: left;">Brudan, A. (2013), Target setting for key performance indicators, MILE Webinars, available at: <a href="http://www.youtube.com/watch?v=k9Kt3fxMPS4">http://www.youtube.com/watch?v=k9Kt3fxMPS4</a></li>
	<li style="text-align: left;">Behn, R. B. (2011), The value of setting stretch targets, Harvard Journal, Volume 10, Number 4, available at: <a href="http://www.hks.harvard.edu/thebehnreport/All%20Issues/December2011.pdf">http://www.hks.harvard.edu/thebehnreport/All%20Issues/December2011.pdf</a></li>
	<li style="text-align: left;">Franco-Santos, M. and Bourne, M. (2008), The impact of performance targets on behavior: A close look at sales force contexts, available at:  <a href="http://www.som.cranfield.ac.uk/som/dinamic-content/media/CBP/Publications/CIMA_full%20Report.pdf">http://</a><a href="http://www.som.cranfield.ac.uk/som/dinamic-content/media/CBP/Publications/CIMA_full%20Report.pdf">www.som.cranfield.ac.uk/som/dinamic-content/media/CBP/Publications/CIMA_full%20Report.pdf</a></li>
</ul>]]></content:encoded>
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<wp:post_date>2013-11-19 22:53:36</wp:post_date>
<wp:post_date_gmt>2013-11-19 11:53:36</wp:post_date_gmt>
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<title>The ultimate level of employee satisfaction: Working at the Googleplex</title>
<link>http://www.smartkpis.com/blog/the-ultimate-level-of-employee-satisfaction-working-at-the-googleplex/</link>
<pubDate>Wed, 20 Nov 2013 08:10:44 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag" nicename="employee-satisfaction"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag"><![CDATA[Google]]></category>

		<category domain="tag" nicename="google"><![CDATA[Google]]></category>

		<category domain="tag"><![CDATA[Internet]]></category>

		<category domain="tag" nicename="internet"><![CDATA[Internet]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13152</guid>
<description></description>
<content:encoded><![CDATA[According to Fortune Magazine, Google is at present the number one best company to work for, and this <del cite="mailto:Fujitsu" datetime="2013-11-20T09:21"> </del>is no surprise: the Googleplex in Mountain View, California, resembles a true recreational park. Employees have bikes to travel around the campus, free gyms, year round pools, healthy food courts andcolorful lounge areas.

[caption id="attachment_13153" align="aligncenter" width="500"]<a href="http://www.smartkpis.com/blog/wp-content/uploads/salary-google.jpg"><img class="size-medium wp-image-13153    " title="The ultimate level of employee satisfaction: Working at the Googleplex" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/salary-google-300x220.jpg" width="500" height="350" /></a> Employee satisfaction is also at a financial level[/caption]

&nbsp;

At first glimpse, such conditions seem to stimulate leisure rather than hard work.  In fact, Google along with other successful companies like SAS, practice a philosophy focused around the well-being of the employees, and as a result, “they are consistently outperforming other companies”, according to Milton Moskowitz, co-author of the Fortune Magazine list of “100 Best Companies to Work For”.

<!--more-->

This year, Google has registered a 31% increase in revenue for the quarter that ended on March 31<sup>st</sup>, which means their philosophy is actually benefiting the company. In a 2012 interview for Fortune, CEO Larry Page emphasized the mission that Google holds for its employees: to offer them great opportunities and a sense that they are meaningfully improving the society, all in a family-like environment. <ins cite="mailto:Mihai" datetime="2013-11-19T12:14"></ins>

Google also knows how to maintain these results: by constantly communicating and encouraging employees to offer feedback and suggestions.

In order to benefit from this seemingly perfect work environment, candidates must first manage to become Googlers. The Google interviewing process is also atypical: they train all employees to conduct interviews. This way, candidates are not necessarily interviewed by potential superiors, but by potential peers or employees unrelated to the job area, to encourage objectiveness. This operation relies on years of analytics that have helped shape the current interviewing process, while there is an ongoing data analysis and reviewing process in place. The latter seems compulsory, since Google receives around 2-3 million web applications each year.

To conclude, Google appears to have found the perfect balance between work and leisure for its employees: it  offers them a pleasant work environment, and in return, they deliver great ideas and results.

Some examples of KPIs that can be used in measuring employee satisfaction are:
<ul>
	<li>% Employee satisfaction</li>
	<li># Employee engagement index</li>
	<li>% Employee turnover</li>
	<li>% Adherence to values and mission<ins cite="mailto:Fujitsu" datetime="2013-11-20T09:25"></ins></li>
	<li># Rewards and recognition for innovation ideas</li>
	<li>% Idea conversion rate</li>
	<li>$ Bonus payout</li>
</ul>
<em>References:</em><em> </em>

Google Inc. (n.d.),  Life at the Googleplex , <del cite="mailto:Mihai" datetime="2013-11-19T11:55"> </del>available at: <a href="http://www.google.ro/about/jobs/lifeatgoogle/life-at-the-googleplex.html">http://www.google.ro/about/jobs/lifeatgoogle/life-at-the-googleplex.html</a>

Google Inc. (2013), Google Inc. Announces First Quarter 2013 Results, available at: <a href="http://investor.google.com/earnings/2013/Q1_google_earnings.html">http://investor.google.com/earnings/2013/Q1_google_earnings.html</a>

Halzack, S. (2013), An inside look at Google’s data-driven job interview process, The Washington Post, available at: <a href="http://articles.washingtonpost.com/2013-09-04/business/41740901_1_job-candidate-interviews">http://articles.washingtonpost.com/2013-09-04/business/41740901_1_job-candidate-interviews</a>

Gargiulo, S. (2011), How employee freedom delivers better business, CNN, available at: <a href="http://edition.cnn.com/2011/09/19/business/gargiulo-google-workplace-empowerment/index.html">http://edition.cnn.com/2011/09/19/business/gargiulo-google-workplace-empowerment/index.html</a>

Lashinsky. A. (2012),  Larry Page: Google should be like a family, Fortune, available at:

<a href="http://tech.fortune.cnn.com/2012/01/19/best-companies-google-larry-page/?iid=F_F500M">http://tech.fortune.cnn.com/2012/01/19/best-companies-google-larry-page/?iid=F_F500M</a>

Fortune (2013), 100 Best Companies to Work For,  available at: <a href="http://money.cnn.com/magazines/fortune/best-companies/2013/list/?iid=bc_sp_full">http://money.cnn.com/magazines/fortune/best-companies/2013/list/?iid=bc_sp_full</a>

&nbsp;

<em>Image source: </em>

<a href="http://dotnetslackers.com/Community/blogs/xun/archive/2011/10/13/how-google-guys-get-paid-how-to-be-one-of-them.aspx">http://dotnetslackers.com/Community/blogs/xun/archive/2011/10/13/how-google-guys-get-paid-how-to-be-one-of-them.aspx</a><del cite="mailto:Adelina" datetime="2013-11-19T13:47"></del>

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<title>Performance Expo: Customer Satisfaction Survey for events – Grand Hyatt</title>
<link>http://www.smartkpis.com/blog/performance-expo-customer-satisfaction-survey-for-events-%e2%80%93-grand-hyatt/</link>
<pubDate>Thu, 21 Nov 2013 12:53:22 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Grand Hyatt]]></category>

		<category domain="tag" nicename="grand-hyatt"><![CDATA[Grand Hyatt]]></category>

		<category domain="tag"><![CDATA[Hospitality and Toursim]]></category>

		<category domain="tag" nicename="hospitality-and-toursim"><![CDATA[Hospitality and Toursim]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13162</guid>
<description></description>
<content:encoded><![CDATA[Besides offering accommodation, the largest and most important hotels today also include “Meetings &amp; Events” in their offer. As events have become a substantial source of income for the large hotel chains, the customers’ feedback is very important. <span style="font-size: 13px; line-height: 19px;">One of the hotel chains that values its clients’ opinion when organizing different events is Grand Hyatt. It  has put in place different surveys for the services offered, and the “Events” category makes no exception. </span>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Questionnaire.jpg"><img class="aligncenter size-full wp-image-13163" title="Grand Hyatt Event Questionnaire" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Questionnaire.jpg" width="634" height="379" /></a><!--more--></p>
<p style="text-align: center;"><em>To view the full Questionnaire proposed by Grand Hyatt, click here: <a href="https://www.dropbox.com/s/07rn3i9y105f2ib/Grand%20Hyatt%20Event%20Questionnaire.pdf" target="_blank">Event Questionnaire-Grand Hyatt</a></em></p>
Positive aspects of the presented Event Questionnaire:
<ul>
	<li>It offers a “definition of scores” which helps clients rate more accurately the services offered to them on a five points scale;</li>
	<li>The questions are divided into clear clusters, which offer a better focus on the key service areas and ease the completion;</li>
	<li>The questionnaire covers a variety of aspects, from the most general, such as group accommodation (rooms, food and beverage), to the very specific, such as handling clients’ inquiries, the coordination of the event, personnel accessibility and responsiveness.</li>
	<li>Clients are asked whether they plan to organize other events at the Hyatt hotels. Requesting precise information, such as time and location for further events may prove to be useful when it comes to keeping in touch with possible future clients.</li>
</ul>
Recommendations for the presented Event Questionnaire:
<ul>
	<li>In terms of look and feel, a more attractive layout is recommended.</li>
	<li>It only contains one open-ended questions, at the ending. Adding more questions of this type might encourage clients to express more detailed and useful opinions regarding the interest areas submitted for evaluation.</li>
</ul>
<em>Resources:</em>
<ul>
	<li>Meetings &amp; Events, 2013, Grand Hyatt, available at: <a href="http://www.hyatt.com/hyatt/meetings/index.jsp">http://www.hyatt.com/hyatt/meetings/index.jsp</a></li>
	<li>Grand Hyatt, Event Questionnaire.</li>
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<title>Expert Interview - Alan Meekings, Landmark Consulting, United Kingdom</title>
<link>http://www.smartkpis.com/blog/expert-interview-alan-meekings-landmark-consulting-united-kingdom/</link>
<pubDate>Thu, 21 Nov 2013 13:39:06 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Interviews]]></category>

		<category domain="category" nicename="interviews"><![CDATA[Interviews]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Management in 2012]]></category>

		<category domain="tag" nicename="performance-management-in-2012"><![CDATA[Performance Management in 2012]]></category>

		<category domain="tag"><![CDATA[United Kingdom]]></category>

		<category domain="tag" nicename="united-kingdom"><![CDATA[United Kingdom]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13167</guid>
<description></description>
<content:encoded><![CDATA[For the report <a href="http://issuu.com/thekpiinstitute/docs/performance-management-in-2012" target="_blank">Performance Management in 2012</a>, The KPI Institute conducted 12 semi-structured interviews with practitioners, academics and consultants, who offered a detailed image on the state of Performance Management as a discipline.

Alan Meekings, Founding Director of Landmark Consulting, United Kingdom was one of the consultants that The KPI Institute interviewed.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/16.jpg"><img class="aligncenter size-full wp-image-13168" title="1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/16.jpg" width="246" height="335" /></a></p>
<strong><!--more-->1. What does the term Performance Management mean to you?</strong>

&nbsp;

We tend to see performance measurement management and I think that is to distinguish from the term performance management which is often used to imply the appraisal development term of individuals and is more what human resource professionals would need when they say performance management. They are looking at individual performance management recognition reward and so on. But I feel that by adding the term measurement, we overly focus on metrics rather than the performance information in the round. So I also see two parallel dimensions here. One you might call the strategic execution and operational excellent to be saying. But alongside that, and equally important, is the ongoing development of the organization and continual improvement. And I like the term organizational performance management because it seems to be that sweeps up both those complementary perspectives. So if you thought the kind of execution and operational excellence side of saying what we said we are going to do in the direction we are going. The other side of it is how we are going to continually develop the organizations strategically and operationally and drive continual improvement in not only how the work gets done but how the organization is managed.

<strong>2. What drives interest in Performance Management?</strong>

In the public sector, certainly looking at what has happened at UK over the past decade or so, focus has been increasing on outcomes of impacts of the public services. And that has caused significant attention to be paid within the public sector to issues of organization performance management. You can go down a siding and say I think a lot of matters being badly done and arbitrary numerical target setting was given free reign in UK. But it certainly has focused on the issue of organizational performance management. In the commercial sector, you have got what Dr. Deming described as “Survival is not compulsory” in a competitive market. You have the sort of ongoing need to keep up with changes and levels of competition within your own sector. But if those are the two drivers which I see, the other factor is the impact of the section.

<strong>3. What are your thoughts on the relationship between performance management at organizational, departmental and individual level?</strong>

There is an idea called “performance architecture” answering the question: who at what level or cross what functions and so on individually or as a team; who needs to look at what performance information; why and what decisions are they expected to take; when and how frequently (is this a daily process or weekly process) and how is performance planning going to be brought to life in practice; how are the different levels in an organization going to be end functions or going to be connected by design; what is important and the last thing that ever gets attention is how is this information going to be used in practice. And it comes back to my point that it starts from use it’s completely different.

Then you pull through the performance intervention you need is a remarkable but understandable logical fact that if you start by thinking answering the question of performance architecture question. You need to come together to look at what, when, why and how. If you know that, you can just roll out that performance architecture I say rather simplistically because there are all sorts of questions about where do you start. You start at the bottom level in which case senior managers are not involved, or you start at their level then there is no terms of fast-moving operational data for them to take a decision, or you start at the middle level but conceptually when you answer that question you can roll that out.

Then, because you are talking about use, if the first measures you come up with don’t provide the information that is needed for better decision making faster, then you change the measures. It’s completely different from the way that metrics are normally sort of bolted on top of the organization. And they don’t take root and they don’t get changed because they are not used in decision making. Start with the decision-making process and then you create self-correcting metrics and gets home because it’s used. So I see it is really a long way of answering the question about the importance of thinking through an architecture that covers the whole organizational, departmental, or business unit level all the way down to frontline staff, teams and their leaders or supervisors.

<strong>4. What are the 2012 key trends in Performance Management from the perspective of your knowledge and experience in this field?</strong>

I made the point that I think an assessment to the literature, the account, the number of papers. They are going to be mostly on frameworks, metrics, and things like that and not on use. So I think even today within the academic community, looking the papers who written, I see them focusing on things like risk management which is very interesting and very important topic.

You might even add to that list Prof. Tom Davenport’s phrase “Competing on Analytics”. So people are now thinking we can develop an analytical capability and use that for a competitive advantage. Not many of them do it but Tom Davenport’s whole book focusing on that. I think that’s gaining attention but I still believe that we should be a directing research towards what I call Connected Performance. And that has four elements. I have mentioned the first which is Performance Architecture.

Imaging four interlocking bubbles Connected Performance Architecture in the top, the next one is what I call “Performance Exploration”, that is everything to do with both the visual presentation and intelligent interpretation of data, but also the ability for people to explore their performance information to get actionable insights. How do you get actionable insights out of your data and that doesn’t necessarily mean having lots of business analysis’s using software tools like Business Objects and Cognos or whatever. The principle now and fortunately technology enables this increasingly, is that everyone should be able to explore their data at the speed of thought.

So if you are in a performance planning section and you have some issue, maybe if you are running a website you are concerned about your conversion rate from taking visitors to the site and having them end up purchasing something and so on. If you worry about an issue like that, the ability to say which particular products are we worried about, what time of year, etc. Individuals and managers should ideally be able to explore the performance data in the way the same way we use Google to explore the worldwide web. And that perspective, again I don’t see many people writing about it, to me is profoundly important. No use having a wonderful performance architecture if you can’t get any insights on which to take decisions.

If we go to the left of the horizontal plate, I call “performance planning”. Performance planning doesn’t just happen. A position I worked on, we had to provide some form of coaching for people to plan performance and that covers aspects of preparing in advance for performance planning section. As well as decision making within that context, and follow up afterwards. For example, I always talk about three uses of performance information. One is to explore performance; two is to monitor performance. Or perhaps monitor first, because you do need to be able to keep your finger on the pulse. You need to be able to explore for actionable insights. The third thing that I call is show and that’s always the most difficult to get clients to understand.

But if you make a decision, you should have a sense of what you might call the “the flash in the bang time”. When are we going to see the impact of that decision or that might be a substantial redesign of part of our website which might take three months. So you should make a note in three months’ time saying we will come back and re-visit that, and see if it had the impact that we envisaged because that’s how you create really powerful learning. So there is a lot to talk about under the performance planning heading.

My final bubble down the bottom I call “Performance Culture”. It is easy to see there is no point in having an elegant performance architecture if nothing gets done. And that shouldn’t get people to move out of analysis paralysis into taking action and learning from the impact. But there are whole load of cultural things around that that almost no one’s writing about. I understand from an academic perspective it’s quite difficult to get inside the organization and see how things are done. But Prof. Mike Bourne at CBP has a very good session he often runs where he talks about five seasons for measuring, which are: to establish position, to communicate direction, to influence behavior, to stimulate action and to facilitate learning. What interesting to do is under that heading, under each of those five headings, talk about the behavior aspects. What should leaders of performance planning be doing and not doing to encourage that to work. If I give you an example establish position what should you do? You should ensure that performance is seen and assessed from genuinely systemic perspective. What should you not do shoot the messenger I have got a number of points like that, and I think that it is in this area of use but within use not just the rational things but the emotional political aspects in performance management need to be brought into sharper focus if you want to improve practice to take root and blossom.

So slightly link to that, I tend to think three important component parts. One is leadership and there is a significant body of knowledge on leadership we recognize within organizations if you look at something like the British companies spend a lot of times to training in leadership. And it makes a significant difference. All commercial organizations or public sector tend to assume that people know how to lead because they promoted. So that’s a component part. The second thing is what’s the purpose of the organization? Is it profoundly customer focus for the benefit of our citizens or customers and that’s a topic how do you get the voice of the customer integrated and linked from grass roots level to the boardroom. Terry Leahy of Tesco fame has a saying, “you have got to get a line of sight of the customer throughout the organization particularly at senior level”. The third thing is what I would call fix the system and my method I happen to call it Connected Performance. It is almost like this is going to hone the machine that gets things done and drive continuing improvement. And I think it would be helpful for the literature to move into these other three complementary areas as well.

<strong>5. What aspects of performance management should be explored more through research?</strong>

Back to the triangle that I was drawing, you have got a traditional organization senior executives, frontline staff and team leaders. This is how you have got varies levels of the boardroom to the frontline. You have varies functions and that’s what I would call how the work gets done. The flow of work in management information controls how the work gets done. This is the missing perspective that management process in organizations and I think I go up to the point of saying there is a very good blogger called John Childers who writes about leadership processes. I’m trying to think about who else specifically identifies improving the management processes. People go off on leadership courses and stuff like that and it is almost like that you can’t do things in the other two areas but this idea that you can systematically improve the management process in organizations is not well understood at the moment. I see that as the next big area of breakthrough because we have done Japanese quality improvement, we have done lean thinking and so on. And that has been hugely helpful.

We’ve even done business process re-engineering. To me that’s all it’s really focused on changing how the work gets done. What we need to do now is to say what are the tools and techniques, approaches, methods and so on that we can use deliberately to improve the way organizations are managed. Because once people get it, they can’t go back. It’s profoundly powerful. The clients I worked with over the past three years or so as a management consultant, the basis of continual improvement is that they understand that we have to be working on the management process as well as how the work gets done.

<strong>6. Please provide some examples of organizations which you would recommend for study due to their approach to performance management and achievements?</strong>

The most complete management station of Connected Performance calls <a href="http://www.moneysupermarket.com/">www.moneysupermarket.com</a>. That’s the world’s largest price comparison website based in the UK. So you are thinking about buying, let’s say, car insurance, home insurance, pet insurance, mortgages, savings, investments, package holidays and flights, they have about 75 channels or groups of products or services that they can help you identify the features and compare prices. And there will be only a price comparison website for services like that listed on the Stock Exchange. It’s in the top 100 in the UK on the London Stock Exchange. If I say the name Bernard Marr who is an academic researcher in this field, he used to work for the business performance in Cranfield University. He is encouraging me to write a case study on money supermarket, so later this year I aim to do that.

Another firm that is interesting is Belron, our world’s largest and fastest-growing vehicle glass repair and replacement company. And they have had very significant success through a combination of three things to manage performance. One they would call “total net conversions”. That’s the idea that if a motorist are just crack my windscreen, how do we make sure that we capture that work and go and deliver a satisfaction job and get paid for it? That’s conversion in their terms. They are one of the leading hall of fame clients of net promoted score. There was a net promoter conference earlier this month and they were the first client to speak and they told a really interesting story of how they have been able to grow customer delight through the application of that promoted score. Whether you think the promoted score is a good idea or bad idea is a very interesting story.

And the third component is what they would call operational excellence. So that doesn’t include productivity, the aspects of delivery meeting promises. And why that they have been able to manage that at company level (they are now in 34 countries) but also at branch level is I think very interesting.

The other case study needs to be written, is that the Landmark Consulting have worked with six out of the twelve ambulance services in England and Wales implementing exactly the same software and management process. But because they are all the same, they don’t compete with each other; it’s possible to see the differences. Because you can image every ambulance service has areas within the regions and what we are rolling out is exactly the same software and management process that across six organizations, you can really start to see what works and what doesn’t work. And I think that is the most interesting example. It’s unique. I’m not aware that anything like that has happened. Now you might go and work for an oil company and then can you work for another oil company? I mean they are certainly not going to share information. But the ambulance systems don’t compete with each other, so they are willing to trade experience. And we use Prof. Andy Neely to do some past-implementation reviews to get a sense of what worked and what hasn’t worked in each of those areas. I think that’s worth exploring.

&nbsp;

<strong>7. Which are the main challenges of Performance Management in practice today?</strong>

I have got a fishbone diagram which says typical causes of failure and has varies aspects. There is a major bone called “Don’t want to improve”, one called “Complacent”, “Don’t understand it”, “Don’t agree with it”, “Don’t believe it will be helpful” etc. I have developed this framework over the years when brought into teach for example MBA courses. I have often split the audience into groups and say go away and think about from your experience in your organizations with whom you have worked, why do performance measurement and management initiatives typically either fail or fail to deliver the benefits that were expected.

Having over the years sort of running lots of those sessions, I have got a fairly comprehensive listing now. And I grouped them into generically four areas to do with 1), motivation: why would be organizations want to go through these; 2), Mobilization and communication: how do you get people on board; how do you explain to them what’s coming and how they get involved; 3), Design and Implementation; 4), Support and coaching. By looking at the common reasons of failure, the other side of the coin is to turn that round and say how we would address all of those risks, so as to deliver a successful implementation approach. And comes back to the point that I’m making earlier, that I think at the moment, research in this area is understandably but overly focus on frameworks and measures and stuff like that, and not on implementation. And I think implementation is the biggest single challenge.

<strong>8. What do you think should be improved in the use of performance management tools and processes?</strong>

A greater awareness to the framework that I call Connected Performance would be good. That’s being my area of focus for the past 23 years.

<strong>9. What would you consider best practice in performance management?</strong>

&nbsp;

I think the answer is the same as Question 8, the best practice in performance management is Connected Performance because that covers everything.

&nbsp;

<strong>10. Which aspects of performance management should be emphasized during educational programs?</strong>

&nbsp;

I think the important thing to get across in education is the principle of start with the use. Who’s come together to look at what information, why, when and how. How is performance information to be used to improve decision making to connect levels of business to improve the optimization of the working across areas functions. Most large organizations are functional silos. They are managed as such. You might talk about having a leadership team, but in practice it tends to be a chief executive and coming together of functional heads who are almost encouraged or incentivized to optimize their own little bit of the business. And John Childers again writes well on this topic: how do you actually create a leadership team who is managing the business systemically. So I do think that we should be talking more people about the use of performance information, rather than teaching them measurement frameworks such as how to design a good measure that sort of thing.

<strong>11. What are the barriers to achieving higher levels of proficiency in performance management among practitioners? </strong>

&nbsp;

I think the barrier is how to see what good looks like. Because we tend to manage organizations by copying what we have seen and looking at what leaders do. It’s enlarging a process of copying, and it’s in this particular area, it’s quite difficult to see the management process work. I mean you can go on a factory tour, and you can see how JUST-IN-TIME be made to work. What’s quite difficult is to understand the mindset that allows that thinking to take route. The Toyota production system, you can go and see the factory, but can you see the mindset? I think it’s almost like with a computer, you don’t see the operating system, you see the applications. I see the principle barrier here is being how you really understand what good looks like in terms of improving the management process. I don’t have an answer to it but I think that’s the biggest challenge as I see it. Because if you don’t know what good looks like, you are kind of perpetuating what you last saw really.

<strong>12. What Performance Management question would you like to have answered?</strong>

&nbsp;

I think that I would like to recognize leadership and management processes, understand that it is possible to redesign and improve the process in organizations and recognize the essential keys to success in implementation. That would be what I see ideally future research and attention going within the organizational performance management community.

&nbsp;

<strong>13. As a consultant, what are the most common issues that your customers raised related to Performance Management?</strong>

&nbsp;

The normal starting point is they feel that they are drowning their data, not necessarily measuring the right things. Have excessive performance reports no one bothers to look at and just want someone to come in and improve their KPIs of reporting. Of course, when they talk to me, I say that just doesn’t matter. We should start by saying we need come together to look at what, when, why and how. One client said to me that now things are so obvious. That is one of the two reasons why they would contact somebody like me who has a reputation of working in this field as consultant.

The second one, I would almost express it as some coming for advices on the tools they should be using. They have read about these competing on analytical stuff. They have got software providers all battering them to buy the new analytical tools, enterprise-wide software implementation. So they ask about should they select SPSS, BISuite or should we go with Cognos. And of course, they get the same answer from me as we are not going to address your tools until we work out we need to come together to look at what, when, why and how. Then we understand that you will know what tool you need.

For example, for money supermarket, we started out with what I would call a discovery face to understand the current management process, challenges, opportunities and so on and designer projects. And actually built a business case for a specific initiative which they call their term was “leading with insight”. And I like that phrase. What we implemented was what I call Connected Performance. That’s my kind of conceptual underpinning. I really like the phrase leading with insight. We discovered these three missing perspectives; they didn’t really have a clear understanding of the voice of customer. Although they are one of the largest website in Europe, they certainly spent more on Google than anyone else in Europe, so they are Google’s largest customer. At the time, there were 622 developers designing the website so it’s a big organization in terms of a web-based business. But all they did was do a bit of sort of focus group testing of new ideas, eye-tracking studies and things like that. They didn’t do any site exit surveys, post-transaction surveys. They didn’t do any comparative mystery shopping of the consumers. They didn’t have a long line research panel; we set up a long line research panel for them. They have never surveyed their providers. That’s the customers who pay for leads directed. So we put in place a program of customer insight activities to do just that. But that was designed into the project design. They also didn’t have a handle on their cost of sale.

And the third was the missing perspective on the providers how they would seen by. The providers compare to other comparative price comparison websites. So we designed their program which actually had 13 screens of activities; some of the activities have really exciting names like report clean up and self service; glossary and definitions. Each of those work screens had a charter saying what it was called, what the purpose of the work screen was; what the deliverables were; time resources working on a time scale and a proper program of management. If you approach the task that way, we actually said we would, at the end of the screen activity, which will be called “core BI capability”. We would access the need for an updated suite of analytical tools. When we did the work we concluded that the price that they have been quoted for that was a million pounds, they didn’t need to spend it. They are now at the position about 18 months on where they are again looking at their tools. If somebody comes in and say, make some recommendation on tools for us Alan, I just go back to the fundamental question asking what you are going to use this information. There is no point on spending money on it. I just think the software providers don’t do their customers a service by installing expensive tools without understanding what information you are expected to pull from it and why. I think that seems to be the two most common presenting issues. I not yet had anyone, any chief executive come up to me and say: Alan, I want you to improve my management processes; I want you to make performance explicit and widely visible. They don’t say it.

For more interviews of practitioners, academics and consultants we kindly invite you to read <a href="http://issuu.com/thekpiinstitute/docs/performance-management-in-2012" target="_blank">Performance Management in 2012</a>.

Coming soon - Performance Management in 2013.]]></content:encoded>
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<title>Performance Expo: Strategy Map - Victoria Cool Aid Society</title>
<link>http://www.smartkpis.com/blog/strategy-map-at-victoria-cool-aid-society/</link>
<pubDate>Fri, 22 Nov 2013 07:15:19 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Canada]]></category>

		<category domain="tag" nicename="canada"><![CDATA[Canada]]></category>

		<category domain="tag"><![CDATA[Mission]]></category>

		<category domain="tag" nicename="mission"><![CDATA[Mission]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Strategy Map]]></category>

		<category domain="tag" nicename="strategy-map"><![CDATA[Strategy Map]]></category>

		<category domain="tag"><![CDATA[Victoria Cool Aid Society]]></category>

		<category domain="tag" nicename="victoria-cool-aid-society"><![CDATA[Victoria Cool Aid Society]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13172</guid>
<description></description>
<content:encoded><![CDATA[The Victoria Cool Aid Society is an active participant in a variety of regional and national networks and organizations which work together to create opportunities for people who are homeless or living in poverty. Cool Aid is governed by an elected, community-based Board of Directors with an open committee structure, in order to maximize community input into Cool Aid’s various initiatives. Every year, Cool Aid helps over 10,000 people in the Capital Region.

According to the annual report 2012/13, the organization’s mission is to “end homelessness in Greater Victoria until 2018, by working in partnership with others to develop community-based solutions”. It is also committed to work “in a non-judgmental way with adults experiencing marginalization in Greater Victoria, by advocating for and providing emergency shelter, supportive housing, integrated health care and other support services”.

In order to achieve its mission, Victoria Cool Aid Society implemented a performance management system, and the first instrument they have developed is the Strategy Map.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/strategy-map2.png"><img class="aligncenter size-full wp-image-13176" title="Strategy Map - Victoria Cool Aid Society" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/strategy-map2.png" width="634" height="485" /></a><!--more--></p>
Victoria Cool Aid Society’s strategy map can be considered an example of good practice for the following reasons:
<ul>
	<li>It is built on the Balanced Scorecard concept, adapting the four BSC perspectives to the organization’s needs;</li>
	<li>The organization’s primary strategic objective is listed at the top of the strategy map : “In partnership with others, Cool Aid will end homelessness in Greater Victoria by 2018 while improving client quality of life”;</li>
	<li>Each strategic theme consists of several strategic objectives – it can be observed that some of the strategic objectives are relevant for more than one strategic theme, for example “Strengthen service experience”, or “Improve service integration”.</li>
	<li>All objectives start with verbs, which reflects adequate standardization and ensures clear communication within the organization.</li>
</ul>
The strategy map can be further improved by linking interdependent strategic objectives, in order to ensure a better understanding of how one objective is influenced by another one, so as to provide a clearer picture of the entire system.
<p style="text-align: left;"><em>References:</em></p>

<ul style="text-align: left;">
	<li>Victoria Cool Aid Society (2013), 2012/13 Balanced Scorecard - Annual report to the community, available at: <a href="http://www.coolaid.org/images/Cool%20Aid%202012-13%20Annual%20Scorecard%20Report.pdf">http://www.coolaid.org/images/Cool%20Aid%202012-13%20Annual%20Scorecard%20Report.pdf</a></li>
	<li>Victoria Cool Aid Society (n.d.), About Cool Aid, available at: <a href="http://www.coolaid.org/index.php?option=com_content&amp;view=article&amp;id=12&amp;Itemid=101#mission">http://www.coolaid.org/index.php?option=com_content&amp;view=article&amp;id=12&amp;Itemid=101#mission</a></li>
</ul>
<p style="text-align: left;"><em>Image source:</em></p>

<ul style="text-align: left;">
	<li style="text-align: left;"><a href="http://www.coolaid.org/images/stories/Strategy_Map.pdf">http://www.coolaid.org/images/stories/Strategy_Map.pdf</a></li>
</ul>
<p style="text-align: left;"></p>]]></content:encoded>
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<title>Expert Interview - Ricardo Rodriguez-Ulloa, Principal Lecturer and Researcher - Strategic Management, Pontificia Universidad Católica, Perú</title>
<link>http://www.smartkpis.com/blog/expert-interview-ricardo-rodriguez-ulloa-principal-lecturer-and-researcher-strategic-management-pontificia-universidad-catolica-peru/</link>
<pubDate>Fri, 22 Nov 2013 09:18:49 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Interviews]]></category>

		<category domain="category" nicename="interviews"><![CDATA[Interviews]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Management in 2012]]></category>

		<category domain="tag" nicename="performance-management-in-2012"><![CDATA[Performance Management in 2012]]></category>

		<category domain="tag"><![CDATA[Peru]]></category>

		<category domain="tag" nicename="peru"><![CDATA[Peru]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13179</guid>
<description></description>
<content:encoded><![CDATA[For the report <a href="http://issuu.com/thekpiinstitute/docs/performance-management-in-2012" target="_blank">Performance Management in 2012</a>, The KPI Institute conducted 12 semi-structured interviews with practitioners, academics and consultants, who offered a detailed image on the state of Performance Management as a discipline.

Ricardo Rodriguez-Ulloa, Principal Lecturer and Researcher - Strategic Management at Centrum Católica, Pontificia Universidad Católica, Perú was one of the academics that The KPI Institute interviewed.

<strong><!--more-->1. What does the term Performance Management mean to you?</strong>

&nbsp;

Performance Management for me has to do on how to monitor, control and manage the strategic and operational direction of an organization of any kind.

<strong>2. What drives interest in Performance Management?</strong>

&nbsp;

Nowadays we are in a very complex social, cultural, political and economic world, besides the climate conditions. So that it is very important to monitor the behavior of an organization at strategic and operational level, with diverse kind of indicators which allows to measure its performance along time and space.

<strong>3. What are your thoughts on the relationship between performance management at organizational, departmental and individual level?</strong>

&nbsp;

Well, let me tell that when I refer to "<em>diverse kind of indicators</em>", I am referring to efficacy, efficiency, effectiveness, ethics and aesthetics kind of indicators (5´es), so that there should be a very strong relationship among these kinds of indicators with the overall organization (strategic level), tactic level and operational level. This as well must be aligned with the performance of individuals within organizations, because the organization´s interests and the individuals´ interests must go hand in hand in order to get best results.

<strong>4. What are the 2012 key trends in Performance Management from the perspective of your knowledge and experience in this field?</strong>

&nbsp;

Your question is very interesting, because it allows me to mention the kind of indicators to measure the performance of organizations and manage them is changing since some years ago. From hard kind of indicators (those which measure financial, productivity, production, market share and so on) to more softer indicators which can measure the culture level of development of an organization to see if for example it is prepared for an strategic change, or how the power is distributed within the organization, or what about the mental models of the people who has the power to decide strategic issues of the organization. This is only thinking about inside the organization. There should be also other kind of soft indicators to measure and see their trends, concerning the environment, as the political climate, the cultural factors in favor or not the implement a business idea and so on. I think besides that what we really need is the combination of both kinds of indicators, using them in the synergistic way.

I think that in next years, this kind of indicators will be used or need to be used in most of organizations around the world. I am not mentioning for example the issue of corporate social responsibility, but only thinking in this issue, there are a lot of soft kind indicators to be considered. The complex problems we are facing around the world, like problems with the environment, are forcing us to start thinking that we need to measure other kind of variables which were not considered in the past.

<strong>5. What aspects of performance management should be explored more through research?</strong>

&nbsp;

Precisely, those soft kinds of indicators. There is a need to do more research on this issue to define the right kind of indicators. An additional aspect is to develop technology to be used in measuring those kinds of soft indicators.

There I think that other kind of technology should be needed as well. For example the use of systemic methodologies and technologies as system dynamics or the use of artificial intelligence should be needed to use to measure the conjunction effect of a myriad of indicators in order to measure the organization´s performance.

<strong>6. Please provide some examples of organizations which you would recommend for study due to their approach to performance management and achievements?</strong>

&nbsp;

Well, in my environment here in Peru, there are several organizations, which would be interesting to study. An example is Ajegroup, a Peruvian group which started in the Peruvian highlands as a small family business and now is in Asian, America´s and Europe markets.

Another one would be our Business School, Centrum Catolica Business School. In less than 10 years we have obtained the three corns, which is not an easy task for many business schools around the world.

Let me mention a Peruvian bank, Interbank, which is now operating around the world, mainly in China. They are growing with a very smart strategy. And I suppose measuring very carefully their indicators.

<strong>7. Which are the main challenges of Performance Management in practice today?</strong>

&nbsp;

The main problem is complexity. We are in the complexity era. Everything is complex. To educate a child who is born today is complex. How to educate her or him for them to be viable in the next 50 or 80 years? What kind of things should we teach them?

Now manage organization of any kind and size is a complex issue. We do not have market barriers with internet. Most of the business is done and will be done by internet. The virtual organization exists now. And everything will be in the virtual world where the distance is a click, like now we are in this interview. So that there are a lot of challenges in developing the performance management discipline, a lot of field of research in the topic.

<strong>8. What do you think should be improved in the use of performance management tools and processes?</strong>

&nbsp;

You need to work in several things: develop philosophy, develop concepts, develop theory, develop mythologies and develop technology, in order to have the adequate tools for performance monitoring and process modeling of any kind of organizations and well network of organizations, because an important issue in this century is the concept of network, because network brings you synergy. The great factor we need to measure is synergy of organizations and networks.

<strong>9. What would you consider best practice in performance management?</strong>

Well I should mention: 1. A consensual understand among stakeholders of a situation about what we mean with a specific indicator (hard or soft indicator).  2. Constancy and discipline in order to obtain the trend of the behavior of the defined indicators use in a specific case. 3. The use of tools and technology in order to automate as far as it can be possible the framework used to permanently measure the organization´s performance. These tools must look the trends of the indicators in the past, the present and the future of the organizations and its environment. 4. A work team able to work in group (open minded). 5. Apply the concept of learning organization in a never ending process.

&nbsp;

<strong>10. Which aspects of performance management should be emphasized during educational programs?</strong>

&nbsp;

I think that there are some neglected areas in educational programs, which need to be considered in 21st century: 1. Critical Thinking. The practice of thinking in a critical way. This is a very urgent need due to the positivistic and objectivistic paradigm installed in our society. 2. A shift of the positivistic and reductionist approach in study organizations, to a more phenomenological and hermeneutic approach. 3. The practice of systemic approaches in studying organizations. 4. Use of imagination and creativity. 5. In consequence, Innovation. 6. Future studies.

<strong>11. What are the barriers to achieving higher levels of proficiency in performance management among practitioners?</strong>

&nbsp;

I think there are at least three barriers: 1. The lack of critical thinking (everyone thinks that they are right! A consequence of the positivistic paradigm which dominates nowadays). 2. The lack of integral methodologies to guide the overall process of implementing performance management approaches in organizations.  3. The lack of smart technology to manage the complexity of measurement and analyze trends of a myriad of indicators in organizations and their environment. The role of artificial intelligence is a key factor on this.

<strong>12. What Performance Management question would you like to have answered?</strong>

&nbsp;

I think that I have not only one, but three that I am concerned with: 1.What should be the indicators to have an overall view of the organization since a phenomenological and hermeneutic view? 2. Which should be the methodology to measure it? 3. What should be the technology(ies) I would need to obtain this overall (systemic) view of the organization and its environment.

<strong>13. We are developing a database of performance management subjects and degrees in performance management. What are your suggestions relevant to the database (i.e. subjects or degrees such as the <em>Masters in Managing Organizational Performance</em>)?</strong>

&nbsp;

I think this is very important. However there should be some kind of alignment in the database between the paradigm, the philosophical framework of studying organizations and the concrete indicators. On the other hand, as I mentioned before, there should be an alignment between the organization’s indicators and the individual indicators to be measured.]]></content:encoded>
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<title>17 LinkedIn Profile Must-Haves – Infographic</title>
<link>http://www.smartkpis.com/blog/17-linkedin-profile-must-haves-%e2%80%93-infographic/</link>
<pubDate>Fri, 22 Nov 2013 09:58:03 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Infographic]]></category>

		<category domain="tag" nicename="infographic"><![CDATA[Infographic]]></category>

		<category domain="tag"><![CDATA[LinkedIn]]></category>

		<category domain="tag" nicename="linkedin"><![CDATA[LinkedIn]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13183</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/LinkedIn-Perfect-Profile-Tips-Summary-Infographic-11-640x2413.png"><img class="aligncenter size-full wp-image-13184" title="17 LinkedIn Profile Must-Haves – Infographic" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/LinkedIn-Perfect-Profile-Tips-Summary-Infographic-11-640x2413.png" width="640" height="2413" /></a></p>
<!--more-->

Positive aspects of the presented infographic:
<ul>
	<li>The layout is adapted to the audience – professionals interested in optimizing their LinkedIn profile;</li>
	<li>The header is catchy and persuasive: it clearly states the infographic’s subject, purpose and the value added;</li>
	<li>The infographic contains the sources used;</li>
	<li>It includes useful links for the ones interested in further information about optimizing their accounts on different social networks.</li>
</ul>
Recommendation for the presented infographic:
<ul>
	<li>It is recommended for infographics to express complex ideas using mainly images and graphics. Therefore, using less text and more graphic examples could have been useful for the presented infographic.</li>
</ul>
<em>Infographic source: </em>
<ul>
	<li><a href="http://dailyinfographic.com/17-linkedin-profile-must-haves-infographic">http://dailyinfographic.com/17-linkedin-profile-must-haves-infographic</a></li>
</ul>]]></content:encoded>
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<title>Expert Interview - Jodi Traversaro, Learning and Performance Management Manager, California Department of Personnel Administration, USA</title>
<link>http://www.smartkpis.com/blog/expert-interview-jodi-traversaro-learning-and-performance-management-manager-california-department-of-personnel-administration-usa/</link>
<pubDate>Mon, 25 Nov 2013 10:35:08 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Interviews]]></category>

		<category domain="category" nicename="interviews"><![CDATA[Interviews]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Management in 2012]]></category>

		<category domain="tag" nicename="performance-management-in-2012"><![CDATA[Performance Management in 2012]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13187</guid>
<description></description>
<content:encoded><![CDATA[For the report <a href="http://issuu.com/thekpiinstitute/docs/performance-management-in-2012" target="_blank">Performance Management in 2012</a>, The KPI Institute conducted 12 semi-structured interviews with practitioners, academics and consultants, who offered rich insights into the state of Performance Management as a discipline.

Jodi Traversaro, Learning and Performance Management Manager at California Department of Personnel Administration, USA was one of the practitioners that The KPI Institute interviewed.

<!--more-->

<strong>1. What does the term Performance Management mean to you?</strong>

&nbsp;

The critically interconnected management processes that work together to enable an organization to achieve results. Performance management includes key practices to ensure organizations set priorities and operational plans, establish targets and relevant metrics, and create mechanisms to analyze, evaluate and report progress and regular intervals. It also includes activities to make necessary adjustments and improvements to ensure that the organization remains pointed in a direction to support its mission and achieve its results in the most effective and efficient manner. (Note: as defined in Performance Management in California State Government, An advisory report from the Performance Management Council, 2010).

<strong>2. What drives interest in Performance Management?</strong>

The general goal to make government operations more effective and efficient drives interest in this field within the public service. Federal government grants require it, economic decline, growing public interest on how well government is performing with tax dollars (what are they getting for what they are paying), need to use performance measures to evaluate program effectiveness, and to use data to drive program efficiencies. The press, such as newspapers is another driver.

<strong>3. What are your thoughts on the relationship between performance management at organizational, departmental and individual level?</strong>

Performance management is a tool used sporadically throughout state government, more so in some agencies and departments than others. Ideally, performance measures should track strategic goals in the broadest sense throughout all levels, but also be used in more detailed form to drill down into work (to help managers manage and leaders lead).The program metric is also the employee metric, it should help managers manage and help leaders lead. So you would have individual performance that tied to term performance, program performance, organizational performance and of course overall performance.

But one thing to note is that in State Government of California, we have a unique situation, generated by the unionized workers. By and large, here in California, I cannot tell a police officer that he must write 50 tickets per hour. There are multiple rules that prohibit governments for setting employee performance metrics for varies reasons. In government, we refer to those metrics as performance standards. So in fact the reality of public work is we have to create metrics that achieve results without compromising the fairness of what we do.

In an ideal world, everybody would have something like a baseball card where you can see the statistic and how they contribute to the team. So I believe that individual statistics can contribute to organization or team performance, which can contribute to the department or statewide performance. But we need to make sure that the metrics that we use are the right metrics or they can be applied in an appropriate way.

<strong>4. What are the 2012 key trends in Performance Management from the perspective of your knowledge and experience in this field?</strong>

Well, I think one of the key trends is really applying Performance Management in government. Oftentimes, we have the private sector measuring their bottom lines – revenue. In government operations you have a more unique challenge in trying to measure the value of public service. So I think the key trends will be to do a better job at measuring the value of government services. From that you will find the efficiency of the government.

Another trend is evaluating what people would call the “immeasurable”, for example, the value of the life of a duck, or the value of a state park. So, I think there is the measurement challenge in government that will be over count, and I think in addition, because of the tremendous loads of data in the internet, we will do a much better job connecting dots as data will be matched up now when before it was never matched up. So I see automation and connecting dots and data-driving decision-making and the desire for transparency in government that are huge trends that would force us to do things differently in government.

In addition, I think our network is better than we ever had in connecting talents and experts in the field to people who need to know. So because of that I think the scale of the people in this field is rapidly increasing. So it just has such a movement to make data-driven decisions. And the need of data to make the decisions in Performance Management is driving us to measure and automate that in the network and then make it transparent. So automation, networking, transparency, collaboration is just a tremendous demand for our public to be more efficient.

<strong>5. What aspects of performance management should be explored more through research?</strong>

There are several aspects including: how to teach people about the benefits; how to get people to adopt Performance Management in the management practices (how to get started is very hard); how to build the culture that accepts measurements and it is adaptable to changing them. So I think there is a general fear of data and I think there is also a fear of measuring people performance with metrics.

So as you know we’ve got this massive trend in US the baby boom issue. The baby boomers from the World War II are going to retire and are replaced by young people who are demanding a flexible working environment and want to be evaluated on results, not on when they show off to work. So in California, and in the US, we have a real shift in work preferences and so what happen is the younger generation would like to be measured on their contributions to the organization. But our current Performance Management systems are primarily focusing at the program at the departmental level, but not on the individual level.

So the question will be how we can get unions to buy into result-oriented work. And I think what happens in government is that people are measured on whether or not they can arrive to work on time, instead of whether or not they did a great job on writing something on saving the state ten million dollars. In the private sector you can reference based on sales. You can see how much revenue one individual generates. In government we don’t generate sales. We serve the public, so how we measure performance is very different. We have to measure how much money we save. To take a step further, there is a trend for people to say that. In fact there is book called “<em>Government Just Doesn’t Make Widgets</em>”. So there are many books that help government try and measure its value or its work. All I’m trying to say is that there is an area of research that is needed is how we can get the labor organizations to buy it, to adopt Performance Management for employees because sometimes managers focus on things that are not as important as the results. And so a trend of management is to create a more result-oriented work environment. And often times the new generations would like flexible schedules and they want to know what they need to get done and by when and they will get it done in their own way on their own time.

So what we have in government here in California is a style of management that does not match the preferences of our younger generation. And meanwhile we have this trend of Performance Management that is very strong in California and started at the federal level in 1996, but it has come out repeatedly but we have failed to implement it in California. So about two weeks ago, our governor sent an executive order that requires every state department to build Performance Management. So there is a lot of interest here because the government said we need to do this. But we see challenges when it gets to the individual level.

<strong>6. Please provide some examples of organizations which you would recommend for study due to their approach to performance management and achievements?</strong>

Well, of course, I’m going to focus on government. So I think the Federal Government is incredible. The US Federal Government has done an incredible job. And our president has actually just passed the new law that requires even more work to be done in this area.

For the State of California, there have been great efforts in our Tax Revenue Department, our income tax department called the Franchise Tax Board and we also have had some great achievements through our present system and we have 60,000 people that work in our Department of Corrections and Rehabilitation. That’s a department runs all of the state prisons with all the prisoners. And then we had a large effort to our Business Transportation and Housing Agency and they work with the Highway Patrol and also our Department of Moto Vehicle and also our Transportation Agency that handles our roads and bridges in the major highways. So there is a great effort in another large area there.

&nbsp;

We also have another state, The State of Virginia that I think it’s also quite good. They have Balanced Scorecards for a lot of departments and agencies. Within there they have a HR Agency, and within the HR Agency they have various goals and objectives and it will tell you where they are with each and it’s very exciting that you can drill down and see how everything is aligned with the goals. And that means people, programs and metrics are all very well done. And the Federal Government does the same thing. They have a department called Office Personnel Management (OPM) who oversees the employee Performance Management and has the whole system on aligning all employees with federal performance.

&nbsp;

<strong>7. Which are the main challenges of Performance Management in practice today?</strong>

The main challenges, one is to teach leaders in government what Performance Management is, what Performance Management looks like, how to implement Performance Management for all branches of the government. We teach people all about Performance Management, how to do it, what it looks like and how we can all be rowing in the same direction. That is a huge effort. The challenge is of course getting started as we are sort of starting again. And of course we don’t have a lot of money because we still are in a budget crisis so how we need to do this with strong leadership and a willingness to invest any change.

And the other issue is overcoming the fear of making your operations transparent. Your process is transparent; your program is transparent to greater scrutiny from outside parties. So you can imagine if everything I purchased for my program was made visible and somebody says you can buy that cheaper, I would be embarrassed. We do what we can with what we have and often times by making our decisions visible you open that upfor public scrutiny and that can be scary.

Another challenge in government is how to measure our performance. How do you measure the performance of a park? How do you measure the economic impact of too many visitors? Or the environmental impact of global warming. So you have a whole host of challenges in government Performance Management as oppose to private sectors.

<strong>8. What do you think should be improved in the use of performance management tools and processes?</strong>

&nbsp;

Well, I wish we can collaborate more. I wish, for instance, which I know is completely possible, I could simply connect with all HRs. For example, imagine if all universities have performance metrics tracking their activity, such as <em>what would be good performance regarding the cost of the school</em>, <em>how many people they let in</em>,<em>how many people graduates</em> and all universities are connected and share their performance metrics and they can all compare their performance on a broad scale and then connect that up online and automate that. So that’s what I like to see. I wish there is an automation connecting dots getting everybody evaluated on similar metrics. So we as customers can see and make decisions. And leaders can make decisions.

<strong>9. What would you consider best practice in performance management?</strong>

&nbsp;

I think I listed organizations recommend for study in question 6. I think they have best practices in performance management. And the other thing, I think I mentioned is sports teams’ statistics. I use them as an example during my presentations. Kids can go to a candy store and buy a pack of trading cards,.., team sports cards... I usually buy 25 packs of cards and distribute them, and we have a worksheet on the back which has all those statistics. The front contains a picture of the player and the back their statistics, such as batting average, how may RBIs etc. What I love is that this shows people best practice: every team member and what the statistics are. There are really two primary reasons why I like this approach. First is the great illustration, as you know where you recognize talents. I love this part. I also love it because it has statistics on there that people would not normally come up with on their own, so that may become something like where I may think that is a bad statistic but it contributes to the overall team performance. For example, somebody in a baseball team that hits the ball but gets out may think that getting out is bad but what if the runner at third base came in?

So for the good practices, the sports teams are amazing and of course the government practices, such as the federal government phenomenal.

(<strong>So are there any unsuccessful examples?</strong>)

The state of California tried implementing performance management systems in the 90s and failed. So we have plunged in 1996-1998, the federal government has something call the Government Performance Result Art, GPRA, which is for government performance results pack. And then the state of California passed a similar law that was just like that. But instead of continuously implementing performance management, the state stopped. California passed a law then stopped. There are lots of reasons why laws are passed and then not applied. I think we had several economic issues. Passing legislation is a great idea but it takes a lot to implement because of the change management, the people, the data and the automation. Meanwhile, we also had several different governors, that’s like15, 20 years ago. So you had different leaders and different priorities.

I apologize for saying State California would be an example of large entity that didn’t implement performance management systems. Actually there have been varied departments which had tried, but we want it to do is statewide. We are a huge entity and there are some departments that have implemented great performance management within the state, as I listed them. The Tax Agencies and the presidents are also parts of business. But those are just one group of California; the law said everybody would do it. So there have been some success stories in the state and now our governor has said we need to do this.

&nbsp;

<strong> 10. </strong><strong>Which aspects of performance management should be emphasized during educational programs?</strong>

&nbsp;

I think that should be how to measure normally immeasurable things. You know I was in an economic major; they would ask us how to measure happiness. So we came up with a measurement called utils. For example, when I eat the ice-cream I have 5 utils. And then we would use that to describe the lots of diminishing returns, such as the first bite you give 5 utils and the second bite is 4. So, people need to think differently that you can measure things that are not naturally easy to measure. They need to be taught how to create metrics to measure things normally considered immeasurable. The other thing is the people stuff; the change management stuff; getting people to not fear the data. Getting people to lead and invest and initiating change. Teaching the people who attended educational programs on performance management need to understand what performance looks like; for the organizations, for the program and the individual, and they need to be able to sell it to other leaders, because they can’t do it by themselves.

Change management, performance management, economics, networking in sales, marketing, and industrial psychology. Some other subjects, such as accounting and IT are essential too. The reason I raise accounting is accountants love metrics and data and our Tax Agencies are doing a great job.

It’s very hard for people to understand that it does can be measured. So I often use the example of a judge, say there is a big oil spill, and the oil company has to be given an amount that they have to pay. So every day in court system across the world, judges are having to figure out what the companies have to pay the price when they do something bad or wrong that impacts the environment. So there are people who specialized in figuring out what the impact is to the environment or the cost of what they’ve done. If I like to use that as an example this is not a completely foreign concept, we can measure the impact for instance, on rehabilitating a prisoner, or we can measure the impact of, like in tax collection, if we have a business in California that is constantly late and in trouble and it takes all these people to try and get them to pay their taxes. Imaging if I educate them and then they become compliant for the rest of their business life, then I can measure the reduction in cost through my time in educating right to business owners.

You can have law enforcement at a cost of $50,000-$100,000 to have a CHP officer on the highway sitting there all day every day. But what happens is everybody slows down when they see him and we save lives. In government operations people have a hard time thinking how the things can be measured or valued, so typically in government we are measuring our reduction in loss of life, our dollars, our reduction in cost, our reduction on the environment and reduction of property. We have different metrics in government than we do in the private sector, we are almost like a non-profit. So you have to look the government and non-profits together as opposed to the private sector. But I think we need to have to be held accountable like, the private sector, in delivering services. So customer satisfaction is important. But you know it is a very difficult task, so for the first you have to teach people to be successful in it. I think you would have to believe in it, for the private sector or for the government.

<strong>11.  <strong>W</strong></strong><strong>hat are the barriers to achieving higher levels of proficiency in performance management among practitioners? </strong>

&nbsp;

I don’t think that in California we have dedicated professionals who are solely practitioners in performance management. Some of the barriers have to do with recognizing that it is separate, distinct function that people need training in, as they would be internal consultants. So in California, we typically match. Like me, I oversee the state of the training program for the employees and in addition they ask me to do the employee performance management. So then I reached out to the Performance Management Council and their jobs primarily are organizational or departmental performance. And their challenges, they usually are strategic planning managers, so in government performance management is typically added on to a strategic planning manager’s job because they need to develop a plan with metrics. And often times they are not able to get to the details where the metrics are built in or the key performance indicators are not built in to their plan. So in California, a lot of barriers have to do with, first of all, identifying the key performance indicators or the metrics they are not even identified. And the other issue is making sure we have got dedicated people to do this, and that they are trained. And of course as I mentioned earlier, we got unions. So for employees to be measured on their performance, we have to negotiate that with the unions. So there is a whole host of barriers to achieving a higher level in result of investing time and money which we just don’t have.

<strong>12.  <strong>W</strong></strong><strong>hat Performance Management question would you like to have answered?</strong>

N/A

&nbsp;

<span style="font-weight: bold;">13. Which were the recent achievements in generating value from performance management in your organization?</span>

&nbsp;

I would say a great achievement was the governor putting an executive order out. Of course there were many achievements in the past ten years and some of them have great impacts. But now we have a statewide order to do a better job in this area. In my organization what I’m very proud of is the Performance Management Council. And why I like this council is you have leaders in many departments across the state who come together and collaborate and share and try and make an important visible movement in state government. So sometimes they do this on their own time, but in government we are so big and this is the first time I have seen a group of amazing leaders come together once a month and share knowledge and take what they have learnt and apply it back in their organization<span style="text-decoration: line-through;">s</span>.

Another thing is because I do state wide training; I was able to ask a leader of Performance Management Council to give a statewide webminar on how to do it. And so, because of that, I was able to touch many, asI was able to train thousands of people. Because we have a partnership between the Performance Management Council and statewide training, I’m able to expand the knowledge very cheaply. In addition I was able to build in organizational performance into every employee performance training program. So I’m doing what I can from my role to really force the alignment between employee and organizational performance. I just wrote down a performance management resource guide and I think it was just like two weeks ago I released a website on performance management. I have got the Performance Management Council and I have got leaders willing to share knowledge. We have put out a big white paper and we help and work with the governor’s office to get the executive order out. Everything I do in statewide training has elements to change the culture to help leaders align their employees with the organizational metrics. In a sense we are trying to raise awareness and move government with a very small group of passionate people. And I’m very proud of being part of that group; although there needs so much more to be done.]]></content:encoded>
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<title>Performance and target setting at Scotland Police</title>
<link>http://www.smartkpis.com/blog/performance-and-target-setting-at-scotland-police/</link>
<pubDate>Mon, 25 Nov 2013 14:28:05 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Law Enforcement]]></category>

		<category domain="tag" nicename="law-enforcement"><![CDATA[Law Enforcement]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Scotland]]></category>

		<category domain="tag" nicename="scotland"><![CDATA[Scotland]]></category>

		<category domain="tag"><![CDATA[Targets]]></category>

		<category domain="tag" nicename="targets"><![CDATA[Targets]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13191</guid>
<description></description>
<content:encoded><![CDATA[Ensuring public safety is the ultimate goal of any police authority. This translates into actions that have to be taken towards the achievement of this goal.

Scotland Police seems to have found the way of managing these actions. In 2007, they developed The Scottish Policing Performance Framework, which ensures a national model for the measurement and reporting of performance information.

The framework is divided into 4 areas: Service Response, Public Reassurance and Community Safety, Criminal Justice and Tackling Crime, Sound Governance and Efficiency. In each of these areas, high level objectives have been set, with Key Performance Indicators (KPIs) divided into Inputs, Activities and Outcomes.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled11.png"><img class="aligncenter size-full wp-image-13190" title="Performance and target setting at Scotland Police" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled11.png" width="634" height="850" /></a><!--more--></p>
Positive aspects of the presented framework include:
<ul>
	<li>Well defined objectives – they start with a verb;</li>
	<li>KPIs are developed using a value flow approach, with inputs, processes and outcomes – to offer clarity at each stage of the 4 performance areas;</li>
	<li>KPIs cover a wide area of the police activity.</li>
</ul>
However, it is still place for improvement:  KPI’s names should be standardized. For example: “Proportion of 990 calls answered within 10 seconds” should be renamed “% 990calls answered within 10 seconds”.

Traditionally, targets have to be assigned to each KPI, to trigger performance. Firstly, they are set at national level, and then cascaded to local authorities and to each police officer. However, the chief of Police Scotland claims that there are no targets set on individual officers, although there are national and local targets in place. However, in practice, officers still have to meet targets.

Andrea MacDonald, chairwoman of the west area of the Scottish Police Federation sustains that “It has become a numbers game”, which proves the contrary of the chief of Police Scotland official statement. Furthermore, a memo issued by an inspector to the Glasgow divisions was notifying the officers to use overtime "solely for the purpose of targeting stop searches”.

Such an approach can prove to be damaging, as there is the danger of rather focusing on areas where it is easier to meet targets, than on activities that require more time. For instance, if targets are set on speeding, officers will focus on the roads where it is easier to catch speeders, rather than on the roads with higher accident potential, but not that exposed to speed. Although it is not yet the case for Scotland Police, another risk of setting targets is that it can lead to gaming – manipulating figures to show improvement year after year.

Even if Police Scotland keeps claiming that individual officers do not have targets, it has refused to disclose information about its national targets and the way performance is measured at national, local and individual level, saying that “Premature disclosure of the management information would detrimentally impact on these sensitive discussions which have yet to reach a conclusion … consequently we decline to disclose further information as it would prejudice substantially, or be likely to prejudice substantially, the effective conduct of public affairs….”

This attitude raises some questions concerning the KPIs’ targets at Scotland Police. Targets can be useful, but they should be carefully set and managed. A wrong approach to target setting can lead to undesired results.

References:
<ul>
	<li>Scotland Police (2012), Scottish policing performance framework 2011/12, available at: <a href="http://www.scotland.gov.uk/Resource/Doc/254432/0116709.pdf">http://www.scotland.gov.uk/Resource/Doc/254432/0116709.pdf</a></li>
	<li>The Herald (2013), Policing targets alienate public, available at: <a href="http://www.heraldscotland.com/comment/herald-view/policing-targets-alienate-public.22702935">http://www.heraldscotland.com/comment/herald-view/policing-targets-alienate-public.22702935</a></li>
	<li>The Herald (2013), Police reject targets request, available at: <a href="http://www.heraldscotland.com/news/home-news/police-reject-targets-request.22720263">http://www.heraldscotland.com/news/home-news/police-reject-targets-request.22720263</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.scotland.gov.uk/Resource/Doc/254432/0116709.pdf">http://www.scotland.gov.uk/Resource/Doc/254432/0116709.pdf</a></li>
</ul>]]></content:encoded>
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<wp:post_id>13191</wp:post_id>
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<title>Managing public sector performance in the UAE - ADAA 2.0</title>
<link>http://www.smartkpis.com/blog/monitoring-public-services%e2%80%99-performance-in-the-uae/</link>
<pubDate>Tue, 26 Nov 2013 08:58:14 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[ADAA]]></category>

		<category domain="tag" nicename="adaa"><![CDATA[ADAA]]></category>

		<category domain="tag"><![CDATA[Government - Local]]></category>

		<category domain="tag" nicename="government-local"><![CDATA[Government - Local]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Software]]></category>

		<category domain="tag" nicename="software"><![CDATA[Software]]></category>

		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13197</guid>
<description></description>
<content:encoded><![CDATA[The United Arab Emirates Vision is a bold strategy that aims to position the country among the best states in the world by 2021. In order to achieve such an ambitious goal, “an integrated system for managing performance and monitoring the execution of strategic and operational plans” is necessary.

In 2007, the Government Performance Department (GPD) and the Ministry of Cabinet Affairs started to develop a comprehensive and integrated Performance Management System in order to collect data from all Ministries and Federal Authorities with the purpose of facilitating reporting and analysis of each governmental entity.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/UAE-PMS.png"><img class="aligncenter size-full wp-image-13198" title="UAE Government Performance Management" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/UAE-PMS.png" width="634" height="240" /></a></p>
<!--more-->The KPI system used by the UAE Government structures the performance indicators into three categories:
<ul>
	<li>Common KPIs – designed according to the Balanced Scorecard;</li>
	<li>Strategic KPIs – reflect the achievement of the strategic objectives of each entity;</li>
	<li>Operational KPIs – measure the effectiveness in implementing operational plan.</li>
</ul>
In order to manage efficiently such a large volume of data and to enhance reporting, a business intelligence solution was required. In 2008, ADAA v1.0 was implemented and it is the first web based performance management system in Arabic language. The software helps the federal entities and the GPD to monitor the results of the KPIs and take timely corrective actions and improvement decisions.

To ensure high quality services for its citizens, the UAE Government has launched in 2013, the second version of ADAA. As it was proved that business intelligence tools can ensure a better execution of the strategy, by providing timely data to improve processes, activities and decision making, through an automatic and integrating approach towards performance measurement and management. The software is also accessible for mobile phones.

ADAA 2.0 is monitoring 2,000 governmental services of which 200 represent strategic priorities for the country. Besides tracking the quality level of public services, it also illustrates the progress towards implementing governmental projects, initiatives and programs.

Key features of ADAA 2.0, include:
<ul>
	<li>Integration of services with strategic and operational plan;</li>
	<li>Reports on both the entity’s financial performance and the outcomes of the strategic/ operational plans;</li>
	<li>Analytic reports;</li>
	<li>Multi-dimensional performance indicators (at the areas and branches level);</li>
	<li>Manages risks related to implementation of operational plans;</li>
	<li>Enhances internal audit.</li>
</ul>
The software comprises the entire cycle of managing performance, in three steps: planning, analyzing and reporting. At the moment the performance system consists in 3250 KPIs that shape the Government’s Strategy and are managed through ADAA v2.0.

References:
<ul>
	<li style="text-align: left;">UAE Ministry of Cabinet Affairs (2013), Performance management system “ADAA”, available at: <a href="http://www.moca.gov.ae/?page_id=615&amp;lang=en">http://www.moca.gov.ae/?page_id=615&amp;lang=en</a></li>
	<li style="text-align: left;">UAE Ministry of Cabinet Affairs (2013), UAE Government performance management system, available at: <a href="http://www.moca.gov.ae/?wpfb_dl=18">http://www.moca.gov.ae/?wpfb_dl=18</a></li>
	<li style="text-align: left;">The Golf Today (2013), VO launches the new ADAA 2.0 version, available at: <a href="http://gulftoday.ae/portal/fee5c6b1-1f7b-4f5f-a38c-b8a4fdf7ab71.aspx">http://gulftoday.ae/portal/fee5c6b1-1f7b-4f5f-a38c-b8a4fdf7ab71.asp</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul>
	<li style="text-align: left;"><a href="http://www.moca.gov.ae/?wpfb_dl=18">http://www.moca.gov.ae/?wpfb_dl=18</a></li>
</ul>]]></content:encoded>
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<title>Why use KPI documentation forms?</title>
<link>http://www.smartkpis.com/blog/why-use-kpi-documentation-forms/</link>
<pubDate>Wed, 27 Nov 2013 11:19:34 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Ask the Experts]]></category>

		<category domain="tag" nicename="ask-the-experts"><![CDATA[Ask the Experts]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13209</guid>
<description></description>
<content:encoded><![CDATA[The KPI documentation form is a template that structures the most relevant information regarding a given indicator. Important fields of the form include: the KPI definition, Calculation formula and Target. In addition, other relevant fields can be used, such as: Subordinate measures, Limitations and Notes.
<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/16.png"><img class="aligncenter size-full wp-image-13210" title="KPI documentation form" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/16.png" width="634" height="255" /></a><!--more-->It is important to use KPI documentation forms because:</p>

<ul>
	<li>They assist in the documentation of KPIs in a clear, structured and standardized manner;</li>
	<li>They provide detailed information about each indicator;</li>
	<li>They ensure consistency in measuring and interpreting KPIs;</li>
	<li>They enhance KPIs’ understanding.</li>
</ul>
The most important functions of KPI documentation forms are:
<ul>
	<li>Communication facilitator through standardization;</li>
	<li>Automation enabler;</li>
	<li>Knowledge management facilitator;</li>
	<li>Stakeholders’ educator (KPI owners and data custodians);</li>
	<li>Buy-in enabler, by involving stakeholders.</li>
</ul>
References:
<ul>
	<li>The KPI Institute (2013), KPI documentation form, available at: <a href="http://kpiinstitute.org/research/kpis-and-analytics/kpi-documentation-form/">http://kpiinstitute.org/research/kpis-and-analytics/kpi-documentation-form/</a></li>
	<li>The KPI Institute (2013), The Certified KPI Professional training course, available at: <a href="http://kpiinstitute.org/education/ucoming-courses/">http://kpiinstitute.org/education/ucoming-courses/</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://kpiinstitute.org/wp-content/uploads/2012/07/top-25-form-2011-2012_9.png">http://kpiinstitute.org/wp-content/uploads/2012/07/top-25-form-2011-2012_9.png</a></li>
</ul>]]></content:encoded>
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<wp:post_id>13209</wp:post_id>
<wp:post_date>2013-11-27 22:19:34</wp:post_date>
<wp:post_date_gmt>2013-11-27 11:19:34</wp:post_date_gmt>
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<title>Why use a strategy map?</title>
<link>http://www.smartkpis.com/blog/why-use-a-strategy-map/</link>
<pubDate>Wed, 27 Nov 2013 11:42:06 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Ask the Experts]]></category>

		<category domain="tag" nicename="ask-the-experts"><![CDATA[Ask the Experts]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Strategy Map]]></category>

		<category domain="tag" nicename="strategy-map"><![CDATA[Strategy Map]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13215</guid>
<description></description>
<content:encoded><![CDATA[A Strategy Map provides a visual representation of the organization's strategy. It is a powerful communication tool that enables employees to understand the strategy and translate it into actions they can take to ensure the achievement of strategic objectives.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Medical-center-strategy-map.png"><img class="aligncenter size-full wp-image-13216" title="Medical-center-strategy-map" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Medical-center-strategy-map.png" width="634" height="450" /></a><!--more--></p>
This performance management instrument can be structured on the principles of the Balanced Scorecard, having four perspectives: financial, customer, internal processes and learning and growth; or it can have specific perspectives that are of interest for the company.

The benefits of using a strategy map include:
<ul>
	<li>It provides all the relevant information for decision making in a one page document;</li>
	<li>It contributes to identifying and linking together the critical internal processes, human resources, information that deliver the value proposition of the company;</li>
	<li>It allows managers to assess the achievement of strategic objectives and to allocate resources only towards the initiatives that support the strategy.</li>
</ul>
References:
<ul>
	<li>Lagace, M., (2004), Mapping your corporate strategy, Harvard Business School, available at: <a href="http://hbswk.hbs.edu/item/3888.html">http://hbswk.hbs.edu/item/3888.html</a></li>
	<li>Cuganesan, S., Ford, G. and Khan, H. (2006), Using strategy maps and the balanced scorecard effectively: The case of Manpower Australia, Macquarie Graduate School of Management, available at: <a href="http://trove.nla.gov.au/work/31918997?selectedversion=NBD42116977">http://trove.nla.gov.au/work/31918997?selectedversion=NBD42116977</a></li>
	<li>Balanced Scorecard Review (2011), Strategy map, available at: <a href="http://www.balancedscorecardreview.com/pages/bsc-concept/components/strategy-map-39.html">http://www.balancedscorecardreview.com/pages/bsc-concept/components/strategy-map-39.html</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://store.kpiinstitute.org/medical-practice-performance-management-system-toolkit.html">http://store.kpiinstitute.org/medical-practice-performance-management-system-toolkit.html</a></li>
</ul>]]></content:encoded>
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<wp:post_id>13215</wp:post_id>
<wp:post_date>2013-11-27 22:42:06</wp:post_date>
<wp:post_date_gmt>2013-11-27 11:42:06</wp:post_date_gmt>
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<title>What is the difference between leading and lagging KPIs?</title>
<link>http://www.smartkpis.com/blog/what-is-the-difference-between-a-leading-and-a-lagging-kpi/</link>
<pubDate>Wed, 27 Nov 2013 12:30:18 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Ask the Experts]]></category>

		<category domain="tag" nicename="ask-the-experts"><![CDATA[Ask the Experts]]></category>

		<category domain="tag"><![CDATA[Lagging KPIs]]></category>

		<category domain="tag" nicename="lagging-kpis"><![CDATA[Lagging KPIs]]></category>

		<category domain="tag"><![CDATA[Leading KPIs]]></category>

		<category domain="tag" nicename="leading-kpis"><![CDATA[Leading KPIs]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13221</guid>
<description></description>
<content:encoded><![CDATA[In performance management, leading and lagging KPIs are commonly used terms. But is their meaning completely understood?

Leading KPIs usually measure things that address what can create future value (e.g. % Employee engagement, # Innovation ideas, # Service lead time), while lagging KPIs look back at past performance (e.g. $ Sales revenue, $ Profits).<!--more-->

However, it is also important to keep in mind that <strong>a lagging indicator in one context can become a leading indicator in another context</strong>. For example:
<ul>
	<li>% Employee satisfaction is a lagging KPI in terms of HR policies, processes (including remuneration), but can also be considered a leading KPI for process improvements and financial results;</li>
	<li>$ Profit is a lagging KPI reflecting achieved financial results and a leading KPI for future investment in training.</li>
</ul>
References:
<ul>
	<li>The KPI Institute (2013), The Certified KPI Professional training course, available at: <a href="http://kpiinstitute.org/education/ucoming-courses/">http://kpiinstitute.org/education/ucoming-courses/</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13221</wp:post_id>
<wp:post_date>2013-11-27 23:30:18</wp:post_date>
<wp:post_date_gmt>2013-11-27 12:30:18</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>Performance Expo: Employee Satisfaction Survey for healthcare – Turkish Ministry of Health</title>
<link>http://www.smartkpis.com/blog/healthcare-employee-satisfaction-survey-%e2%80%93-turkish-ministry-of-health/</link>
<pubDate>Thu, 28 Nov 2013 08:05:54 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag" nicename="employee-satisfaction"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag"><![CDATA[Government - Local]]></category>

		<category domain="tag" nicename="government-local"><![CDATA[Government - Local]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Turkey]]></category>

		<category domain="tag" nicename="turkey"><![CDATA[Turkey]]></category>

		<category domain="tag"><![CDATA[Turkish Ministry of Health]]></category>

		<category domain="tag" nicename="turkish-ministry-of-health"><![CDATA[Turkish Ministry of Health]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13232</guid>
<description></description>
<content:encoded><![CDATA[In 2010, the Turkish Ministry of Health put in place an Employee Satisfaction Survey, as part of the Health Transformation Program. The sample selected for the study consisted of 4983 healthcare professionals working at 327 health institutions from all over the country. The method used for data collection was the Pleasure and Job Satisfaction of Health Personnel Survey Questionnaire.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/healthcare_blogimage.jpeg"><img class="aligncenter size-full wp-image-13233" title="Healthcare" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/healthcare_blogimage.jpeg" width="634" height="350" /><!--more--></a></p>
<span style="font-size: 13px; line-height: 19px;"> The questionnaire is structured in 4 main parts:</span>
<ul>
	<li>Basic Characteristics of the Participant – demographics</li>
	<li>Job satisfaction motivation and commitment</li>
	<li>Opinions on the Health Transformation Program</li>
	<li>Individual situation, requirements and expectations</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Survey1.jpg"><img class="aligncenter size-full wp-image-13234" title="Employee Satisfaction Survey for healthcare – Turkish Ministry of Health" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Survey1.jpg" width="634" height="600" /></a></p>
<p style="text-align: center;"><em>To view the full report and survey, access <a href="http://www.hsph.harvard.edu/takemi/files/2012/10/hrh_satisfaction_in_turkey__paper_salih.pdf" target="_blank">Healthcare Employee Satisfaction Survey</a></em></p>
Positive aspects of the presented survey:
<ul>
	<li>The questions have a specific code that includes both the section and the question's number (e.g. 101, 201). This standardization allows a more efficient data gathering process and an easier results’ interpretations.</li>
	<li>The questions refer to a wide range of indicators, some of which are rarely found in employee satisfaction questionnaires, such as respect within the colleagues, replacement in case of absence, respect within the community because of the job, fears of salary cut, or the extent to which professional duties affect the employee’s personal life.</li>
	<li>The questionnaire assigns an important part to employees’ personal information, including questions about children, parents, education and other job opportunities.</li>
	<li>The respondents are asked to answer on a specific 6 points scale, whose levels are explicitly mentioned at the beginning of each section.</li>
</ul>
Recommendations for the presented survey:
<ul>
	<li>The survey is not time effective, due to the large number of questions. In order to encourage the completion, it is recommended for surveys to have a reasonable number of questions. The completion of an effective questionnaire is recommended to last, on average, 15-20 minutes.</li>
	<li>It is recommended to include at least one open ended question, at the end of each part, in order to allow employees to express their opinions / suggestions.</li>
</ul>
References:
<ul>
	<li style="text-align: left;">Republic of Turkey, Ministry of Health, Refik Saydam Hygiene Center Presidency and School of Public Health (2010), Healthcare Employee Satisfaction Survey, available at: <a href="http://www.hsph.harvard.edu/takemi/files/2012/10/hrh_satisfaction_in_turkey__paper_salih.pdf">http://www.hsph.harvard.edu/takemi/files/2012/10/hrh_satisfaction_in_turkey__paper_salih.pdf</a></li>
	<li style="text-align: left;">Cemil Kuzey (2012), Impact of Health Care Employees’ Job Satisfaction On Organizational Performance: Support Vector Machine Approach, European Journal of Economic and Political Studies, available at: <a href="http://ejeps.fatih.edu.tr/docs/articles/149.pdf">http://ejeps.fatih.edu.tr/docs/articles/149.pdf</a></li>
	<li style="text-align: left;">Gilead Amit (2013), Staff satisfaction at hospitals may affect the quality of patient care, Imperial College London News, available at: <a href="http://www3.imperial.ac.uk/newsandeventspggrp/imperialcollege/newssummary/news_21-2-2013-10-43-14">http://www3.imperial.ac.uk/newsandeventspggrp/imperialcollege/newssummary/news_21-2-2013-10-43-14</a></li>
</ul>
<p style="text-align: left;">Image sources:</p>

<ul style="text-align: left;">
	<li><a href="http://currents.rosetta.com/wp-content/uploads/2012/01/healthcare_blogimage.jpeg">http://currents.rosetta.com/wp-content/uploads/2012/01/healthcare_blogimage.jpeg</a></li>
	<li style="text-align: left;"><a href="http://www.hsph.harvard.edu/takemi/files/2012/10/hrh_satisfaction_in_turkey__paper_salih.pdf">http://www.hsph.harvard.edu/takemi/files/2012/10/hrh_satisfaction_in_turkey__paper_salih.pdf</a></li>
</ul>
<p style="text-align: left;"></p>]]></content:encoded>
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<wp:post_id>13232</wp:post_id>
<wp:post_date>2013-11-28 19:05:54</wp:post_date>
<wp:post_date_gmt>2013-11-28 08:05:54</wp:post_date_gmt>
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<title>Performance Expo: Customer Satisfaction Surveys for libraries: The British Library and Flinders University Library</title>
<link>http://www.smartkpis.com/blog/measuring-services-and-customer-satisfaction-in-libraries-the-british-library-and-flinders-university-library/</link>
<pubDate>Thu, 28 Nov 2013 08:42:03 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Flinders University Library]]></category>

		<category domain="tag" nicename="flinders-university-library"><![CDATA[Flinders University Library]]></category>

		<category domain="tag"><![CDATA[Report Aanalysis]]></category>

		<category domain="tag" nicename="report-aanalysis"><![CDATA[Report Aanalysis]]></category>

		<category domain="tag"><![CDATA[The British Library]]></category>

		<category domain="tag" nicename="the-british-library"><![CDATA[The British Library]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13230</guid>
<description></description>
<content:encoded><![CDATA[Modern libraries today put in place different feedback forms, in order to assess their visitors' satisfaction with the provided services. The present article analyzes two Customer Satisfaction forms proposed by The British Library and by Flinders University Library in Australia.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/The-British-Library1.jpg"><img class="aligncenter size-full wp-image-13612" title="The-British-Library" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/The-British-Library1.jpg" width="634" height="450" /></a></p>
<!--more-->
<p style="text-align: left;">At the British Library, the Customer Services team conducts monthly Customer Satisfaction Surveys over the phone, as part of the Continuous Improvement Programme. On its website, the Library provides the feedback received from customers, with explicit problems, suggestions and compliments, along with their response to the matters.</p>
<p style="text-align: center;"><strong>Summary of Customer Feedback December 2010 to March 2011</strong></p>
<p style="text-align: justify;"><strong><a href="http://www.smartkpis.com/blog/wp-content/uploads/bl_feeback1.jpg"><img class="aligncenter size-full wp-image-13250" title="bl_feeback[1]" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/bl_feeback1.jpg" width="690" height="463" /></a></strong></p>
While it is a good approach to single out specific comments of customers, it is advisable to measure customer satisfaction through clear and precise surveys, targeting all areas of services covered by the institution. This way, the results will be quantifiable, easier to compare in time and across companies.

Another example of assessing clients’ satisfaction is rendered by Flinders University Library in Australia, which along with other Australian University Libraries, use the Insync Library Client Satisfaction Survey.<del cite="mailto:Mihai" datetime="2013-11-27T16:57"> </del><ins cite="mailto:Mihai" datetime="2013-11-27T16:57"> </ins>This is a national benchmarking survey offered by Insync Surveys.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled1.jpg"><img class="size-full wp-image-13244  aligncenter" title="Flinders Uni" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled1.jpg" width="782" height="478" /></a></p>
On its website, the Library presents the actions taken, following the results of the survey, for each problematic area.

References:
<ul>
	<li><span style="font-size: 13px; line-height: 19px;">Enciclopaedia Britannica (n.d.), The history of libraries, available at: </span><a style="font-size: 13px; line-height: 19px;" href="http://www.britannica.com/EBchecked/topic/339421/library/62006/The-history-of-libraries">http://www.britannica.com/EBchecked/topic/339421/library/62006/The-history-of-libraries</a></li>
	<li><span style="font-size: 13px; line-height: 19px;">Met Geo Environmental (n.d.), The British Library – Verification Survey, available at: </span><a style="font-size: 13px; line-height: 19px;" href="http://www.metconsultancygroup.com/projects-land-and-building/engineering-surveys/setting-out/setting-out-the-survey-control-framework-british-library-boston-spa-wetherby">http://www.metconsultancygroup.com/projects-land-and-building/engineering-surveys/setting-out/setting-out-the-survey-control-framework-british-library-boston-spa-wetherby</a></li>
	<li><span style="font-size: 13px; line-height: 19px;">British Library (n.d.), Customer Satisfaction Surveys, available at: </span><a style="font-size: 13px; line-height: 19px;" href="http://www.bl.uk/reshelp/atyourdesk/docsupply/help/custsatsur/">http://www.bl.uk/reshelp/atyourdesk/docsupply/help/custsatsur/</a></li>
	<li><span style="font-size: 13px; line-height: 19px;">Flinders University Library (2007), 2007 Library Customer Survey, available at: </span><a style="font-size: 13px; line-height: 19px;" href="http://www.flinders.edu.au/library/info/surveys/rodski_2007.cfm">http://www.flinders.edu.au/library/info/surveys/rodski_2007.cfm</a></li>
</ul>
Image sources:
<ul>
	<li><a style="font-size: 13px; line-height: 19px;" href="http://www.bl.uk/reshelp/atyourdesk/docsupply/help/custsatsur/">http://www.bl.uk/reshelp/atyourdesk/docsupply/help/custsatsur/</a></li>
	<li><a style="font-size: 13px; line-height: 19px;" href="http://www.flinders.edu.au/library/fms/images/rodski/200706.gif">http://www.flinders.edu.au/library/fms//images/rodski/200706.gif</a></li>
	<li><a style="font-size: 13px; line-height: 19px;" href="http://www.ecenglish.com/blogs/London/wp-content/uploads/2012/07/IMG_2787.jpg">http://www.ecenglish.com/blogs/London/wp-content/uploads/2012/07/IMG_2787.jpg</a></li>
</ul>
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<wp:post_id>13230</wp:post_id>
<wp:post_date>2013-11-28 19:42:03</wp:post_date>
<wp:post_date_gmt>2013-11-28 08:42:03</wp:post_date_gmt>
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<wp:post_name>measuring-services-and-customer-satisfaction-in-libraries-the-british-library-and-flinders-university-library</wp:post_name>
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<title>Total Quality Management - a means for improvement </title>
<link>http://www.smartkpis.com/blog/total-quality-management-a-means-for-improvement/</link>
<pubDate>Fri, 29 Nov 2013 10:30:40 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Sony]]></category>

		<category domain="tag" nicename="sony"><![CDATA[Sony]]></category>

		<category domain="tag"><![CDATA[Total Quality Management]]></category>

		<category domain="tag" nicename="total-quality-management"><![CDATA[Total Quality Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13265</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Customers’ increasing demand for superior quality products and services has made the market a very harsh environment. Organizations are looking for new ways to improve themselves in order to survive on the market and maintain their competitiveness. Therefore, continuous development has become a priority.</p>
<p style="text-align: justify;">In this environment, Total Quality Management (TQM) is an important and useful concept. It helps the organization assess its level of maturity in terms of quality assurance and it provides information about the areas that need improvement.</p>
<p style="text-align: justify;">TQM is an integrated organizational effort designed to improve quality at every level. TQM is about meeting quality expectations as defined by the customer. Defining quality is very difficult, as the concept is somehow subjective.</p>
<p style="text-align: justify;">Definition of quality depends on the organization and its clients’ list. In the case of a manufacturing organization, quality most commonly translates as conformance to standards since the finite product is tangible and can be measured directly. On the other hand, with services organizations, where the final product isn’t tangible but experienced, quality of services is defined by perceptual factors.</p>
<p style="text-align: center;"><img class="aligncenter size-full wp-image-13266" title="Total Quality Management" alt="Dimensions of Quality for Manufacturing versus Service Organizations" src="http://www.smartkpis.com/blog/wp-content/uploads/Dimensions-of-quality.jpg" width="634" height="120" /></p>
<p style="text-align: center;"><span style="color: #333333;">Dimensions of Quality for Manufacturing versus Service Organizations</span></p>
<!--more-->
<p style="text-align: justify;">A good example of TQM implementation is given by Sony, as it has recently reconfigured its quality management system by reviewing specific mechanisms across all processes, from development, planning, designing and manufacturing to sales and service. This required a redefinition of roles, responsibilities and authority. Based on this new quality management system, Sony has developed a framework and it is taking actions on an ongoing basis to improve the quality of its products and services.</p>
<p style="text-align: center;"><img class="aligncenter size-full wp-image-13267" title="Sony framework Total Quality Management" alt="Sony framework" src="http://www.smartkpis.com/blog/wp-content/uploads/Sony-framework.jpg" width="634" height="500" /></p>
<p style="text-align: justify;">To be able to implement a TQM program in the organization, the first thing to be done is to assess the current performance. This effort is sustained by the use of Key Performance Indicators (KPIs). Some useful KPIs could include:</p>

<ul>
	<li>% Quality defects</li>
	<li>% Processes mapped</li>
	<li>% Processes optimized</li>
	<li>% Process efficiency ratio</li>
	<li># Frequency of production delays due to inventory shortages or supply delays</li>
	<li># Shutdown overrun for maintenance related reasons</li>
	<li>% Functional departments objectives aligned with the organizational strategy</li>
	<li>% Staff engagement with strategy</li>
</ul>
For more examples of related KPI, access <a href="http://www.smartkpis.com/kpi/functional-areas/production-quality-management/" target="_blank">Production &amp; Quality Management</a>
<p style="text-align: justify;"><span style="font-size: 13px;">Total Quality Management is different from the old concept of quality because its focus is on serving customers, identifying the causes of quality problems, and building quality into the production process. This means that TQM impacts every aspect of the organization, employees and processes.</span></p>
<p style="text-align: justify;">Whether a TQM system implementation is successful or not, it depends on the extent to which it is able to create a synergy across the company’s departments. This will further translate into better customer services, strategic business performance, employee satisfaction and product quality.</p>
Resources:
<ul>
	<li style="text-align: left;">Sony (2013), Sony's Quality Management System Framework, available at: <a href="http://www.sony.net/SonyInfo/csr_report/quality/management/" target="_blank">http://www.sony.net/SonyInfo/csr_report/quality/management/</a></li>
	<li style="text-align: left;">Bloomfield L.A. (2013), How Things Work: The Physics of Everyday Life, 5th Edition, available at: <a href="http://www.wiley.com/college/sc/reid/chap5.pdf" target="_blank">http://www.wiley.com/college/sc/reid/chap5.pdf</a></li>
	<li style="text-align: left;">Al-jalahma R. (2009), Measuring the importance and implementation of TQM practices and identifying TQM implementation barriers in Bahraini industries using Baldrige Criteria of performance excellence, available at: <a href="http://www.brunel.ac.uk/__data/assets/file/0015/91023/phdSimp2009RashidAljalahma.pdf" target="_blank">http://www.brunel.ac.uk/__data/assets/file/0015/91023/phdSimp2009RashidAljalahma.pdf</a></li>
	<li style="text-align: left;">Le Nguyen Doan K.(2011), Quality management in the Pangasius export supply chain in Vietnam, available at: <a href="http://goo.gl/e9Bg9f" target="_blank">http://goo.gl/e9Bg9f</a></li>
</ul>
Image sources:
<ul>
	<li><a style="font-size: 13px;" href="http://www.sony.net/SonyInfo/csr_report/quality/management/" target="_blank">http://www.sony.net/SonyInfo/csr_report/quality/management/</a></li>
</ul>]]></content:encoded>
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<wp:post_id>13265</wp:post_id>
<wp:post_date>2013-11-29 21:30:40</wp:post_date>
<wp:post_date_gmt>2013-11-29 10:30:40</wp:post_date_gmt>
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<title>Performance Expo: Training Evaluation Forms used at the Balanced Scorecard Saudi Arabia 2013 conference</title>
<link>http://www.smartkpis.com/blog/evaluation-forms-used-at-balanced-scorecard-saudi-arabia-2013/</link>
<pubDate>Mon, 02 Dec 2013 15:05:39 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[IIRME]]></category>

		<category domain="tag" nicename="iirme"><![CDATA[IIRME]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Saudi Araba]]></category>

		<category domain="tag" nicename="saudi-araba"><![CDATA[Saudi Araba]]></category>

		<category domain="tag"><![CDATA[Training Evaluation]]></category>

		<category domain="tag" nicename="training-evaluation"><![CDATA[Training Evaluation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13273</guid>
<description></description>
<content:encoded><![CDATA[In November 2013, The Institute for International Research Middle East (IIRME) organized the Balanced Scorecard – Part of Strategy Leaders conference. With more than 20 speakers, 3 main themes and 6 workshops, the conference was one of the most important Performance Management events in 2013. In order to continuously improve the quality of the conferences they deliver, IIRME put in place multiple evaluation forms for the event, in order to assess participants’ satisfaction with both sessions and workshops.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2013.jpg"><img class="aligncenter size-full wp-image-13274" title="Balanced Scorecard Saudi Arabia 2013" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Saudi-Arabia-2013.jpg" width="634" height="160" /></a></p>
<!--more--><span style="font-size: 13px; line-height: 19px;">The sessions were divided into three main themes: Strategy Day, Change Management and Strategy Execution, and for them, a feedback form with 12 questions was provided. Participants were asked to rate the overall event, the sessions and the speakers, as well as to offer their opinion on specific aspects of the conference.</span>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Feedback-form.jpg"><img class="aligncenter size-full wp-image-13275" title="Feedback form" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Feedback-form.jpg" width="539" height="330" /></a></p>
<p style="text-align: center;"><em>To see the full Feedback form, access <a href="https://www.dropbox.com/s/f9m7n93wt2ggsmz/Balanced%20Scorecard%20Saudi%20Arabia%202013%20Feedback%20form2.pdf" target="_blank">Balanced Scorecard Saudi Arabia 2013 Feedback Form</a></em></p>
Positive aspects of the presented Feedback form:
<ul>
	<li>It contains both close-ended and open-ended questions, which balance the completion of the evaluation form in a time effective way, with the provision of a more detailed feedback;</li>
	<li>It focuses both on the present conference and on future events, asking  participants about the topics they would have liked to see covered or about the speakers and companies that should be invited in the following years;</li>
	<li>The participants were asked to provide the names and job titles of colleagues that would be interested in attending the next edition of the conference. This is useful in creating a database of possible participants;</li>
	<li>Previous to the questions where participants had to rate different aspects on a five points scale, clear guidelines were offered (5=Very good, 4=Good, 4=Acceptable, 2=Below Expectations, 1=Poor).</li>
</ul>
Recommendation for the presented Feedback form:
<ul>
	<li>Structuring the questions in several clusters, such as Overall considerations, Speakers and Recommendations is a useful practice. It facilitates the completion of the form for the participants, and it groups together the opinions on a certain aspect of interest for the organizers.</li>
</ul>
<!--more-->

Besides the sessions, the conference also offered six workshops: “Balanced Scorecard: Concept, Development and Deployment”, “From Key Performance And Risk Indicators To Predictive Analytics”, “Building A Successful Office Of Strategy Management”, “Strategic Alignment – How To Align Operations To The Overall Strategy”, “Enterprise Risk Management” and “Business War Gaming: Stress Testing Your Strategy”.

To evaluate them, IIRME put in place a different feedback form, as aspects to be assessed varied from the ones regarding the conference.

Below, the Evaluation form for Workshop B - “From Key Performance And Risk Indicators To Predictive Analytics” is provided:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Evaluation-form-Workshops.jpg"><img class="aligncenter size-full wp-image-13276" title="Evaluation form - Workshops" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Evaluation-form-Workshops.jpg" width="593" height="391" /></a></p>
<p style="text-align: center;"><em>To see the full Evaluation form, access <a href="https://www.dropbox.com/s/apgnvkddp3c7heb/Balanced%20Scorecard%202013%20Workshop%20Evaluation%20form%20%282%29.pdf" target="_blank">Balanced Scorecard Saudi Arabia Workshops Evaluation form</a></em></p>
Positive aspects of the presented Evaluation form:
<ul>
	<li>The questions are divided in two clusters (Feedback on the trainer and Course relevance), making the completion easier;</li>
	<li>The participants were asked to rate different aspects regarding the trainer’s knowledge and behavior, as well as the course’s utility on a four points scale. For all these questions, they were also asked to motivate their rating. This offered organizers richer insights on participants’ satisfaction with the workshop;</li>
	<li>The participants were asked whether their company is interested in customized in-house courses. This helps IIRME prospect the market for assessing future demand.</li>
</ul>
Recommendation for the presented Evaluation form:
<ul>
	<li>Participants were asked to rate their experience on a 4 levels scale. In the article <em><a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#rating-scale" target="_blank">Basics of Survey and Question Design</a></em>, Rachel Flagg recommends the usage of 5 a five levels scale, including a “neutral” category, in order to receive a more accurate feedback.</li>
</ul>
To conclude, through its customized evaluation forms, IIRME has proved that participants’ feedback is a very important element for their events and conferences, which contributes in increasing the quality of the provided services year after year.

References:
<ul>
	<li>IIRME (2013),  Workshop Evaluation Form</li>
	<li>Balanced Scorecard Saudi Arabia (2013), Feedback Form</li>
</ul>
<ul>
	<li>Flagg R. (2013), Basics of survey and question design, HowTo.gov, available at:<a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design" target="_blank">http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design</a></li>
</ul>
Image Source:
<ul>
	<li><a href="http://www.iirme.com/strategyleaderssaudi/home">http://www.iirme.com/strategyleaderssaudi/home</a></li>
</ul>]]></content:encoded>
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<wp:post_id>13273</wp:post_id>
<wp:post_date>2013-12-03 02:05:39</wp:post_date>
<wp:post_date_gmt>2013-12-02 15:05:39</wp:post_date_gmt>
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<title>Performance management in the spa industry</title>
<link>http://www.smartkpis.com/blog/performance-management-in-the-spa-industry/</link>
<pubDate>Wed, 04 Dec 2013 12:01:14 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Benchmark]]></category>

		<category domain="tag" nicename="benchmark"><![CDATA[Benchmark]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[spa]]></category>

		<category domain="tag" nicename="spa"><![CDATA[spa]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13289</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: left;">Spas were initially an area of service provided by expensive hotels, but they have now separated into independent businesses, growing into an entire industry. Companies in this field are aware of the benefits of performance management and they have implemented Key Performance Indicators (KPIs) to measure their results and achieve their goals.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Percentage_of_clients_retained1.jpg"><img class="aligncenter size-full wp-image-13290" title="Performance management in the spa industry" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Percentage_of_clients_retained1.jpg" width="634" height="350" /></a><!--more-->
A list of such KPIs is provided by Neill Technologies - a software company for spas and salons, and it can be found on salonspabestpractices.com:</p>

<ul>
	<li>SPST</li>
	<li>RPCT</li>
	<li>Percentage of retail per service ticket</li>
	<li>Percentage of retail tickets without services</li>
	<li>Percentage of hair color services</li>
	<li>Average days between clients’ appointments</li>
	<li>Retained customers</li>
	<li>Inventory turnaround</li>
	<li>Customer referrals</li>
</ul>
In regards to the above list, it is recommended:
<ul>
	<li>To standardize KPIs’ name – each indicator should have a measurement unit (%, #, $);</li>
	<li>To avoid using only acronyms – it is useful to provide the entire KPI name first, and the acronyms in brackets, so as to understand their meaning;</li>
	<li>To link the monitored KPIs to specific objectives the spa company aims at – otherwise, tracking indicators adds no value to the organization.</li>
</ul>
In addition to these, The KPI Institute provides other examples of KPIs that can be useful:
<ul>
	<li>$ Customer profitability</li>
	<li>% Repeat customers</li>
	<li># Customer engagement</li>
	<li># New customers</li>
	<li>$ Lifetime value of a customer</li>
	<li>$ Customer retention cost</li>
	<li>% Customers participating in loyalty programs</li>
	<li>% Willingness to recommend</li>
</ul>
Spas are a luxury, which translates into consistently high revenues for spa owners. However, the quality of the products and services offered to clients should align with their financial value. In 2003, the Day Spa Association was the first to conceive a benchmarking report for the Day Spa Industry. The purpose of this research was to go beyond the usual financial interests and promote a successful development of spa facilities, rendering competitive and qualitative services to the customers.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Day_Spa_Benchmark1.jpg"><img class="aligncenter size-full wp-image-13292" title="Day Spa Benchmark " alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Day_Spa_Benchmark1.jpg" width="660" height="397" /></a> Based on this study, the Day Spa Association determined the main characteristics of a successful day spa:</p>

<ul>
	<li>Size</li>
	<li>Business Mix</li>
	<li>Products Sold</li>
	<li>Customers</li>
	<li>Promotional Mix</li>
	<li>Business Mix/Future Plans</li>
</ul>
These areas are all described and mapped for a clear understanding and usage. It is an efficient tool that spa owners could use to learn how they can apply the given findings and suggestions in their own facilities, to further improve their performance. This will translate in a higher quality of the services offered to customers and, consequently, in higher financial benefits for the company.
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Salonbestpractices.com (2010), How are your KPIs?, available at: http://salonspabestpractices.com/how-are-your-kpis/</li>
	<li>Kelleher, R.M. (2003), Day Spa Benchmarks: A Blueprint for Success, New Jersey: The Day Spa Association, available at: http://www.h-e-a-t.com/pdf/spa_benchmarks.pdf</li>
</ul>
<p style="text-align: left;">Image sources:</p>

<ul style="text-align: left;">
	<li>http://salonspabestpractices.com/how-are-your-kpis/percentages-kpi/</li>
	<li style="text-align: left;">http://www.h-e-a-t.com/pdf/spa_benchmarks.pdf</li>
</ul>]]></content:encoded>
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<wp:post_id>13289</wp:post_id>
<wp:post_date>2013-12-04 23:01:14</wp:post_date>
<wp:post_date_gmt>2013-12-04 12:01:14</wp:post_date_gmt>
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<title>Performance Expo: Scorecard - Seattle Public Schools</title>
<link>http://www.smartkpis.com/blog/using-the-scorecard-at-seattle-public-schools/</link>
<pubDate>Thu, 05 Dec 2013 10:28:46 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

		<category domain="tag"><![CDATA[Seattle Public Schools]]></category>

		<category domain="tag" nicename="seattle-public-schools"><![CDATA[Seattle Public Schools]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13306</guid>
<description></description>
<content:encoded><![CDATA[Seattle Public Schools is the largest K-12 school system (kindergarten-12th grade) in Washington. The institution provides educational services for more than 49,800 students. It has understood the importance of performance management and it began to implement strategic plans for its development.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-1.png"><img class="aligncenter size-full wp-image-13307" title="Seattle Public Schools" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-1.png" width="634" height="230" /></a><!--more--></p>
The latest Strategic Plan was adopted in July 2013 for the period 2013-2018 and it aims at continuing the improvement initiatives set by the previous strategy. As Jose Banda, the Superintendent of Seattle Public Schools sustains, the goals for the following 5 years include:
<ul>
	<li>Ensure Educational Excellence and Equity for Every Student;</li>
	<li>Improve Systems Districtwide to Support Academic Outcomes and Meet Students’ Needs;</li>
	<li>Strengthen School, Family and Community Engagement.</li>
</ul>
To track the performance towards meeting its goals, Seattle Public Schools uses a scorecard, which is structured on the two performance areas: academic growth and student outcomes and district operational measures. It also offers explanations for the results achieved.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture-24.png"><img class="aligncenter size-large wp-image-13318" title="Scorecard - Seattle Public Schools" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture-24-1024x550.png" width="717" height="385" /></a></p>
Positive aspects of the SPS District Scorecard:
<ul>
	<li>It presents the strategic goals next to the indicators – if there is no link between them, the efforts towards performance are useless;</li>
	<li>Each KPI is placed in a context – previous results are offered in order to assess the progress;</li>
	<li>For each KPI, a target is given for the following year – to have a long term perspective towards the level the indicator should achieve;</li>
	<li>Extra information is provided for each KPI – the annual change, the growth for the baseline and the gap between the current results and the future target. This helps better assess KPIs’ trend and enables decision making, if the case;</li>
	<li>A color code is used to better visualize KPI’s evolution – red for a negative change, green for a positive change and black if no change happened.</li>
</ul>
Recommendations for the presented scorecard:
<ul>
	<li>KPI’s name should be standardized – the use of symbols (#, $, %) enables a faster and clearer understanding of the indicators. For example, ‘Percent of students with fewer than 10 absences” can be rephrased “% Students with fewer than 10 absences”;</li>
	<li>A sparkline could be useful for a better visualization of KPI’s trend over time - it has the advantage of showing data in an aggregated manner.</li>
</ul>
For other relevant KPIs for Primary and Secondary Schools, <a href="http://www.smartkpis.com/kpi/industries/education-training/primary-and-secondary-schools-k-12/">http://www.smartkpis.com/kpi/industries/education-training/primary-and-secondary-schools-k-12/</a> can be consulted.

The second part of the scorecard, consisting in the district operational measures has a more balanced perspective, monitoring KPIs on 4 areas: High performing staff, Effective Community Support, Fiscal Integrity and Efficient Processes. Again, for each of them, previous results, actual outcomes and future targets are provided.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture-32.png"><img class="aligncenter size-large wp-image-13320" title="Scorecard - Seattle Public Schools 2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture-32-1023x485.png" width="716" height="340" /></a></p>
Such an integrative approach towards implementing performance management tools within the organization supports the implementation of the strategy and enables goals’ achievement.

References:
<ul>
	<li>Seattle Public Schools (2012), SPS District Scorecard 2011-2012 school year, available at: <a href="http://www.seattleschools.org/modules/groups/homepagefiles/cms/1583136/File/Departmental%20Content/strategicplan/districtscorecard/districtscorecard20112012.pdf">http://www.seattleschools.org/modules/groups/homepagefiles/cms/1583136/File/Departmental%20Content/strategicplan/districtscorecard/districtscorecard20112012.pdf</a></li>
	<li>Seattle Public Schools (2013), Strategic Plan 2013-2018, available at: <a href="http://www.seattleschools.org/modules/groups/homepagefiles/cms/1583136/File/Departmental%20Content/strategicplan/2013/Strategic_Plan_2013_2018.pdf?sessionid=bc786b84282eb0c068dc166ec63fb160">http://www.seattleschools.org/modules/groups/homepagefiles/cms/1583136/File/Departmental%20Content/strategicplan/2013/Strategic_Plan_2013_2018.pdf?sessionid=bc786b84282eb0c068dc166ec63fb160</a></li>
	<li>Seattle Public Schools (2013), About our district, available at: <a href="http://www.seattleschools.org/modules/cms/pages.phtml?pageid=192400&amp;sessionid=4515599bf608150ddb73eb5f4c2cab94&amp;t">http://www.seattleschools.org/modules/cms/pages.phtml?pageid=192400&amp;sessionid=4515599bf608150ddb73eb5f4c2cab94&amp;t</a></li>
	<li>The KPI Institute (2013), Primary and Secondary Schools / K-12, available at: <a href="http://www.smartkpis.com/kpi/industries/education-training/primary-and-secondary-schools-k-12/">http://www.smartkpis.com/kpi/industries/education-training/primary-and-secondary-schools-k-12/</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.seattleschools.org/modules/groups/homepagefiles/cms/1583136/File/Departmental%20Content/strategicplan/districtscorecard/districtscorecard20112012.pdf">http://www.seattleschools.org/modules/groups/homepagefiles/cms/1583136/File/Departmental%20Content/strategicplan/districtscorecard/districtscorecard20112012.pdf</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13306</wp:post_id>
<wp:post_date>2013-12-05 21:28:46</wp:post_date>
<wp:post_date_gmt>2013-12-05 10:28:46</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
<wp:ping_status>open</wp:ping_status>
<wp:post_name>using-the-scorecard-at-seattle-public-schools</wp:post_name>
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<title>Performance Expo: Customer Satisfaction Survey for students - Clayton State University</title>
<link>http://www.smartkpis.com/blog/popularity-and-performance-through-student-satisfaction/</link>
<pubDate>Thu, 05 Dec 2013 11:01:11 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Clayton State University]]></category>

		<category domain="tag" nicename="clayton-state-university"><![CDATA[Clayton State University]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Student Satisfaction]]></category>

		<category domain="tag" nicename="student-satisfaction"><![CDATA[Student Satisfaction]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13324</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The Clayton State University (USA) has developed a student satisfaction survey in order to assess student's learning experience and needs. The following analysis includes both positive aspects and a recommendation for the proposed survey.</p>
<p style="text-align: center;"><span style="text-align: justify; font-size: 13px;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Survey2.jpg"><img class="aligncenter size-full wp-image-13325" title="Clayton University Survey of Student Satisfaction" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Survey2.jpg" width="634" height="729" /></a></span></p>
<p style="text-align: center;"><em><!--more-->To see the entire survey, access <a href="http://www.clayton.edu/Portals/26/docs/survey-student-satisfaction.pdf" target="_blank">Clayton University Survey of Student Satisfaction</a></em></p>
<p style="text-align: justify;">Positive aspects of the presented survey:</p>

<ul>
	<li style="text-align: left;">The instructions are very clear and easy to follow – students are explained the importance of the survey, the need to complete it and how to complete it;</li>
	<li style="text-align: left;">It covers a variety of areas, from professors to university programs, from campus experience and campus facilities to student life in general. This is useful in gaining insights on all activities that might need improvement;</li>
	<li style="text-align: left;">Students are asked to assess their satisfaction on a five points scale: Very satisfied, Satisfied, Neutral, Dissatisfied and Very dissatisfied. Although the questionnaire mainly uses abbreviations, the labels are clearly explained at the beginning of each page, to ensure a proper completion.</li>
</ul>
<p style="text-align: justify;">As a recommendation for the survey:</p>

<ul>
	<li style="text-align: left;">In order to get a more extensive feedback, it is recommended to introduce more open-ended questions. Adding this type of questions after each cluster offers detailed insights for each area of interest, insights that might be otherwise overlooked.</li>
</ul>
Resources:
<ul>
	<li style="text-align: left;">Clayton State University, Survey of student satisfaction, USA, available at: <a href="http://www.clayton.edu/Portals/26/docs/survey-student-satisfaction.pdf">http://www.clayton.edu/Portals/26/docs/survey-student-satisfaction.pdf</a></li>
</ul>
Image source:
<ul>
	<li style="text-align: left;"><a href="http://www.clayton.edu/Portals/26/docs/survey-student-satisfaction.pdf" target="_blank">http://www.clayton.edu/Portals/26/docs/survey-student-satisfaction.pdf</a></li>
</ul>]]></content:encoded>
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<wp:post_id>13324</wp:post_id>
<wp:post_date>2013-12-05 22:01:11</wp:post_date>
<wp:post_date_gmt>2013-12-05 11:01:11</wp:post_date_gmt>
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<title>What drives employee satisfaction?</title>
<link>http://www.smartkpis.com/blog/what-drives-employee-satisfaction/</link>
<pubDate>Fri, 06 Dec 2013 07:34:41 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag" nicename="employee-satisfaction"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Report Anlysis]]></category>

		<category domain="tag" nicename="report-anlysis"><![CDATA[Report Anlysis]]></category>

		<category domain="tag"><![CDATA[Society for Human Resources Management]]></category>

		<category domain="tag" nicename="society-for-human-resources-management"><![CDATA[Society for Human Resources Management]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13328</guid>
<description></description>
<content:encoded><![CDATA[Employee satisfaction is an important component of business sustainability as it reflects in lower turnover rates, more commitment and higher individual performance.

The Society for Human Resources Management (SHRM) is the largest HR association in the world. Beside, building and sustain partnerships between professionals in this domain, it also provides quality research.

Since 2002, SHRM has been analyzing employee satisfaction, in order to outline what matters the most for employees and to provide valuable solutions for HR managers. During the years, <a href="http://www.smartkpis.com/kpi-key-performance-indicator/employee-satisfaction-5912.html"># Employee satisfaction</a> in the U.S. market seem to have grown constantly from 77% to 81%, according to SHRM’s yearly study “Employee Job Satisfaction and Engagement”.<!--more-->

The latest report from 2012, reveals the top five key elements that drive employee satisfaction:
<ul>
	<li>Opportunities to use skills / abilities;</li>
	<li>Job security;</li>
	<li>Compensation / pay;</li>
	<li>Communication between employees and senior management;</li>
	<li>Relationship with immediate supervisor.</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/What-drives-employee-satisfaction-survey2.png"><img class="aligncenter size-full wp-image-13331" title="Employee satisfaction satisfaction" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/What-drives-employee-satisfaction-survey2.png" width="634" height="458" /></a>The surveys performed on employees provide valuable information about what stimulates the personnel to better perform and engage in everyday activities.</p>
The way companies succeed in transforming data into actual actions is a key element in organizational management. Possible initiatives to address the top five most important aspects for employees are:

<strong>Training programs</strong>
<ul>
	<li>Individual Development Plans should be implemented in order to identify specific training needs for each employee and ensure the monitoring of his professional evolution;</li>
	<li>Training calendars should be established to make sure all employees receive a minimum of training hours. In order to monitor the progress achieved in training staff, key performance indicators should be used. <a href="http://www.smartkpis.com/kpi-key-performance-indicator/training-hours-per-full-time-equivalent-fte-7.html"># Training hours per full time equivalent</a> reflects the average training time each employee received during the year. The actual result can be compared with a pre-set target.</li>
</ul>
<strong>Compensations and pay framework</strong>
<ul>
	<li>The bonus system should be objective and based on employees’ performance. To ensure employee satisfaction, performance should be measured in the same way all over the organization. Also, it has to be clearly defined for each individual, not just in terms of deliverables, but also in terms of competences and behaviors;</li>
	<li>Performance evaluations should be conducted at least once a year;</li>
	<li>The organization’s compensation and pay philosophy should be communicated in order to ensure that the personnel understands what determines its payment.</li>
</ul>
<strong> Relationship with managers</strong>
<ul>
	<li>Communication should be encouraged not only among employees, but also between employees and managers. Team building activities, or just a weekly lunch with the team can enhance communication;</li>
	<li>Employees’ involvement into strategic meetings and activities provides a better image in regards to the organization’s future directions and to the role each staff member has. Furthermore, it makes employees more engaged in their work;</li>
	<li>Feedback sessions are benefic for employees, as they can improve their performance and they create a culture of constant learning.</li>
</ul>
Gaining employee’s satisfaction is a process that takes time, but it is worth the effort as the human capital is the most important resource of the company.

References:
<ul>
	<li>Society for Human Resources Management (2013), 2012 Employee Job Satisfaction and Engagement, available at: <a href="http://www.shrm.org/legalissues/stateandlocalresources/stateandlocalstatutesandregulations/documents/12-0537%202012_jobsatisfaction_fnl_online.pdf">http://www.shrm.org/legalissues/stateandlocalresources/stateandlocalstatutesandregulations/documents/12-0537%202012_jobsatisfaction_fnl_online.pdf</a></li>
	<li>smartKPIs.com (2013), KPI examples, available at: <a href="http://www.smartkpis.com/kpi-key-performance-indicator/training-hours-per-full-time-equivalent-fte-7.html">http://www.smartkpis.com/kpi-key-performance-indicator/training-hours-per-full-time-equivalent-fte-7.html</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.shrm.org/legalissues/stateandlocalresources/stateandlocalstatutesandregulations/documents/12-0537%202012_jobsatisfaction_fnl_online.pdf">http://www.shrm.org/legalissues/stateandlocalresources/stateandlocalstatutesandregulations/documents/12-0537%202012_jobsatisfaction_fnl_online.pdf</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13328</wp:post_id>
<wp:post_date>2013-12-06 18:34:41</wp:post_date>
<wp:post_date_gmt>2013-12-06 07:34:41</wp:post_date_gmt>
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<title>Performance Expo: Scorecard in the healthcare industry - St. Johns County Health Department</title>
<link>http://www.smartkpis.com/blog/scorecard-in-the-healthcare-industry-st-johns-county-health-department/</link>
<pubDate>Fri, 06 Dec 2013 07:40:00 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

		<category domain="tag"><![CDATA[St. Johns County Health Department]]></category>

		<category domain="tag" nicename="st-johns-county-health-department"><![CDATA[St. Johns County Health Department]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13332</guid>
<description></description>
<content:encoded><![CDATA[St. Johns County Health Department (SJCHD) is dedicated to protecting, monitoring and improving the health of the people in Florida, by gathering state and local communities to address health-related issues. The department formulates policies and plans to support health goals, and it enforces laws and regulations necessary to ensure the public’s health and provide necessary local services.

SJCHD’s Performance Management Council adopted in 2012 a Strategic Plan for 4 years in order to identify critical aspects that should be addressed to protect, promote and improve the health of Florida’s citizens. As part of a large performance management system, St. Johns County Health Department implemented a Scorecard, which includes the major points of its Strategic Plan.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/scorecard1.png"><img class="aligncenter size-full wp-image-13338" title="scorecard1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/scorecard1.png" width="634" height="500" /></a><!--more--></p>
Positive aspects of the St. Johns County Health Department Scorecard:
<ul>
	<li>Each area of performance (health protection, financial, customers, employees) is linked to strategic objectives;</li>
	<li>The objectives are properly formulated, as they start with verbs;</li>
	<li>Based on the objectives set, Key Performance Indicators have been identified and monitored towards specific targets;</li>
	<li>Adding future targets / projections provides an overview of the St. Johns County Health Department’s long term strategy.</li>
</ul>
Recommendations for the presented Scorecard:
<ul>
	<li>KPI names should be standardized (keep them short and simple) - symbols should be used in front of the KPIs’ name, to ease the visualization and understanding (e.g. % Customer satisfaction, % Required training completed);</li>
	<li>Some of the indicators used by the department are not KPIs (e.g. National Voluntary PM Accreditation by 2012) – they can rather be seen as initiatives;</li>
	<li>For each objective, at least 2 KPIs should be monitored;</li>
	<li>Previous results from 2011 are presented in the scorecard, but the current results from 2012 are missing;</li>
	<li>KPIs’ trend can also be included in the scorecard - “traffic lights” can be used to make the scorecard more interactive and provide an instant visualization of KPI results over time.</li>
</ul>
For other relevant KPI examples related to Healthcare industry you can visit: <a href="http://www.smartkpis.com/kpi/industries/healthcare/">http://www.smartkpis.com/kpi/industries/healthcare/</a>

References:
<ul>
	<li>St. Johns County Health Department (2012), 2012-16 SJCHD Scorecard and core competency alignment, available at: <a href="http://www.floridahealth.gov/chdStJohns/forms/SJCHDScorecard/SJCHD_Scorecard_May_2012.pdf">http://www.floridahealth.gov/chdStJohns/forms/SJCHDScorecard/SJCHD_Scorecard_May_2012.pdf</a></li>
	<li>Scott, R. and Armstrong, J. (2013), Agency strategic plan, available at: <a href="http://www.floridahealth.gov/public-health-in-your-life/about-the-department/_documents/agency-strategic-plan-implementation-plan-ver1-2.pdf">http://www.floridahealth.gov/public-health-in-your-life/about-the-department/_documents/agency-strategic-plan-implementation-plan-ver1-2.pdf</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.floridahealth.gov/chdStJohns/forms/SJCHDScorecard/SJCHD_Scorecard_May_2012.pdf">http://www.floridahealth.gov/chdStJohns/forms/SJCHDScorecard/SJCHD_Scorecard_May_2012.pdf</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13332</wp:post_id>
<wp:post_date>2013-12-06 18:40:00</wp:post_date>
<wp:post_date_gmt>2013-12-06 07:40:00</wp:post_date_gmt>
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<title>Performance Expo: Strategy map - Qatar Fuel Additives Company</title>
<link>http://www.smartkpis.com/blog/implementing-the-strategy-map-%e2%80%93-qatar-fuel-additives-company/</link>
<pubDate>Mon, 09 Dec 2013 09:55:43 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Desired State of Evolution]]></category>

		<category domain="tag" nicename="desired-state-of-evolution"><![CDATA[Desired State of Evolution]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Qatar]]></category>

		<category domain="tag" nicename="qatar"><![CDATA[Qatar]]></category>

		<category domain="tag"><![CDATA[Qatar Fuel Additives Company]]></category>

		<category domain="tag" nicename="qatar-fuel-additives-company"><![CDATA[Qatar Fuel Additives Company]]></category>

		<category domain="tag"><![CDATA[Strategy]]></category>

		<category domain="tag" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Strategy Map]]></category>

		<category domain="tag" nicename="strategy-map"><![CDATA[Strategy Map]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13343</guid>
<description></description>
<content:encoded><![CDATA[The strategy map is a useful performance management tool that provides a better understanding of the company’s strategy. It communicates strategic objectives in a visual manner, so that organizational strategic objectives can be easily communicated and made available to all stakeholders.

In its strive to becoming one of the producers of high quality methanol in the world, Qatar Fuel Additives Company (QAFAC) has developed a strategy map for 2012-2020. The company mainly focuses towards the production and exportation of methanol and methyl tertiary butyl ether (MTBE).
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture-1.png"><img class="aligncenter size-full wp-image-13344" title="Qatar Fuel Additives Company" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture-1.png" width="634" height="280" /></a><!--more-->Usually, the strategy map is built on the Balanced Scorecard concept, being structured on 4 perspectives (Financial, Customers, Internal Processes and Learning and Growth). However, these traditional perspectives can be adapted to meet the organization’s needs.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture20.png"><img class="aligncenter size-full wp-image-13345" title="Strategy map - Qatar Fuel Additives Company" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture20.png" width="634" height="800" /></a></p>
Positive aspects of the strategy map proposed by QAFAC:
<ul>
	<li>It covers 3 main themes (Operational Excellence, Growth and Value for all the stakeholders) – clearly stating the company’s strategic direction;</li>
	<li>It is structured on 4 perspectives, with the difference that the Learning and Growth section is replaced with the “Enablers” part. Besides employees, this sections also includes the infrastructure needed for an appropriate delivery of products;</li>
	<li>Each perspectives includes a number of objectives that need to be achieved;</li>
	<li>The objectives are standardized – they all start with a verb;</li>
	<li>It is easy to read – from the inputs which can be found at the bottom of the map, to the financial outcomes that in the end will lead to the fulfillment of the 3 strategic themes;</li>
	<li>It uses colors to visualize which objectives address the set themes.</li>
</ul>
Recommendations for the presented strategy map:
<ul>
	<li>Linking objectives one to another will ensure a better understanding of the cause-effect relation between them and this will provide a clearer picture of the entire map;</li>
	<li>When planning a long term organizational strategy, a “<a href="http://www.smartkpis.com/blog/2010/10/29/desired-state-of-evolution-the-newest-instrument-in-the-managerial-toolkit/">Desired State of Evolution</a>” is more appropriate to be developed for objectives that are established for a longer period of time, usually 3-5 years. The strategy map is regularly developed based on the “<a href="http://www.smartkpis.com/blog/2010/10/29/desired-state-of-evolution-the-newest-instrument-in-the-managerial-toolkit/">Desired State of Evolution</a>” and contains the yearly objectives that are reviewed and revised at the end of each year.</li>
</ul>
Next recommended steps for a successful implementation:
<ul>
	<li>To translate the strategy map into practice, each objective should have KPIs assigned, to ensure its achievement;</li>
	<li>For attaining targets set in terms of KPIs, initiatives need to be implemented. This will assure that the achievement of the objectives in the strategy map will become functional.</li>
</ul>
QAFAC has understood that the proper way towards making real its ambitions is to clarify its direction, to maximize its strengths and to implement the right instruments. The strategy map is one of them.

For details about the benefits of the strategy map and to see a how such a performance instrument looks like in The KPI Institute’s vision, visit the ‘Ask the Expert” section, at: <a href="http://www.smartkpis.com/blog/2013/11/27/why-use-a-strategy-map/">Why use a strategy map?</a>

References:
<ul>
	<li>Qatar Fuel Additives Co. Ltd (2012), For a sustainable future, available at: <a href="http://www.qafac.com.qa/sites/default/files/QAFAC_SustReport_2012_FINAL.pdf">http://www.qafac.com.qa/sites/default/files/QAFAC_SustReport_2012_FINAL.pdf</a></li>
	<li>The KPI Institute (2013), Why use a strategy map, available at: <a href="http://www.smartkpis.com/blog/2013/11/27/why-use-a-strategy-map/">http://www.smartkpis.com/blog/2013/11/27/why-use-a-strategy-map/</a></li>
	<li>The KPI Institute (2013), Balanced Scorecard, available at: <a href="http://kpiinstitute.org/research/about-balanced-scorecard/">http://kpiinstitute.org/research/about-balanced-scorecard/</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.qafac.com.qa/sites/default/files/QAFAC_SustReport_2012_FINAL.pdf">http://www.qafac.com.qa/sites/default/files/QAFAC_SustReport_2012_FINAL.pdf</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13343</wp:post_id>
<wp:post_date>2013-12-09 20:55:43</wp:post_date>
<wp:post_date_gmt>2013-12-09 09:55:43</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<wp:post_name>implementing-the-strategy-map-%e2%80%93-qatar-fuel-additives-company</wp:post_name>
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<title>Getting Ahead in Business with Body Language - Infographic</title>
<link>http://www.smartkpis.com/blog/getting-ahead-in-business-with-body-language-infographic/</link>
<pubDate>Mon, 09 Dec 2013 09:57:17 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[business]]></category>

		<category domain="tag" nicename="business"><![CDATA[business]]></category>

		<category domain="tag"><![CDATA[Communication]]></category>

		<category domain="tag" nicename="communication"><![CDATA[Communication]]></category>

		<category domain="tag"><![CDATA[Infographic]]></category>

		<category domain="tag" nicename="infographic"><![CDATA[Infographic]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13342</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/getting-ahead-in-business-with-body-language_529e3d21757401.jpg"><img class="aligncenter size-full wp-image-13346" title="Getting Ahead in Business with Body Language - Infographic" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/getting-ahead-in-business-with-body-language_529e3d21757401.jpg" width="634" height="6774" /></a></p>
<!--more-->Positive aspects of the presented infographic:
<ul>
	<li>It has a persuasive header: the sentence “Why is body language important in business?” presents the informative value of the infographic;</li>
	<li>It contains a narrow palette of colors;</li>
	<li>It provides an extensive list of sources in the ending.</li>
</ul>
Recommendations for the presented infographic:
<ul>
	<li>Its size makes the infographic difficult to follow. A shorter infographic might have a bigger impact;</li>
	<li>The layout is not well adapted to the audience. Using a more serious and professional layout would impact more on the professionals interested in the use of non-verbal communication in business;</li>
	<li>The first part of the infographic offers no specific information for the usage of non-verbal language in business. Providing more practical examples would increase the infographic’s value for professionals.</li>
</ul>
Infographic source: <a href="http://dailyinfographic.com/getting-ahead-in-business-with-body-language-infographic">http://dailyinfographic.com/getting-ahead-in-business-with-body-language-infographic</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13342</wp:post_id>
<wp:post_date>2013-12-09 20:57:17</wp:post_date>
<wp:post_date_gmt>2013-12-09 09:57:17</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>Performance Expo: Customer Satisfaction Survey for Public Transport – New South Wales Government</title>
<link>http://www.smartkpis.com/blog/customer-satisfaction-index-2013-for-public-transport-%e2%80%93-nsw-government/</link>
<pubDate>Tue, 10 Dec 2013 10:49:57 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Government - Local]]></category>

		<category domain="tag" nicename="government-local"><![CDATA[Government - Local]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13352</guid>
<description></description>
<content:encoded><![CDATA[The New South Wales (NSW) Government in Australia has developed a long term strategy – the NSW 2021 Plan, in which the management of public transport is centered on the customers’ needs. In order to provide the best services and evaluate the outcomes of the decisions made, every year The Customer Satisfaction Index reveals the degree to which citizens are content with the quality of public transport.

The survey used by the NSW Government was developed based on a preview Customer Value Proposition research that outlined what drives customer satisfaction levels. This data provided essential input regarding the questions that citizens should be asked. The measurement scale used was a seven-point scale:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Survey-scale1.png"><img class="aligncenter size-full wp-image-13354" title="Customer Satisfaction Survey for Public Transport – New South Wales Government Scale" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Survey-scale1.png" width="634" height="130" /></a><!--more--></p>
The Customer Satisfaction Index 2013 questioned over 35,000 customers across five transport modes: train, bus, ferry, light rail and taxi.

To ensure high relevancy of the survey’s results, respondents were selected to participate in the survey while traveling on a typical day of the week, not during a public holiday or other special events. All users of the NSW’s train, bus, ferry, light rail network and taxi (if they travelled in the last 6 months) - including local residents, interstate customers and overseas visitors - were considered eligible for the survey. However, children under 17 years old were not interviewed. To be able to provide an overall satisfaction score, survey results were weighted for each line, region or route.

The survey’s questions were clustered in 9 categories that reflect essential influential aspects of customer satisfaction in public transport:
<ul>
	<li>Timeliness</li>
	<li>Safety and security</li>
	<li>Ticketing</li>
	<li>Comfort</li>
	<li>Accessibility</li>
	<li>Cleanliness</li>
	<li>Information</li>
	<li>Customer service</li>
	<li>Convenience</li>
</ul>
The following example present the results for % Customer satisfaction with bus transportation. All questions/ statements are the same regardless of the means of transportation analyzed.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Bus-survey.png"><img class="aligncenter size-full wp-image-13355" title="Customer Satisfaction Survey for Public Transport – New South Wales Government" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Bus-survey.png" width="634" height="676" /></a></p>
<strong>Positive aspects of NSW Government’s approach in measuring </strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-satisfaction-with-new-products-and-services-108.html"><strong>% Customer satisfaction</strong></a><strong>:</strong>
<ul>
	<li>It was developed based on research data to point out what matters for the citizens. The relevancy of the survey’s results is highly dependent on what respondents are asked;</li>
	<li>It is time effective, as citizens only have to answer at closed-ended questions;</li>
	<li>The statements / questions used are short and clear;</li>
	<li>For each of the 9 important elements for customer satisfaction, NSW Government has established initiatives in order to increase the satisfaction level;</li>
	<li>The disclosure of results presents the methodology used, the results from the previous survey and comments regarding the present evolution of customers’ satisfaction.</li>
</ul>
<strong>Recommendations:</strong>
<ul>
	<li>An open ended question for each survey may provide valuable input regarding the improvements desired by citizens. However, it should be taken into consideration that for this type of question, more effort is required to analyze the answers;</li>
	<li>An overall score of satisfaction could be calculated for all means of transportation analyzed.</li>
</ul>
The methodology used by NSW Government to measure the satisfaction of public transport users can be considered a good practice, being relevant to illustrate the perceived quality of this public service. Based on the survey’s results, efforts can be directed in the areas that provide most value for citizens.

&nbsp;

<strong>References:</strong>
<ul>
	<li>NSW Government (2013), Customer Satisfaction Index 2013, available at:<strong> </strong><a href="http://www.transport.nsw.gov.au/sites/default/files/b2b/publications/customer-satisfaction-index-2013.pdf">http://www.transport.nsw.gov.au/sites/default/files/b2b/publications/customer-satisfaction-index-2013.pdf</a><strong> </strong></li>
	<li>The KPI Institute (2013), KPIs examples, available at:<strong> </strong><a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-satisfaction-with-new-products-and-services-108.html">http://www.smartkpis.com/kpi-key-performance-indicator/customer-satisfaction-with-new-products-and-services-108.html</a><strong> </strong></li>
</ul>
<strong>Image source:</strong>
<ul>
	<li><a href="http://www.transport.nsw.gov.au/sites/default/files/b2b/publications/customer-satisfaction-index-2013.pdf">http://www.transport.nsw.gov.au/sites/default/files/b2b/publications/customer-satisfaction-index-2013.pdf</a><strong> </strong></li>
</ul>
&nbsp;]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13352</wp:post_id>
<wp:post_date>2013-12-10 21:49:57</wp:post_date>
<wp:post_date_gmt>2013-12-10 10:49:57</wp:post_date_gmt>
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<title>Monitoring performance in the public sector – Dashboard system used at Washington State School Directors’ Association</title>
<link>http://www.smartkpis.com/blog/monitoring-performance-in-the-public-sector-%e2%80%93-dashboard-system-used-at-washington-state-school-directors%e2%80%99-association/</link>
<pubDate>Wed, 11 Dec 2013 13:18:47 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Dashboard]]></category>

		<category domain="tag" nicename="dashboard"><![CDATA[Dashboard]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[KPI in Practice]]></category>

		<category domain="tag" nicename="kpis-in-practice"><![CDATA[KPI in Practice]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

		<category domain="tag"><![CDATA[Washington State School Directors’ Association]]></category>

		<category domain="tag" nicename="washington-state-school-directors-association"><![CDATA[Washington State School Directors’ Association]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13359</guid>
<description></description>
<content:encoded><![CDATA[The Washing State School Directors’ Association (WWSDA) is an organization that supports the school district management team, comprised of 1,477 school board members and superintendents from 295 public school districts. The association provides leadership, knowledge sharing and educational support for schools in the state of Washington.

Throughout the past years, the WWSDA, especially the Port Angeles School District with the help of the Center for Educational Effectiveness (CEE), has designed a dashboard system that is currently used by boards to monitor the educational system’s performance all over the state. A selected taskforce was assigned to the project and in 2008, the “Data dashboard for school directors: Using data for accountability and student achievement” was released to the public.<!--more-->
<p style="text-align: left;">This report contains suggested practices for using dashboards, as well as recommendations regarding the components that can be included within a dashboard, such as Key Performance Indicators (KPIs) and clusters for grouping the KPIs:<a href="http://www.smartkpis.com/blog/wp-content/uploads/WWSDA11.png"><img class="aligncenter size-full wp-image-13366" title="Dashboard - Washington State School Directors’ Association" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/WWSDA11.png" width="634" height="880" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/WWSDA2.png"><img class="aligncenter size-full wp-image-13361" title="Dashboard - Washington State School Directors’ Association 2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/WWSDA2.png" width="634" height="333" /></a>Regarding the suggested KPIs, it is recommended to standardize their names, as it allows a better understanding of their meaning and offers consistency in time. For example, “Percent of students dropping out” should be renamed “<a href="http://www.smartkpis.com/kpi-key-performance-indicator/drop-out-rate-276.html">% Drop-out rate</a>” and the “Number of students enrolled – five year trend” should be converted in “<a href="http://www.smartkpis.com/kpi-key-performance-indicator/students-enrolled-4502.html"># Students enrolled</a>”.</p>
Different visual representations of data are also suggested for school boards. As it can be seen in the examples below, bar charts, waterfall charts accompanied by line charts, as well as scatter plots are considered the most important types of graphics to visualize performance results.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/WWSDA3.png"><img class="aligncenter size-full wp-image-13362" title="Dashboard - Washington State School Directors’ Association 3" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/WWSDA3.png" width="562" height="372" /></a><a href="http://www.smartkpis.com/blog/wp-content/uploads/WWSDA4.png"><img class="aligncenter size-full wp-image-13363" title="Dashboard - Washington State School Directors’ Association 4" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/WWSDA4.png" width="564" height="326" /></a><a href="http://www.smartkpis.com/blog/wp-content/uploads/WWSDA5.png"><img class="aligncenter size-full wp-image-13364" title="Dashboard - Washington State School Directors’ Association 5" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/WWSDA5.png" width="565" height="430" /></a>The guide concludes by recommending school boards to implement and monitor a dashboard system in their respective district. It underlines the importance of developing a governing policy containing the selected KPIs, the primary goals of the school and the benefits of adopting a dashboard system. Most importantly, the guide includes a requirement that the dashboard is updated and reviewed on an individually established timeframe: monthly, bimonthly, quarterly or annually.</p>
By publishing this guide, the WSSDA offers an example of good practices in designing and implementing a dashboard system. The information and recommendations based on practical experience included in the guide provide insight in how to properly monitor performance through dashboards.

References:
<ul>
	<li>The Center for Educational Effectiveness and Washington State School Directors’ Association (2008), Data dashboard for school directors: Using data for accountability and student achievement, available at: <a href="http://www.portangelesschools.org/administration/documents/WSSDADataDashboardGuide.pdf">http://www.portangelesschools.org/administration/documents/WSSDADataDashboardGuide.pdf</a></li>
	<li>Port Angeles School District (2013), Data dashboard, available at: <a href="http://www.portangelesschools.org/administration/dashboard.html">http://www.portangelesschools.org/administration/dashboard.html</a></li>
	<li>Washington State School Directors’ Association (2013), About us,  available at: <a href="http://www.wssda.org/AboutUs.aspx">http://www.wssda.org/AboutUs.aspx</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.portangelesschools.org/administration/documents/WSSDADataDashboardGuide.pdf">http://www.portangelesschools.org/administration/documents/WSSDADataDashboardGuide.pdf</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13359</wp:post_id>
<wp:post_date>2013-12-12 00:18:47</wp:post_date>
<wp:post_date_gmt>2013-12-11 13:18:47</wp:post_date_gmt>
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<title>Performance Expo: Employee Engagement Survey in the public sector - Queensland Government</title>
<link>http://www.smartkpis.com/blog/working-for-queensland-%e2%80%93-employee-opinion-survey/</link>
<pubDate>Thu, 12 Dec 2013 08:54:24 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Employee Engagement]]></category>

		<category domain="tag" nicename="employee-engagement"><![CDATA[Employee Engagement]]></category>

		<category domain="tag"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag" nicename="employee-satisfaction"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag"><![CDATA[Government - Local]]></category>

		<category domain="tag" nicename="government-local"><![CDATA[Government - Local]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13371</guid>
<description></description>
<content:encoded><![CDATA[Since 2012, the Queensland Government has started exploring the services it delivers to the community, as well as its organizational climate and performance. In order to measure employee engagement and satisfaction, the Queensland Government put in place the Work for Queensland (WfQ) Survey. The 2013 survey had 215.000 respondents across 51 agencies. Its report is structured around the factors that impact agency engagement, job engagement and satisfaction, as well as the intention to leave the organization.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/QueenslandGovernment_Horizontal.jpg"><img class="aligncenter size-large wp-image-13382" title="Queensland Government" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/QueenslandGovernment_Horizontal-1023x272.jpg" width="634" height="165" /></a>
<!--more--></p>
Besides results and interpretations, the questionnaire itself is also included in the report. Along with the usual questions related to the employee’s role and work, the survey also covers other aspects that affect employee engagement and satisfaction. Some of these aspects are:
<ul>
	<li><strong>The workgroup</strong>: mainly respect issues;</li>
	<li><strong>Improving work practices</strong>: opportunities to develop new ways to solve tasks;</li>
	<li><strong>Performance assessment and development</strong>: feedback, clear performance criteria;</li>
	<li><strong>Manager and Senior Manager</strong>: attitude, communication, efficiency and effectiveness;</li>
	<li><strong>Future</strong>: intentions to leave the organization, opportunities, stress, long hours, retirement;</li>
	<li><strong>Harassment at the workplace</strong>: “bullying” issues.</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Question-example.jpg"><img class="aligncenter size-full wp-image-13374" title=" Employee Engagement Survey in the public sector - Queensland Government" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Question-example.jpg" width="634" height="437" /></a></p>
<p style="text-align: center;"><em>To see the full WfQ survey and report, access </em><a href="http://www.psc.qld.gov.au/publications/workforce-statistics/assets/2013-WFQEOS-Final-Report.pdf" target="_blank"><em>Working for Queensland Employee Opinion Survey 2013 Report</em></a></p>
Positive aspects of the WfQ survey:
<ul>
	<li>It offers a detailed guide to help employees in their completion, providing examples of answers for all types of questions included in the survey. Also, definitions for “workgroup”, “workplace”, “organization”, “manager” and “senior manager” are offered, which ensure a correct and unitary understanding of the concepts assessed. Further information is offered whenever necessary along the survey.</li>
</ul>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Question1.jpg"><img class="aligncenter size-full wp-image-13376" title="Question" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Question1.jpg" width="693" height="70" /></a>
<ul>
	<li>Employees are asked to rate their agreement to the statements on a five points scale – Strongly Disagree, Disagree, Neither agree nor disagree, Agree, Strongly Agree. Whenever the option NA is available, further clarifications are offered (E.g.: “Select the NA option if your workgroup has not worked with other Queensland Government organizations”).</li>
	<li>Through an open-ended question, employees are also asked what could or should be done to improve their workplace or organization. Although more open-ended questions add value to the survey, by providing the company with more extensive feedback, in the case of WfQ survey, the use of only one question of this type is justified by the very wide range of topics and aspects addressed by the other questions.</li>
</ul>
Recommendation for the presented survey:
<ul>
	<li>The WfQ survey is not time effective, as it includes 45 questions (20 pages). It is recommended for surveys to have a reasonable number of questions, in order to ensure attention from the subjects during completion.</li>
</ul>
As a result of the WfQ survey, for both agency engagement and job engagement, some workplace factors were identified as key drivers that will consequently be monitored in order to improve employee engagement, satisfaction and performance.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Drivers.jpg"><img class="aligncenter size-full wp-image-13377" title=" Employee Engagement Survey in the public sector - Queensland Government-02" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Drivers.jpg" width="634" height="130" /></a></p>
As stated in the report, further attention will be paid to Performance Management in general and performance assessment in particular, due to the results of the survey.
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Queensland Government – Public Service Commission (2013), Working for Queensland Employee Opinion Survey 2013 Report, available at: <a href="http://www.psc.qld.gov.au/publications/workforce-statistics/assets/2013-WFQEOS-Final-Report.pdf">http://www.psc.qld.gov.au/publications/workforce-statistics/assets/2013-WFQEOS-Final-Report.pdf</a></li>
	<li>Queensland Government (2013), About Queensland and its government, available at: <a href="http://www.qld.gov.au/about/">http://www.qld.gov.au/about/</a></li>
</ul>
<p style="text-align: left;">Image Sources:</p>

<ul style="text-align: left;">
	<li><a href="http://www.psc.qld.gov.au/publications/workforce-statistics/assets/2013-WFQEOS-Final-Report.pdf">http://www.psc.qld.gov.au/publications/workforce-statistics/assets/2013-WFQEOS-Final-Report.pdf</a></li>
	<li style="text-align: left;"><a href="http://www.abilityskills.com.au/supporters.html">http://www.abilityskills.com.au/supporters.html</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13371</wp:post_id>
<wp:post_date>2013-12-12 19:54:24</wp:post_date>
<wp:post_date_gmt>2013-12-12 08:54:24</wp:post_date_gmt>
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<title>Performance Expo: Dashboard for California’s charter schools – The USC School</title>
<link>http://www.smartkpis.com/blog/dashboard-design-for-california%e2%80%99s-charter-schools-%e2%80%93-the-usc-school-performance-dashboard/</link>
<pubDate>Fri, 13 Dec 2013 07:23:03 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Center on Educational Governance]]></category>

		<category domain="tag" nicename="center-on-educational-governance"><![CDATA[Center on Educational Governance]]></category>

		<category domain="tag"><![CDATA[Dashboard]]></category>

		<category domain="tag" nicename="dashboard"><![CDATA[Dashboard]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[University of Southern California]]></category>

		<category domain="tag" nicename="university-of-southern-california"><![CDATA[University of Southern California]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13391</guid>
<description></description>
<content:encoded><![CDATA[The Center on Educational Governance (CEG), located at the University of Southern California (USC), focuses on the governance and continuous improvement of the urban schools and systems within which they operate. The Center aims to improve the systems through research and to find the most efficient solutions to the educational issues addressed by different urban communities.

In 2007, the Center on Educational Governance developed and launched the USC School Performance Dashboard for the California’s charter schools, allowing users to compare the performance of individual charter schools over time and the performance of charter groups to one another.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/image12.png"><img class="aligncenter size-full wp-image-13392" title="Dashboard for California’s charter schools – The USC School" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/image12.png" width="634" height="560" /></a><!--more--></p>
Charter schools are public schools that operate independently of local school districts, which strive to achieve specific goals set forth in their educational charters. They are held accountable for student achievement by parents, authorizers and the state. Research shows that charter schools do a better job regarding student achievement than traditional public ones.

The USC School Performance Dashboard offers a comprehensive online database that evaluates every charter school in California, based on 12 key performance indicators (KPIs) related to financial resources and investment, school performance and academic productivity. In 2013, The CEG’ research team introduced 3 new KPIs to assess high school performance: # Curriculum rigor index, % High school graduation rate and % College-readiness rate.

The interactive dashboard provides online access to all charter school performance data over multiple years. USC’s dashboard is a useful tool that provides an instant snapshot of the overall financial and academic health of charter schools and gauge their performance in comparison to other schools. It can be very helpful for parents too, as they can make better school choices. Teachers can also assess their own performance and growth.

Besides dashboards’ design, another important aspect refers to the KPIs which are monitored in these performance instruments. If these indicators are not relevant, the dashboard itself adds no value to the organization’s performance. For other relevant KPIs related to education you can access <a href="http://www.smartkpis.com/kpi/industries/education-training/">Education &amp; Training</a>, where you can find more than 700 KPIs examples for <a href="http://www.smartkpis.com/kpi/industries/education-training/academic-education/">Academic Education</a>, <a href="http://www.smartkpis.com/kpi/industries/education-training/colleges-and-universities/">Colleges and Universities</a>, <a href="http://www.smartkpis.com/kpi/industries/education-training/primary-and-secondary-schools-k-12/">Primary and Secondary Schools</a>, <a href="http://www.smartkpis.com/kpi/industries/education-training/training-and-other-education/">Training and other education</a>.

References:
<ul>
	<li style="text-align: left;">Center on Educational Governance (2013), USC School Performance Dashboard, USC University of Southern California, available at: <a href="http://www.uscrossier.org/ceg/wp-content/uploads/2013/08/usc_charter_perf_dash_2013_final_082213.pdf">http://www.uscrossier.org/ceg/wp-content/uploads/2013/08/usc_charter_perf_dash_2013_final_082213.pdf</a></li>
	<li style="text-align: left;">USC University of Southern California (n.d.), USC School Performance Dashboard: Interactive report, available at: <a href="http://school-performance.usc.edu/about_the_dashboard.html">http://school-performance.usc.edu/about_the_dashboard.html#</a></li>
	<li style="text-align: left;">Center on Educational Governance (2011), Charter schools overview, available at: <a href="http://www.uscrossier.org/ceg/research-focus-areas/charter-schools/">http://www.uscrossier.org/ceg/research-focus-areas/charter-schools/</a></li>
</ul>
Image source:
<ul>
	<li style="text-align: left;"><a href="http://school-performance.usc.edu/csi_interactive.html">http://school-performance.usc.edu/csi_interactive.html</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13391</wp:post_id>
<wp:post_date>2013-12-13 18:23:03</wp:post_date>
<wp:post_date_gmt>2013-12-13 07:23:03</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<wp:post_name>dashboard-design-for-california%e2%80%99s-charter-schools-%e2%80%93-the-usc-school-performance-dashboard</wp:post_name>
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<title>Measuring performance in the assembly line</title>
<link>http://www.smartkpis.com/blog/measuring-performance-in-the-assembly-line/</link>
<pubDate>Fri, 13 Dec 2013 10:00:29 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Assembly line performance]]></category>

		<category domain="tag" nicename="assembly-line-performance"><![CDATA[Assembly line performance]]></category>

		<category domain="tag"><![CDATA[Automotive]]></category>

		<category domain="tag" nicename="automotive"><![CDATA[Automotive]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Production]]></category>

		<category domain="tag" nicename="production"><![CDATA[Production]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13396</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The highly competitive automotive industry represents the perfect framework for continuous innovation and development. The ever increasing customer demands for qualitative and customized products and the tight competition have increased the need for a more efficient and effective production cycle.</p>
<p style="text-align: justify;">Such a production cycle is represented by assembly line, a sophisticated system where the desired output is created by adding interchangeable parts to a product in a pre-determined order. Within this system, there is no room for errors. Therefore, this continuous strive for excellence requires rigorous measurements, in order to make the adjustments needed.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/auto-assembly-line.jpg"><img class="aligncenter size-full wp-image-13397" title="Measuring performance in the assembly line" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/auto-assembly-line.jpg" width="634" height="430" /></a></p>
<p style="text-align: justify;"><!--more--></p>
<p style="text-align: justify;">Each unit within a company has a set of KPIs that is used to assess its performance and compliance with the company’s goals. The production line is no different. Relevant indicators in this area include:</p>
<p style="text-align: left;">-          # Cycle time variations</p>
<p style="text-align: left;">-          # Scheduled operation time</p>
<p style="text-align: left;">-          # Finished good quality</p>
<p style="text-align: left;">-          # Supplier on-time delivery</p>
<p style="text-align: left;">-          % Management line scheduling visibility</p>
<p style="text-align: left;">-          # Working time lost by the employee</p>
<p style="text-align: justify;">The main attributes of this kind of KPIs are: relevancy, clarity and balance. Others may include: accessibility, control, timely and standardization.</p>
<p style="text-align: justify;">The use of these types of KPIs leads to every day adjustments on the assembly process, balancing the assembly line, thus ensuring a continuous product flow.</p>
<p style="text-align: justify;">The system used for measuring performance points out the areas that need improvement and enables decision-making regarding different processes, since the output of the system is based on actual performance. It also improves overall quality, for both product and employees.</p>
<p style="text-align: justify;">There still are companies that haven’t adapted and updated their assembly lines to meet the market needs. For them, having a flexible assembly line that can be easily modified and adapted to create customized products at any point is a must.</p>
<p style="text-align: justify;">The first step in achieving high levels of proficiency in this field is understanding how Performance Management tools and processes can become competitive advantage enablers. Constant measurement and assessment increase the assembly line’s efficiency and effectiveness and ensures that customers’ needs and expectations are met through high quality products, delivered at a fast rate.</p>
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Alegre, J. C. A. C. (2010), Performance measurement on automotive assembly line, available at: <a href="http://repositorio-aberto.up.pt/bitstream/10216/61341/1/000147553.pdf" target="_blank">http://repositorio-aberto.up.pt/bitstream/10216/61341/1/000147553.pdf</a></li>
	<li>Kurniadi, A. K., Islamoglu E. and Ryu K. (2012), Performance comparison of two assembly line concepts: Conveyor line and box assembly line, available at: <a href="http://www.waset.org/journals/waset/v62/v62-58.pdf" target="_blank">http://www.waset.org/journals/waset/v62/v62-58.pdf</a></li>
	<li>Villarreal B. and del Roble Alanis, M. (2011), A simulation approach to improve assembly line performance, available at: <a href="http://goo.gl/u6a9bt" target="_blank">http://goo.gl/u6a9bt</a></li>
	<li>Danielsson D. and Krozer J. (2011), Process quality performance for assembly processes, available at: <a href="http://publications.lib.chalmers.se/records/fulltext/142337.pdf" target="_blank">http://publications.lib.chalmers.se/records/fulltext/142337.pdf</a></li>
	<li>The KPI Institute (2013), Manufacturing KPIs, available at: <a href="http://www.smartkpis.com/kpi/industries/manufacturing/" target="_blank">http://www.smartkpis.com/kpi/industries/manufacturing/</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul style="text-align: left;">
	<li style="text-align: left;"><a href="http://goo.gl/COjMiZ" target="_blank">http://goo.gl/COjMiZ</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13396</wp:post_id>
<wp:post_date>2013-12-13 21:00:29</wp:post_date>
<wp:post_date_gmt>2013-12-13 10:00:29</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
<wp:ping_status>open</wp:ping_status>
<wp:post_name>measuring-performance-in-the-assembly-line</wp:post_name>
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<title>Performance Expo: Training Evaluation Form used at the National Association for Areas of Outstanding Natural Beauty conferences</title>
<link>http://www.smartkpis.com/blog/conference-evaluation-form-the-national-association-for-areas-of-outstanding-natural-beauty/</link>
<pubDate>Mon, 16 Dec 2013 08:29:59 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[CSR]]></category>

		<category domain="tag" nicename="csr"><![CDATA[CSR]]></category>

		<category domain="tag"><![CDATA[Environement Care]]></category>

		<category domain="tag" nicename="environement-care"><![CDATA[Environement Care]]></category>

		<category domain="tag"><![CDATA[National Association for Areas of Outstanding Natural Beauty]]></category>

		<category domain="tag" nicename="national-association-for-areas-of-outstanding-natural-beauty"><![CDATA[National Association for Areas of Outstanding Natural Beauty]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Sustainability]]></category>

		<category domain="tag" nicename="sustainability"><![CDATA[Sustainability]]></category>

		<category domain="tag"><![CDATA[Training Evaluation]]></category>

		<category domain="tag" nicename="training-evaluation"><![CDATA[Training Evaluation]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13405</guid>
<description></description>
<content:encoded><![CDATA[The National Association for Areas of Outstanding Natural Beauty (NAAONB) was founded in the United Kingdom in 1998 and its role is to protect the areas considered of high importance regarding the flora, fauna, culture and history. Annually, NAAONB holds a national conference to discuss environmental challenges and initiatives, but also to facilitate partnerships between different associations and professionals.

To assess the participants’ satisfaction with their conferences, NAAONB has developed an evaluation form. This instrument helps the organization improve these events every year.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture-11.png"><img class="aligncenter size-full wp-image-13403" title="Areas of Outstanding Natural Beauty" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture-11.png" width="634" height="70" /></a><!--more--></p>
The evaluation form made available after the 2011 Conference is presented below:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture21.png"><img class="aligncenter size-full wp-image-13404" title="Training Evaluation Form used at the National Association for Areas of Outstanding Natural Beauty conferences" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture21.png" width="671" height="594" /></a></p>
To see the entire evaluation form, access: <a href="https://www.dropbox.com/s/eok6462m2pjefqi/2011-Conference%20Evaluation%20Form.pdf" target="_blank">2011 Conference</a>

Positive aspects of the presented evaluation form:
<ul>
	<li>The name of the respondent is not compulsory, so participants can express themselves at their ease. However, for the ones who expect a response to their individual comments / feedback, this section can be filled in;</li>
	<li>The different aspects assessed are structured into clusters, for an easier completion;</li>
	<li>It does not focus only on the present event, but also on the pre event initiatives (how well it was promoted and the easiness of joining) and on future development (subjects to be discussed in the next conferences);</li>
	<li>As it only contains 16 questions, both closed-ended and open-ended, it allows participants to provide insights on their personal experience and expectations, while being time effective.</li>
</ul>
Recommendations:
<ul>
	<li>For the closed-ended questions, the labels of the scale are provided only for extreme values (1 and 5). To ensure all participants have the same understanding of the scale and they rate the services accordingly, each point should be described;</li>
	<li>The labels use for the scale from 1 to 5 should be consistent throughout the survey. Recommended labels are: 1 – very dissatisfied, 2 – dissatisfied, 3 – neutral, 4- satisfied, 5 - very satisfied;</li>
</ul>
<ul>
	<li>For Yes/No questions, the scale from 1 to 5 (1 = no &gt; 5 = yes) is not relevant. The answer options should be “Yes” and “No”.</li>
</ul>
With the use of this evaluation form, NAAONB can further deliver higher quality conferences. Participants’ feedback is important for any event organizer, and NAAONB makes no exception.

References:
<ul>
	<li>National Association for Areas of Outstanding Natural Beauty (2011), Evaluation form, available at: <a href="http://www.aonb.org.uk/wba/naaonb/naaonbpreview.nsf/Web%20Default%20Frameset?OpenFrameSet&amp;Frame=Main&amp;Src=%2Fwba%2Fnaaonb%2Fnaaonbpreview.nsf%2F%24LU.WebHomePage%2F%24first!OpenDocument%26AutoFramed">http://www.aonb.org.uk/wba/naaonb/naaonbpreview.nsf/Web%20Default%20Frameset?OpenFrameSet&amp;Frame=Main&amp;Src=%2Fwba%2Fnaaonb%2Fnaaonbpreview.nsf%2F%24LU.WebHomePage%2F%24first!OpenDocument%26AutoFramed</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.aonb.org.uk/wba/naaonb/naaonbpreview.nsf/Web%20Default%20Frameset?OpenFrameSet&amp;Frame=Main&amp;Src=%2Fwba%2Fnaaonb%2Fnaaonbpreview.nsf%2F%24LU.WebHomePage%2F%24first!OpenDocument%26AutoFramed">http://www.aonb.org.uk/wba/naaonb/naaonbpreview.nsf/Web%20Default%20Frameset?OpenFrameSet&amp;Frame=Main&amp;Src=%2Fwba%2Fnaaonb%2Fnaaonbpreview.nsf%2F%24LU.WebHomePage%2F%24first!OpenDocument%26AutoFramed</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13405</wp:post_id>
<wp:post_date>2013-12-16 19:29:59</wp:post_date>
<wp:post_date_gmt>2013-12-16 08:29:59</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>Top 10 skills for the successful 21st-centrury worker</title>
<link>http://www.smartkpis.com/blog/top-10-skills-for-the-successful-21st-centrury-worker/</link>
<pubDate>Tue, 17 Dec 2013 08:02:50 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Individual Performance]]></category>

		<category domain="tag" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Infographic]]></category>

		<category domain="tag" nicename="infographic"><![CDATA[Infographic]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13415</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/what-skills-will-you-need-to-succeed-in-the-future_5061e259a60b6_w1500.png"><img class="aligncenter size-large wp-image-13416" title="what-skills-will-you-need-to-succeed-in-the-future_5061e259a60b6_w1500" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/what-skills-will-you-need-to-succeed-in-the-future_5061e259a60b6_w1500-543x1024.jpg" width="634" height="1150" /></a></p>
<!--more-->

Positive aspects of the presented infographic:
<ul>
	<li>The infographic is efficient due to its dimensions, as it contains enough data to tell a story and provides the reader with useful information, but it is also easy to read and follow.</li>
	<li>The infographic is well-adapted to the audience (students interested in professional development), both in terms of design and language.</li>
</ul>
Recommendation for the presented infographic:
<ul>
	<li>It is recommended for infographics to have a short, persuasive header in order to capture the reader’s attention, as well as a short conclusion, to summarize and emphasize the main aspects presented.</li>
</ul>
Infographic source: <a href="http://visual.ly/what-skills-will-you-need-succeed-future">http://visual.ly/what-skills-will-you-need-succeed-future</a>]]></content:encoded>
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<title>5 common mistakes in dashboard design</title>
<link>http://www.smartkpis.com/blog/5-common-mistakes-in-dashboard-design/</link>
<pubDate>Wed, 18 Dec 2013 07:23:01 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Dashboard]]></category>

		<category domain="tag" nicename="dashboard"><![CDATA[Dashboard]]></category>

		<category domain="tag"><![CDATA[Dashboard Design]]></category>

		<category domain="tag" nicename="dashboard-design"><![CDATA[Dashboard Design]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Mistakes]]></category>

		<category domain="tag" nicename="mistakes"><![CDATA[Mistakes]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13421</guid>
<description></description>
<content:encoded><![CDATA[Dashboards are visual representations of the company’s performance. As an operational tool, it illustrates the most relevant information for decision making. Their core objective is to consolidate on a single screen the most important KPIs, in order to monitor data at a glance.

Dashboards lead organizations to a more efficient management of their business, helping them optimize the progress in reaching targets. To do so, dashboards should ensure efficient data communication and avoid the following common mistakes.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/cockpit-dashboard.jpg"><img class="aligncenter size-full wp-image-13422" title="5 common mistakes in dashboard design" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/cockpit-dashboard.jpg" width="634" height="500" /></a><strong> </strong></p>
<p style="text-align: left;"><strong><!--more-->1. </strong><strong>Poorly designed charts and graphs</strong></p>
Smart visual representations can facilitate data analysis. It is recommended to avoid 3D charts, as they make it harder to estimate the levels of each data series. Pie charts are not the best choice either, as it is hard to see how individual items relate to one another and with the whole.

The most popular visual representations are the bar charts, as they provide clear levels for each item and they allow comparisons to be easily made.

Another important aspect in designing charts is to make sure the scale starts from zero. Otherwise, results can be distorted.

<strong>2. </strong><strong>Inefficient data presentation</strong>

Data should be expressed directly and in a relevant format, to ensure the meaning behind the numbers is easy to spot. For example, to monitor the budget’s evolution, the data should be presented in percentages to reflect the variation from one period to another, instead of providing sums. Percentages ensure better and fast understanding of data.

The purpose of the dashboard is not to look great or to allow the user perform complicated tasks and visualize big volumes of data, but to clearly communicate data and ensure that decision making is based on timely information. The words to keep in mind when designing dashboards are “simple and efficient.”

Data is valuable if the reader can easily navigate through it and if it directly transmits the important information for decision making. Providing too many details, makes it harder to see the big picture and the relevant information. Details also refer to expressing the data too precisely, like $ 1,399,489.089, instead of $ 1.4M.

<strong>3. </strong><strong>Provide data without context</strong>

Dashboards should allow the reader to grasp the meaning behind the data, but without context, the graphs and charts are just meaningless visual representations. Charts should have a label to indicate the KPI that is being measured, and also its target. The measurement unit and historical data are another important information that enables data analysis.

<strong>4. </strong><strong>Unappealing visual representations</strong>

The colors used in a dashboard are important, as they can reduce the visibility of data. Strong contrasts and other visual elements like useless frames and gridlines, distract the reader, who can no longer concentrate on the data; it is similar to not being able to see the forest because of the trees.

Every color used should have a meaning. For example, it is a common practice to use traffic light colors to express the achievement of targets: red stands for “below target”, yellow for the “tolerance interval “and green for “at or above target”. However, colors should not be overused.

<strong>5. </strong><strong>Visualize data on multiple screens</strong>

Dashboards should enable managers to see in an instance the status of their operations. Placing all data on one screen allows human brain to spot and understand connections between KPIs much easier than having to scroll down the screen, or access another page to see the rest of the information.
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Hichert (2013), Success rules, available at: <a href="http://www.hichert.com/en/success">http://www.hichert.com/en/success</a></li>
	<li>Few, S. (n.d.), Dashboard design for at-a-glance monitoring, available at: <a href="http://courses.ischool.berkeley.edu/i247/s10/lectures/Few-Dashboards.pdf">http://courses.ischool.berkeley.edu/i247/s10/lectures/Few-Dashboards.pdf</a></li>
	<li style="text-align: left;">Brudan, A. (2013), Managing with KPIs: Tools, processes and techniques for data gathering - Webinar, available at: <a href="http://www.youtube.com/watch?v=h6tQeUTKHxI">http://www.youtube.com/watch?v=h6tQeUTKHxI</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul style="text-align: left;">
	<li><a href="http://www.enterprise-dashboard.com/tag/cockpit-pictures/">http://www.enterprise-dashboard.com/tag/cockpit-pictures/</a></li>
</ul>
<p style="text-align: left;"></p>]]></content:encoded>
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<wp:post_id>13421</wp:post_id>
<wp:post_date>2013-12-18 18:23:01</wp:post_date>
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<title>Achieving and managing performance in coffee shops: The Starbucks experience</title>
<link>http://www.smartkpis.com/blog/achieving-and-managing-performance-in-coffee-shops-the-starbucks-experience/</link>
<pubDate>Wed, 18 Dec 2013 07:28:07 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Starbucks]]></category>

		<category domain="tag" nicename="starbucks"><![CDATA[Starbucks]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13423</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><span style="font-size: 13px; line-height: 19px;">Starbucks is a universally familiar brand of coffee and coffee shops spread around the world. Its undeniable success and worldwide recognition has been building up since its inception in 1971, providing fresh-roasted whole bean coffees. At present, with a record of over 18,000 stores in 62 countries, the famous coffee corporation strives to maintain its acknowledged quality in every store. Consequently, it takes great care of its customers, employees and suppliers.</span></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/starbucks_experience1.jpg"><img class="size-full wp-image-13424  aligncenter" title="Managing performance in coffee shops: The Starbucks experience" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/starbucks_experience1.jpg" width="634" height="440" /></a><!--more--></p>
<p style="text-align: justify;">Customers are offered an impressive and ever-changing range of coffees, provided by hard working, happy employees. This employee satisfaction is due to the way they are treated and the opportunities they have within the company. Since 1991, Starbucks CEO Howard Schultz implemented the “Bean Stock” plan, allowing full-time or part-time employees for over 6 months to buy stocks. Moreover, all Starbucks employees are referred to as partners, which makes them feel significant and genuinely engages them in their work.</p>
<p style="text-align: justify;">At the beginning of their career at Starbucks, partners receive 24 hours of classroom training, having the opportunity to choose some areas of their own interest, like retail skills or customer service. They are also provided with outside opportunities, like professional seminars and workshops, paid by Starbucks.</p>
<p style="text-align: justify;">Apart from customer and employee care, Starbucks also cultivates a healthy relationship with coffee and tea suppliers, through the Farmer Support Centers, helping farmers with crops productivity and quality.</p>
<p style="text-align: justify;">In order to maintain business areas active and to continue improving them, Starbucks needs to gather data to monitor changes, successful or questionable practices. Starbucks’ Global Responsibility Report, Goals and Progress 2012, includes 6 categories of KPIs in the Global Reporting Initiative Performance Indicators:</p>

<ul style="text-align: justify;">
	<li>Economic Performance Indicators</li>
	<li>Environmental Performance Indicators</li>
	<li>Labor Practices and Decent Work Performance Indicators</li>
	<li>Human rights Performance Indicators</li>
	<li>Society Performance Indicators reviews and/or impact assessments</li>
	<li style="text-align: justify;"><span style="font-size: 13px; line-height: 19px;">Product responsibility Performance Indicators</span></li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Starbucks_KPIs1.jpg"><img class="size-full wp-image-13427  aligncenter" title="Starbucks_KPIs[1]" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Starbucks_KPIs1.jpg" width="647" height="487" /></a></p>
Each of these categories includes numerous KPIs, and next to them, full, partial or empty circles indicate the level of data reported for each of them. The disadvantage is that they are not fully standardized, according to their unit type (%, #, $), which would contribute to a more efficient data reporting and understanding.

To conclude, Starbucks seems to have a good grasp of performance management and careful consideration of all business areas, which contributes to their global success, along with their exquisite products.

References
<ul>
	<li>Starbucks (2013), Our Heritage, available at: <a href="http://www.starbucks.com/about-us/our-heritage">http://www.starbucks.com/about-us/our-heritage</a></li>
	<li>Taylor, B. (2012), Global Responsibility Report Goals &amp; Progress 2012, Year in Review: Fiscal 2012, available at:  <a href="http://www.starbucks.com/responsibility/global-report">http://www.starbucks.com/responsibility/global-report</a></li>
	<li>Nelson, B. (1998), How Starbucks Is Offering Not Just Jobs but Careers, available at: <a href="http://www.workforce.com/articles/how-starbucks-is-offering-not-just-jobs-but-careers">http://www.workforce.com/articles/how-starbucks-is-offering-not-just-jobs-but-careers</a></li>
	<li>Starbucks (2012), Starbucks Global Responsibility Report – Goals and Progress 2012, Global Reporting Initiative Performance Indicators, Starbucks Fiscal 2012, available at: <a href="http://www.starbucks.com/assets/79decb3b5f814b8086ebfc6f137aadd1.pdf">http://www.starbucks.com/assets/79decb3b5f814b8086ebfc6f137aadd1.pdf</a></li>
	<li>The KPI Institute (2013), Starbucks, available at: <a href="http://www.smartkpis.com/kpi_examples_in_practice/starbucks-performance-report-retail-industry-274.html">http://www.smartkpis.com/kpi_examples_in_practice/starbucks-performance-report-retail-industry-274.html</a></li>
</ul>
Image sources
<ul>
	<li><a href="http://www.slideshare.net/feeman4life/starbucks-hr">http://www.slideshare.net/feeman4life/starbucks-hr</a></li>
	<li><a href="http://www.starbucks.com/assets/79decb3b5f814b8086ebfc6f137aadd1.pdf">http://www.starbucks.com/assets/79decb3b5f814b8086ebfc6f137aadd1.pdf</a></li>
</ul>]]></content:encoded>
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<title>Measuring brand marketing and performance</title>
<link>http://www.smartkpis.com/blog/measuring-brand-marketing-and-performance/</link>
<pubDate>Thu, 19 Dec 2013 08:04:10 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Brand marketing]]></category>

		<category domain="tag" nicename="brand-marketing"><![CDATA[Brand marketing]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13439</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Due to globalization and to the development of the World Wide Web, new markets have become available. In this situation, the brand has gained a significant value. The brand is represented by a logo, a slogan, the company’s overall image.</p>
<p style="text-align: justify;">The desired result from branding is to project this image into the mind of a customer. When a client starts the purchase decision making process, the first things that should come into his mind are the organizational brand, the logo and the products.</p>
<p style="text-align: justify;">Creating the brand should be a permanent effort. It begins early in the company, with the production stages (quality products must be associated with the company brand) and it continues with customer service and public relations.</p>
<p style="text-align: justify;">Spreading the message and projecting the brand onto the world require tedious and careful planning. An extensive marketing campaign would include posters and banners at every point of contact with the customer, commercials on prime-time television, a catchy slogan and a very distinctive logo.</p>
<p style="text-align: center;"><img class="aligncenter size-full wp-image-13440" title="Measuring brand marketing and performance" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/logos.jpg" width="634" height="450" /></p>
<p style="text-align: justify;"><!--more-->Brand Marketing requires finesse and intelligence, a meticulous market research and a constant feedback from the environment. This can offer a competitive edge on how to manage the brand and increase its strength and performance.</p>
<p style="text-align: justify;">Performance measurement of brand marketing can be done with the help of KPIs covering 2 areas:</p>
<p style="text-align: justify;"><span style="text-align: left; font-size: 13px;">1. Visibility- to measure the contact level between potential clients and the brand. Here are included the expenditure with the marketing campaign and the income generated by the campaign. Relevant KPIs from this area may include:</span></p>

<ul>
	<li># Ads placed</li>
	<li>% Advertising expenditures on TV local stations</li>
	<li>% Broadcast network advertising cost variance</li>
	<li>$ Outdoor advertising generated revenue</li>
	<li style="text-align: left;">% Advertising recall</li>
</ul>
<p style="text-align: justify;">Measuring the visibility of the brand in local areas is important for companies for many reasons: to establish if there is enough brand exposure, to focus more on the desired customers and to keep track of allocated marketing budget.</p>
<p style="text-align: justify;"><span style="text-align: left; font-size: 13px;">2. Market penetration- in this category the focus is set more on clients and on the advertising campaign success. Relevant KPIs for market penetration are:</span></p>

<ul>
	<li>% New clients</li>
	<li>% New customers from existing clients’ referrals</li>
	<li># Marketing focus group scores</li>
	<li style="text-align: left;"># Loyalty programs</li>
	<li># New market segments entered</li>
</ul>
<p style="text-align: justify;">From this points of view, measurement is important for a company, as it offers solid feedback on the performance of the advertising campaign. This helps better assess customer satisfaction and it also provides insights on how to continue to improve future advertising campaigns.</p>
<p style="text-align: justify;">As the struggle for acquiring new customers continues, a powerful brand has become crucial. It is very important for a company to build, define and reengineer its image. The brand is the most valuable part of a company, representing the promise it makes to customers.</p>
<p style="text-align: justify;">Worldwide recognition is the result of quality products associated with a powerful brand. But maintaining brand visibility and ensuring its success, lays in a constant brand management effort.</p>
<p style="text-align: left;">Resources:</p>

<ul style="text-align: left;">
	<li>Lake L. (2013), What is branding and how important is it to your marketing strategy?, available at: <a href="http://marketing.about.com/cs/brandmktg/a/whatisbranding.htm" target="_blank">http://marketing.about.com/cs/brandmktg/a/whatisbranding.htm</a></li>
	<li>Reibstein D. J., Bendle N. T., Farris P.W. and Pfeifer, P. E. (2006), Marketing metrics: Understanding market share and related metrics, available at: <a href="http://www.ftpress.com/articles/article.aspx?p=463943" target="_blank">http://www.ftpress.com/articles/article.aspx?p=463943</a></li>
	<li style="text-align: left;"><span style="font-size: 13px;">The KPI Institute (2013), Marketing &amp; Communications KPIs, available at: </span><a style="font-size: 13px;" href="http://www.smartkpis.com/kpi/functional-areas/marketing-communications/" target="_blank">http://www.smartkpis.com/kpi/functional-areas/marketing-communications/</a></li>
</ul>
<p style="text-align: left;">Image sources:</p>

<ul style="text-align: left;">
	<li style="text-align: left;"><span style="font-size: 13px;"><a href="http://goo.gl/sJWQXo" target="_blank">http://goo.gl/sJWQXo</a></span></li>
</ul>]]></content:encoded>
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<wp:post_id>13439</wp:post_id>
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<title>Business reporting for successful companies: the International Integrated Reporting Framework</title>
<link>http://www.smartkpis.com/blog/business-reporting-for-successful-companies-the-international-integrated-reporting-framework/</link>
<pubDate>Fri, 20 Dec 2013 12:11:59 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Business Intelligence]]></category>

		<category domain="tag" nicename="business-intelligence"><![CDATA[Business Intelligence]]></category>

		<category domain="tag"><![CDATA[IIRC]]></category>

		<category domain="tag" nicename="iirc"><![CDATA[IIRC]]></category>

		<category domain="tag"><![CDATA[Integrated Reporting]]></category>

		<category domain="tag" nicename="integrated-reporting"><![CDATA[Integrated Reporting]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13447</guid>
<description></description>
<content:encoded><![CDATA[The International Integrated Reporting Council (IIRC) is a global coalition concerned with helping companies understand and adopt Integrated Reporting, “a process founded on integrated thinking that results in a periodic integrated report by an organization about value creation over time and related communications regarding aspects of value creation”. Essentially, through this type of reporting, an organization can generate value over time, by adapting its strategy and performance to the external environment.

For this purpose, the IIRC has released the International Integrated Reporting Framework on the 9<sup>th</sup> of December, following a three-month global consultation involving 350 responses from all over the world. The majority of these have expressed interest and support for the process of &lt;IR&gt;. The Framework is currently being used as a trial version in over 25 countries, 16 of which are G20 members.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/ir-framework-rep.jpg"><img class="aligncenter size-full wp-image-13448" title="ir framework rep" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/ir-framework-rep.jpg" width="260" height="370" /></a>
<!--more-->

The created value over time will reflect on:
<ul>
	<li>Employees;</li>
	<li>Customers;</li>
	<li>Suppliers;</li>
	<li>Business partners;</li>
	<li>Local communities;</li>
	<li>Legislators;</li>
	<li>Regulators;</li>
	<li>Policy makers.</li>
</ul>
<a style="font-size: 13px; line-height: 19px;" href="http://www.smartkpis.com/blog/wp-content/uploads/value-created.jpg"><img class="aligncenter size-full wp-image-13449" title="value created" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/value-created.jpg" width="330" height="272" /></a>

The essential components of the IR are called Content Elements and they comprise:
<ul>
	<li>Organizational overview and external environment;</li>
	<li>Governance;</li>
	<li>Business model;</li>
	<li>Risks and opportunities;</li>
	<li>Strategy and resource allocation;</li>
	<li>Performance;</li>
	<li>Outlook;</li>
	<li>Basis of presentation.</li>
</ul>
In the long term, the IIRC desires to make &lt;IR&gt; the corporate reporting norm for public and private sector companies, following an efficient embedding of integrated thinking in their business practices. To this end, &lt;IR&gt; aims to deliver qualitative information, enabling capital providers to allocate capital in a more efficient setting.

Adopting &lt;IR&gt; in a company can be challenging, in the sense that &lt;IR&gt; has to be integrated with existing regulatory requirements on annual reports. Additionally, these annual reports are promoted in the Framework as comparable across industries, which can be difficult, but also offers flexibility, enabling companies to still disclose information that is specific to their environment. Consequently, if understood and applied correctly, &lt;IR&gt; can boost the success of a company, its competitors and its surrounding business environment, and the &lt;IR&gt; Framework is the tool to achieve it.

References
<ul>
	<li>Theiirc.org (n.d.), About &lt;IR&gt; , available at: <a href="http://www.theiirc.org/about/">http://www.theiirc.org/about/</a></li>
	<li><span style="font-size: 13px; line-height: 19px;">Theiirc.org (2013), The International &lt;IR&gt; Framework released with business and investor support, available at: </span><a style="font-size: 13px; line-height: 19px;" href="http://www.theiirc.org/international-ir-framework/">http://www.theiirc.org/international-ir-framework/</a></li>
	<li>The International Integrated Reporting Council (2013), The International &lt;IR&gt; Framework, available at: <a href="http://www.theiirc.org/wp-content/uploads/2013/12/13-12-08-THE-INTERNATIONAL-IR-FRAMEWORK-2-1.pdf">http://www.theiirc.org/wp-content/uploads/2013/12/13-12-08-THE-INTERNATIONAL-IR-FRAMEWORK-2-1.pdf</a></li>
	<li>Sainty, R. (2013), The International &lt;IR&gt; Framework released with business and investor support, available at: <a href="http://sustainability.edu.au/news/international-ir-framework-released-business-and-investor-support/">http://sustainability.edu.au/news/international-ir-framework-released-business-and-investor-support/</a></li>
	<li>The Singapore Accountancy Comission (2013), International Integrated Reporting &lt;IR&gt; Framework will bring tremendous benefit to stakeholders of firms and attract more firms to the region, available at: <a href="http://www.news.gov.sg/public/sgpc/en/media_releases/agencies/sac/press_release/P-20131213-1">http://www.news.gov.sg/public/sgpc/en/media_releases/agencies/sac/press_release/P-20131213-1</a></li>
</ul>
Image sources
<ul>
	<li><a href="http://www.theiirc.org/international-ir-framework/">http://www.theiirc.org/international-ir-framework/</a></li>
	<li><a href="http://www.theiirc.org/wp-content/uploads/2013/12/13-12-08-THE-INTERNATIONAL-IR-FRAMEWORK-2-1.pdf">http://www.theiirc.org/wp-content/uploads/2013/12/13-12-08-THE-INTERNATIONAL-IR-FRAMEWORK-2-1.pdf</a></li>
</ul>]]></content:encoded>
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<title>Expert Interview – Sujay Nair, Lecturer-Enterprise Performance Management, The University of Melbourne, Australia</title>
<link>http://www.smartkpis.com/blog/expert-interview-%e2%80%93-sujay-nair-lecturer-enterprise-performance-management-the-university-of-melbourne-australia/</link>
<pubDate>Mon, 06 Jan 2014 07:57:56 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Interviews]]></category>

		<category domain="category" nicename="interviews"><![CDATA[Interviews]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Management in 2012]]></category>

		<category domain="tag" nicename="performance-management-in-2012"><![CDATA[Performance Management in 2012]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13456</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/ahm1.jpg"><img class="alignright" title="ahm" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/ahm1.jpg" width="131" height="240" /></a>For the report <a href="http://issuu.com/thekpiinstitute/docs/performance-management-in-2012" target="_blank">Performance Management in 2012</a>, The KPI Institute conducted 12 semi-structured interviews with practitioners, academics and consultants, who offered a detailed image on the state of Performance Management as a discipline.

Sujay Nair, Lecturer-Enterprise Performance Management at The University of Melbourne, Australia was one of the academics that The KPI Institute interviewed.

<strong>1. What does the term Performance Management mean to you?</strong>

It is a very broad term. To me, I would say Performance Management is comprised of a collection of principles, tool and techniques to help an organization achieve its objectives.

<strong>2. What drives interest in Performance Management?</strong>

The reason why there is a strong interest in Performance Management is because of its strong links to the organization’s ability to achieve its objectives. Organisations use the principles, tools and techniques of Performance Management to ensure that the purposes of its existence are fulfilled...

<a href="http://www.smartkpis.com/blog/wp-content/uploads/ahm1.jpg"><!--more--></a><span style="font-weight: bold;">3. What are your thoughts on the relationship between performance management at organizational, departmental and individual level?</span>

In an ideal environment, a high performing individual should lead to a high performing department. And a high performing department should lead to a high performing organization. There should be a very strong link. In reality it sometimes doesn’t happen in that way because of leakages. I think the most common leakage is because the objectives of each of these components are not aligned. So even though a person is doing his job and achieving his or her performance objectives, it does not translate into the department achieving its goals and objectives because they are not consistent, and so on and so forth. The other source of leakage in addition to the misaligned objectives is the lack of leadership capabilities. So although a person is really doing well in his job, the leadership at the department and/or organisation level is not able to translate a good performance at the individual level to good performance at the departmental and /or organisation level.

<strong>4. What are the 2012 key trends in Performance Management from the perspective of your knowledge and experience in this field?</strong>

One of the trends is the broadening of performance considerations to beyond just from the shareholders’ perspective. So when one looks at how an organisation is performing, one are not just confining oneself to the shareholders, but also asking the question on how it is performing in the eyes of the employees, local communities, global communities and so on and so forth. So I think this is one important trend.

Another trend would be the recognition of the behavioral elements and human biases in performance management. So although we have certain tools or techniques that in theory should work in a certain way, but because human beings are not always rational and subject to biases, the actual results could be different. These behavioral aspects which affect the way people act in the real world may cause one to reconsider some of the performance management principles and/or tools that are used.

<strong>5. What aspects of performance management should be explored more through research?</strong>

Going back to what I mentioned about the first trend in 2012, relating to that is we need more research on what is the right way to measure performance in a broader sense. So instead of just measuring shareholders’ returns that we have a lot of theory and experience in doing it, how does one measure ‘returns’ to the employees, local communities, global communities?

Another interesting topic that would potentially benefit from more research is whether the principles, tools and techniques that we have in performance management need to be modified for the new generation that has recently joined the workforce, Generation Y. The hypothesis is that Generation Y has very different needs and wants compare to Generation X and also the baby boomers. Therefore there could be a need to modify the principles, tools and techniques we have been using to manage performance.

<strong>6. Please provide some examples of organizations which you would recommend for study due to their approach to performance management and achievements?</strong>

I think companies that have performed well recently like Google and Facebook are interesting to study. In addition, companies that have performed continuously well and managed to sustain that performance level over a long period of time like IBM and GE would also be interesting. On the other hand, underperforming companies like Nokia and Kodak are also interesting to study to highlight paths that management should avoid. Having said this, it is quite likely that many, if not all of these organizations have already been studied by researchers and academics.

<strong>7. Which are the main challenges of Performance Management in practice today?</strong>

The challenge is to encourage management to adopt a broader perspective on performance beyond just short term financial results and to include the perspectives of other stakeholders in their consideration what is good performance. For those organisations that have already realized this, the challenge would be to ensure that this underlying principle is reflected throughout the organization in terms of its culture, its structure, and processes is one of the challenges faced by organizations today.

<strong>8. What do you think should be improved in the use of performance management tools and processes?</strong>

One area that we can do better is the way the performance management tools are used. For example, in the case of individual performance, based on my observations, I believe that the quality of the discussion that happens during performance evaluation dialogues can be improved. Does the supervisor commit enough time to have a thorough discussion? Does the supervisor ask the tough questions when performance is below expectations? Does the supervisor get to the root cause of the underperformance? Does the supervisor give the evaluee concrete steps on how they can improve their performance going forward? Does the supervisor provide informal feedback frequently, and not just once or twice per year - to give the evaluee opportunity to improve his/her performance and ensure there are no surprises when formal performance ratings are handed out.

<strong>9. What would you consider best practice in performance management?</strong>

I know of an organization that has a very robust individual performance evaluation approach. In this organization, it was not uncommon to have informal monthly performance on conversations between the individual and his/her supervisor. However formal evaluation took place every six months. So these frequent informal discussions around performance ensures there are no surprises when it came to the bi-annual formal evaluation. The supervisors spent significant amount of time doing these performance evaluation, which in turn sent a signal that it was a very important thing to get right and added credibility to the process. As part of the formal evaluation process, supervisor typically spoke to between 8 and 15 different people who worked with the evaluee to get a sense on how he/she is performing. Once the performance is calibrated across a similar cohort of evaluees, the supervisor will then have the formal performance dialogue with the evaluee. This dialogue will cover both the strengths and developmental areas for the evaluee. Evaluees were encouraged to find ways to leverage on their strengths as making full use of these “spikes” would be crucial in succeeding in this organization. Time was also spent talking about the developmental areas of the evaluee and the steps he/she could take, with the supervisor’s support, to improve in these areas. The supervisor had to ensure that these developmental areas were made known to the evaluee in no uncertain terms, but at the same time were not over emphasized, at the expense of his/her strengths.

<strong>10. Which aspects of performance management should be emphasized during educational programs?</strong>

Going back to the definition of performance management, I suppose that educational programs should focus on the most important principles, tools and techniques that are currently used. So it would be important to cover these in the class. In addition, real life examples of how organizations use these principles, tools and techniques should also be highlighted in class.

<strong>11. What are the barriers to achieving higher levels of proficiency in performance management among practitioners?</strong>

I think one of the most important barriers is the overemphasis by capital markets on short term financial results. The pressure for companies to announce quarterly earnings and guidance, and the level of emphasis analysts place on these announcements encourage the companies to think short term to the detriment of its longer term objectives and performance.

<strong>12. What Performance Management question would you like to have answered?</strong>

I think this is similar to what was asked before in question 5 – therefore my answers here would be the same.

<strong>13. We are developing a database of performance management subjects and degrees in performance management. What are your suggestions relevant to the database (i.e. subjects or degrees such as the</strong><strong> </strong><strong><em>Masters in Managing Organizational Performance</em></strong><strong>)?</strong>

I presume the database would include the name of the organization offering these courses, the type of subjects or the course being offered (masters vs diploma etc.), how long it would take, the costs involved, the topics that would be covered and so on and so forth. It would also be good to have the following 2 pieces of information (if not already covered in the database). First, a fairly detailed profile of the academic / lecturer involved in delivering the subject; and second, the profile of students who would be in the class.  I think these 2 pieces of information will be important determinants of quality of the program.
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<title>Expert Interview – Feng Cai Qiu, Executive Director/Senior Partner, Singapore Empower Consulting Group Pte, China</title>
<link>http://www.smartkpis.com/blog/expert-interview-%e2%80%93-feng-cai-qiu-executive-directorsenior-partner-singapore-empower-consulting-group-pte-china/</link>
<pubDate>Mon, 06 Jan 2014 08:07:48 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Interviews]]></category>

		<category domain="category" nicename="interviews"><![CDATA[Interviews]]></category>

		<category domain="tag"><![CDATA[China]]></category>

		<category domain="tag" nicename="china"><![CDATA[China]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Management in 2012]]></category>

		<category domain="tag" nicename="performance-management-in-2012"><![CDATA[Performance Management in 2012]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13460</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/qui.jpg"><img class="alignright" title="qui" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/qui.jpg" width="220" height="371" /></a>For the report <a href="http://issuu.com/thekpiinstitute/docs/performance-management-in-2012" target="_blank">Performance Management in 2012</a>, The KPI Institute conducted 12 semi-structured interviews with practitioners, academics and consultants, who created a detailed image of Performance Management as a discipline.

Dr. Feng Cai Qiu, Executive Director/Senior Partner at Singapore Empower Consulting Group Pte, China was one of the consultants that The KPI Institute interviewed.

<strong>1. What does the term Performance Management mean to you?</strong>

Different groups understand the concept of “Performance Management” in different ways. In China, the different concepts are combined and selected in order to suit the political and environmental conditions before putting them into practice. According to my research in Europe and North America on the practice of performance management in China, I think several features should be mentioned: First, from the group perspective, performance management is a synergy of individual, family and organization. The cooperation and effect amongst these three parties contributes to a sustained high performance in an organization. Second, performance management is an integral activity. From the vision and target design to the process control, to result evaluation and then to the final achievement, the whole process is a closed circle. People in China generally accept this point of view. Third, from the finance perspective, performance management is a control system. The CEO treats it as a system in which different strategies can be applied and implemented; HR treats it as a tool which can explore employees’ abilities to achieve their targets, allowing them to cooperate with the organization; Employees treat this as a tool which can make their work clearer, more organized through a higher degree of planning.

Thus, in China, the concept of performance management varies with different people; each approach has value in practice and is feasible. When it comes to the group’s point of view, from the performance management’s essence and processes to its role on management decisions, we should consider it from different angles..
<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/qui.jpg"><!--more--></a><span style="font-weight: bold;">2. What drives interest in Performance Management?</span></p>
In reality, the Chinese public are not interested in this topic, they are actually quite critical of it. HR might be interested, and the researchers may be more interested in it. Most of the staff have a negative feeling towards performance management, and leaders in industries are not interested in it. According to our survey within China, nearly 50% of the employees and organizations have low recognition and satisfaction towards performance management.

Personally speaking, I am very interested in this topic because I am both a researcher and a practitioner, and I am also an expert who promotes this concept in China. I think that performance management is helpful to individuals, families and organizations since I practice it myself and have experienced its benefits. That is the reason why I do it. However in China, the concept has not been driven, instead, there are more pain, resentment, resistance and rejection.

<strong>3. What are your thoughts on the relationship between performance management at organizational, departmental and individual level?</strong>

I do not agree with some of the arguments put forward by Western countries on performance management. Their process involves setting goals at the organizational level, then breaking them down at the departmental level, followed by having the departments complete the goals and missions by way of allocating tasks to sectors and finally passing them down to the employees. As a result, the goal of the entire organization can only be achieved if the individual staff members complete the tasks that are assigned to them. I think that this method of performance management is only half of the picture.

In China, the other half relates to relationship dynamics; it is impossible to make a conclusion as to whether it should be the individual priority or the organizational priorities, because sometimes individual performance management is superior organizational performance management. In this case, when designing a performance management system, we should use bottom-up method instead of top-down one, which means the organization, is at mercy to performance management at the individual level. In this case, the organization needs to do some adjustments and optimizations according to the individual needs, goals and internal commitments. By doing this, the entire organization can achieve high performance and organizational goals.

From this perspective, In order to ultimately achieve the organizational performance individual performance should be a focus. This relationship is often present in the high-tech and traditional businesses. This is especially important now for a number of reasons:
<ul>
	<li>“career boredom” from people who started their careers in the 1980s and 1990s, the impact of the Internet economy,</li>
	<li>the talent diversity and individuality, and the seamless exchange of knowledge promote the relationships among staff</li>
</ul>
This means that the performance management system amongst the individual, department and organizational levels has become increasingly complex. It is not simply individuals at the mercy of the organization or vice versa. In the international arena, I think this relationship will become increasingly diverse and personalized. Therefore, we need to model ourselves on companies that are already doing this.

For some large state-owned enterprises in China, employees obey the department and the department obeys the organization from the enterprise, central, provincial and prefectural level. However, for the grass-roots enterprises which are under the prefecture level, if they want to achieve high performance, most of the time, the departments are required to obey the individuals. When the individuals are subordinate to the organizations, a clearer symbiotic relationship exists.

So in China, we need to consider the relationships according to different levels, groups, industries and organizational maturities. Grass-roots employees are more adaptive and can go with the flow; therefore, the use of performance management should be in an open environment. In this environment, the relationship between individuals, departments and organizations is relatively casual; while individuals still obey the department and the department still obeys the organization, the organization is more receptive to suggestions put forward at the departmental level and similarly the departmental to the individual level. This is symbiotic relationship. For organizations which are in a non-market environment, they are in a very traditional organizational environment, so there is very clearly a top-down relationship there.

<strong>4. What are the 2012 key trends in Performance Management from the perspective of your knowledge and experience in this field?</strong>

I think there are a few points you may want to consider: first, from the central and the national point of view, the concept of and practice of performance management will continue be valued and enhanced. Last year, Premier Wen proposed to strengthen the reform of performance management in government, and also piloted the idea in Shenzhen, Shanghai and Xiamen. From the SASAC perspective, SASAC has asked more than 150 state-owned enterprises to carry out the implementation of a performance management system.

In the private sector, because of market competition and financial crisis, improving basic operations and improving their work quality and efficiency, are two reasons they also strengthen performance management. From the education system, the performance management is perpetually being improved and refined. There are more and more scholars considering individual differences when they study performance management. Thus, from the academic point of view, performance management is increasingly popular.

Second, from the entire technological environment point of view, there are three parts worth mentioning.

1) First, the Balanced Scorecard in the past few years gained a lot of promotion, but there are plenty of problems that came out during the process of promotion. I did research in the University of Nottingham and Cambridge in England, and I also communicated with Dr. Kaplan, the professor in Harvard University. I found that many Chinese enterprises had problems when they were using the Balanced Scorecard. They began to doubt the practicality of the Balanced Scorecard in China. This is also my PhD research topic. After much research and investigation, I found that Chinese organizations casted doubt on the application of the BSC and started thinking about how to improve the BSC in order to make it adapt to the Chinese environment better. This also means the technology and ideas behind its logic required some adjustments. China now has already begun research in this area, and I am also looking for a suitable BSC.

2) Secondly, the application of KPIs in the technical fields is not enough. In Britain, Professor Neely in Cranfield School has published a book named “Performance Prism”. This theory is rarely known by people in China, because there are not enough people who are interested in learning, understanding and applying this theory. Therefore, it is not as popular as the Balanced Scorecard in China and there are not many people putting it to use.

3) Third, China is still using the DuPont method. In financial management applications, organizations assess business performance by decomposing the original DuPont index to set KPI targets. In addition, the Chinese state-owned enterprises are primarily using EVA in evaluating the performance. China is still using this method, and is still improving upon it.

4) Whether Chinese organizations can make the Balanced Scorecard, KPIs and traditional EVA assessment to align and to evaluate different levels of employees within an organization. For example, the strategic level may adopt the BSC, the departmental level may use KPIs and the staff level may create a new model to evaluate what is detailed, but staff growth and development can still occur while maintaining the company’s vision and financial objectives, despite having different PM tools being used. Currently, the demand of performance management at the technical level is very high. However, it is hard to say whether the study that involves hierarchical classification of different performance management systems would be successful or not. I have done a lot of research in this area, and created the models to explore a suitable performance management system to our employees. This system should be different from the Balanced Scorecard, the EVA and the complicated KPIs, it can track staff to help them concentrate on their future and their personal development, helping them to reach their individual dreams and needs, which can stimulate enterprises to reach sustainably higher levels of performance while at the same time improve the efficiency of the process. How to incorporate these comprehensive factors together, which are the past, the present and the future, the financial and non-financial systems, the leading and lagging indicators, are also mentioned by Kaplan in the Balanced Scorecard concept.

Third, more and more people in China require a new system to be designed to suit the employee level. The third trend is the group in China that will pay close attention to performance management. In 2012, the foreign-funded enterprises will focus less on performance management, because they have incorporated it as a part of their quality management system. However, I think more people in state-owned enterprises will be concerned about performance management, because they are facing competition and internationalization they don’t want to lose their momentum in the global financial environment. Therefore, more managers and HR departments will pay attention to performance management in the state-owned enterprises level and in the employee level. In addition, the degree of concern in private enterprises in 2012 will also be improved, but not as much as the state-owned enterprises. Private enterprises are also not completely out of the impact of financial crisis. The state-owned enterprises do not have such problems, and they only need to focus on development and expansion. Therefore they need have suitable performance management in the aspects of technology, management and innovation.

Fourth, In terms of the academic field, they will shift their attention from the strategic level to the technical and theoretical research on the staff-level. There has too much research on the strategic level worldwide but too little attention to individual performance management in a more diverse society. In China, the individual environment is experiencing a turbulent time, and the employees ideological values have not yet fully formed; many scholars and experts may not be aware of this fact and know how to design a performance management system for those employees who have not formed their own dominant values. This is not only relevant to China, but also to the world. In the future, it will be a trend and also a challenge to study performance management in a diverse, intricate and flexible environment.

<strong>5. What aspects of performance management should be explored more through research?</strong>

I think performance management should be studied more from an individual human level more than a technical, group level. This is the paradigm shift academics need. For example, when I was doing academic research in the United Kingdom and the United States, I found that even though the application and implementation of performance management systems in enterprises are identical to that in a Chinese context, their results are higher and better than that of China. This is because their culture matches the theory. In China however, the human environment has several characteristics that need to be considered.

First, study the effect of China’s political influence on the enterprise, and the associated workplace satisfaction, employment, values and professional ideology from the perspective of the Chinese people. This idea directly impacts on staff’s concept of employment and their judgment on their success. In European countries, this perception has been formed, while in China, it is still blank. Therefore, in the human environment, the application and implementation of performance management is that we need a breakthrough.

Second is the research on the enterprise environment. In China, the ecological environment increasingly affects the execution and implementation of performance management. This ecological environment includes presidents. The presidents in Chinese enterprises and in foreign-funded enterprises are not the same: general managers in China are not determined by the market, or the shareholders, or the business performance. Therefore, the study of how leaders affect performance management and whether there is a performance management system suitable for Chinese environment, this subject will be more and more important.

Third, study the changes in the staff’s mentality, especially the difference between 80-90s and 50-60s. There is a huge change and conflict on the outlooks on life, values, career outlook and personalized view within these 30 years. This change in Western countries occurred over the space of 100 years. Following in the ideological background of traditional Chinese culture, the traditional business leaders (who were born in 1950s-1960s) have plenty of conflict with their employees (who were born in 1980s-1990s). This conflict will affect the design of performance management systems, coordination and matching, and to promote a balance between employers and employees inside the organization.

Fourth, I’m doing a study of the harmonious development of performance management. China raised three slogans: a rapid and healthy development, to create a harmonious environment and education reform. Researchers in performance management should study how to get individuals, families and organizations to cooperate and respond to the characteristics of China’s development. In Kaplan’s theory, the relationship between staff, organization and customer is coordinated very well. There are still some criticism that the theory has no synergy to role of the government, suppliers, buyers and other interested persons. In China, I will be researching more in the collaborative management of individuals, families and organizations, since they represent different customer needs. At present, the government also proposed this need, and both businesses and ordinary people need a harmonious, healthy and happy organization. Performance Management is an entry point and we have the opportunity to explore how we can design system that encourages better performance.

<strong>6. Please provide some examples of organizations which you would recommend for study due to their approach to performance management and achievements.</strong>

Currently, we can’t say China has a successful case. I’ve been a performance consultant in China Mobile for 10 years. Upon utilizing Performance Management concepts and frameworks, China Mobile was able to reach a higher level, but not a very successful level. China Mobile achieved results in three aspects by using performance management. First, it improved the market coverage from top to bottom, and its market share is over 72% now in China. Second, its revenue market share accounted for more than 70% of the whole market in China. There two indicators show China Mobile’s improvement on its financial performance through performance management. Third, through the pressure transmission of performance management, China Mobile pushed the Chinese mobile communication industry to greater heights. Communication used to be a luxury, while now almost everyone in China has a cell phone. This is not because something the telecommunications industry brought about. It was actually caused by the mandatory introduction of China Mobile’s KPIs. China Mobile made every employee take a top-down market penetration approach, which meant focusing on the city to the countryside, then to the children. This mechanism promotes the development of the Chinese communication industry to the world and the upgrading of the Chinese peoples’ quality of life in the modern era.

<strong>7. Which are the main challenges of Performance Management in practice today?</strong>

The challenges in government departments, state-owned enterprises, foreign-funded enterprises and private enterprise are not the same. But they also have some basic commonalities.

First, the political environment in China for performance management is not very mature.

Second, the soil for China to implement performance management also needs to be cultivated. This soil refers to the human resources market, which requires fair, free and open competition, and this in China is not yet fully formed. Therefore, the concept of “fair competition and survival of the fittest” of performance management is quite difficult to achieve, and performance management cannot play its proper role in China. For example, in foreign companies the Balanced Scorecard is used as an important tool to do staff classification in order to promote fair competition, while this situation is difficult to achieve in China. This is because Chinese companies cannot let employees leave the company, or dismiss unsatisfactory employees. China does not exist in this environment, because Chinese employees are formal workers who cannot be dismissed easily. Human resources market in foreign countries is a free market; it is a two-way voluntary relationship. Therefore, in the Chinese context, effective performance management is difficult to achieve because of the lack of free competition and the difficulty to leave a company.

Third, the level of professionalism in the application performance management needs to be upgraded. In fact, many business owners, managers and employees apply performance management but not in its original form, but rather relate it to the company’s variety of professional capacity system, for instance, incentive management, targets management, practice management, application systems, and docking new systems. The ability of professional managers in these areas is still lacking. Therefore, performance management is not a single system, but is required to supplement other systems. Hence, it requires professional managers have a stronger ability to apply strict Performance Management frameworks and China is still in progress. Fourth, the performance management system in China is different from what is in foreign countries that pay more attention to the rules and systems. Therefore, in foreign countries, when the performance management system is used in the enterprise, there is system interaction and this interaction results in the desired effect of performance management. However in China, regardless of the state-owned enterprises or private enterprises, many systems are still building. Therefore, when linking performance management to immature systems, the effect will be affected. Many people are still wary and don’t understand how Performance Management can be used to the benefit of the individual and the enterprise.

<strong>8. What do you think should be improved in the use of performance management tools and processes?</strong>

Each person’s point of view should be different. With regards to the Balanced Scorecard in China, the biggest problem is not concern human resources, and not has a rigid and flexible combination within human resources. The biggest advantage of the Balanced Scorecard is the effective integration of operational systems and financial systems. I think this is Kaplan’s contribution. So when a business is in need of operating systems and financial systems designed for organizational effectiveness, promoting the organization of sustainable development, this theory will play a role. So it is necessary to identify what kind of companies will have this type of problem. But when the focus of a business at some stages is in the human resources or marketing, the BSC may not be the best tool. Although BSC also mentions the link between human resources, it only focuses on the association among the disciplines. How to use it in specific environment, what difficulties will be met during implementation and what features the human resources will have under different situations, those questions are waiting for in-depth study.

There are a plenty of cases and examples in the practice of using BSC in operational systems and financial systems, but considerably fewer in the case of human resources. The primary segment in the Kaplan case study is reform at the strategic and application levels in the 12 enterprises which are primarily located in Europe and America. However, the practice and exploration on human resources aspect needs to be increased. In addition, he did not take into account the difference between the human resources environment in Asia. Therefore, I also explore the application of the BSC in the Asian region, which needs to focus on the human resource management theory. In addition, the BSC does not take the psychological factors into account. It is more concerned with the overall organization’s application and day to day operations, but not concerned about each employees’ sustained growth and motivation. Although it is also known as the Staff Balanced Scorecard, its operation and logic aren’t focused on the psychological point of view, but rather from the financial perspective. Therefore, the BSC needs to be improved on the staff level. Globally, the successful Personal Balanced Scorecard theory is from an American, named Lecsion, he made a number of theories that really resonate with me. In his view point, the starting point of the Balanced Scorecard is “empowerment”, and the ending point is “finance”. In China, I think this theory could be continued to be studied and improved.

China uses KPIs very often, and three points need to be improved: First, how to improve KPI usage in collaborative departments. This is a short term key focus for KPIs. The biggest advantage of it is the vertical transmission, but it is relatively weak on the correlation of horizontal value transfer. Second, many administrative departments cannot use KPIs to quantify their performance, that is, they have trouble measuring immeasurable things. Third, distinguishing the lagging and leading KPIs and let staff perceive them correctly, as well creating a corporate linkage design is also difficult. Fourth, KPIs and BSC are becoming IT-oriented, which means to get efficiency improvement from the support of IT systems in order to reduce the influence of human factors, China also needs to be upgraded in this aspect.

<strong>9. What would you consider best practice in performance management?</strong>

The best practice should be at home. Bring BSC into families in order to create a harmonious and happy atmosphere in the family. I use performance management in my family, and I also encourage all the employees in my company to use it. Encouraging every employee use the concept of performance management to build a harmonious, happy and healthy family to stimulate them to work more efficiently is what I practice. It can also delay the departure of employees. To achieve the collaboration between employees, families and organizations, the employees in our company are a good example. In addition, as I mentioned before, China Mobile is also a good practice.

<strong>10. Which aspects of performance management should be emphasized during educational programs?</strong>

First, the national environment should be emphasized, which means how to design performance management systems under this country’s political environment. Second, organizational culture and the ecological environment will directly affect the practice of performance management theory. We need to study how different cultures are embedding the design and implementation of performance management systems, for instance, how to combine the human environment and the living environment of Chinese enterprises to make the performance management more practical. Third, the theory of performance management should be understood from practice, experienced and then summarized. In my opinion, university undergraduate and postgraduate students should be “60% study, 40% practice”, in order to really understand the practical science. This is my proposal for performance management education. For example, for a two-year EMBA, nine months should be used for practicing, so as to cultivate the demonstration of performance management capabilities. I raised 30 performance management capabilities and these capabilities must be proved through demonstration in order to become a qualified human resources student. In addition, on this basis, students must have a clear understanding on what are the specific projects of performance management capabilities. Take the 30 capabilities for example, we should tell students what they are, how to cultivate them, where can the students get the training for them and by using which way.  When the students are qualified, which level they can reach, and what extent of work they can deal with after they go into the society. I hope those aspects could be emphasized because this applied talents are what China and the world welcomed.

<strong>11. What are the barriers to achieving higher levels of proficiency in performance management among practitioners? </strong>

First, the organizational culture. The culture of performance implementation directly impacts on the effect of an organizational performance execution. Performance culture includes the degree of recognition, competition, sense of fairness, identity and cooperation. A healthy performance culture is very important. Second, the science and differentiation of a performance management operating system. The science applies to different enterprises and different departments using different performance management systems. The differentiation means different departments should have different characteristics; therefore, they should use corresponding models to match their features. This is the scientific nature of performance management operating systems, which requires more targeting and differentiation, because it will directly affect the implementation of performance management. Many failures in China are due to the lack of consideration in these features at the designing stage. Third, the ability in the full performance management training and the level of application eligibility that will directly affect the implementation of performance management. The performance management application level in China now is not high enough. Foreign-funded enterprises may be higher and private enterprises are in the middle. Therefore, we need to train a large number of professional managers in the capability of performance management. Fourth, the implementation of performance management is a long-term behavior, which should be gradually optimized and promoted.

<strong>12. Which were the recent achievements in generating value from performance management in your organization?</strong>

From the staff’s point of view, first, the work structure is better meaning that the work will be more focused. Excellent employee incentives increase. Second, the number for excellent employees increases; the better they do their job, the greater return they will get. However, to the medium and poor staff, performance management deprives his rights and interests.

From the company’s point of view, through the operation of this system the company can, firstly, promote the establishment of long-term development concepts. By building such a system, long-term positive behavior in a company is increased. Secondly, the vitality of the organization will be raised. The activity may drop when performance management is just introduced into the company, however, the vitality will increase after a period of time. This vitality is mainly reflected in the business operations and it refers to the enthusiasm of the staff. Thirdly, in the long-run, after two or three years of introduction, the returns to shareholders will be increased, particularly for those enterprises which mandatorily implement performance management.

The Human Resources management can reach a higher level and have a stronger sense of accountability because the requirement on improving their professional standards is stronger. Before performance management is carried out, job challenges are relatively high. After implementation, the problems are highlighted, promoting the human resources to enhance the professionalism, and a change in the role from an affairs expert to a consultant expert.
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<title>Expert Interview – Isela Hernandez, Strategy Management Officer, Cinepolis Corporativo, Mexico</title>
<link>http://www.smartkpis.com/blog/expert-interview-%e2%80%93-isela-hernandez-strategy-management-officer-cinepolis-corporativo-mexico/</link>
<pubDate>Mon, 06 Jan 2014 08:19:59 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Interviews]]></category>

		<category domain="category" nicename="interviews"><![CDATA[Interviews]]></category>

		<category domain="tag"><![CDATA[Mexico]]></category>

		<category domain="tag" nicename="mexico"><![CDATA[Mexico]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Management in 2012]]></category>

		<category domain="tag" nicename="performance-management-in-2012"><![CDATA[Performance Management in 2012]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13464</guid>
<description></description>
<content:encoded><![CDATA[For the report <a href="http://issuu.com/thekpiinstitute/docs/performance-management-in-2012" target="_blank">Performance Management in 2012</a>, The KPI Institute conducted 12 semi-structured interviews with practitioners, academics and consultants, who offered a detailed image on the state of Performance Management as a discipline.

Isela Hernandez, Strategy Management Officer at Cinepolis Corporativo, Mexico, was one of the practitioners that The KPI Institute interviewed.<!--more-->

<strong>1. What does the term Performance Management mean to you?</strong>

Purpose. Because it helps to provide a reason to go the extra mile.

<strong>2. What drives interest in Performance Management?</strong>

Performance Management translates effort to results.

<strong>3. What are your thoughts on the relationship between performance management at organizational, departmental and individual level?</strong>

All have to be aligned to accomplish the organization’s success.

<strong>4. What are the 2012 key trends in Performance Management from the perspective of your knowledge and experience in this field?</strong>

There are three trends: 1. Linkage of personal performance with organizational success and vice versa. 2. Automation. 3. Strategic alignment.

<strong>5. What aspects of performance management should be explored more through research?</strong>

I would say two aspects: 1. Accountability among areas. There are efforts that must be shared. 2. Performance metrics definition; there are literature in how to define good metrics, but they are mostly designed by instinct.

<strong>6. Please provide some examples of organizations which you would recommend for study due to their approach to performance management and achievements?</strong>

Cinepolis, the company I currently work for.

<strong>7. Which are the main challenges of Performance Management in practice today?</strong>

There are two challenges: 1. Alignment across areas/understanding/communication. 2. Feedback and cooperation.

<strong>8. What do you think should be improved in the use of performance management tools and processes?</strong>

Two aspects: 1. Opportunity and flexibility. 2. Automation and analysis (BI, DATAWARE HOUSE).

<strong>9. What would you consider best practice in performance management?</strong>

It’s about definition: 1. Definition on time, communication and automation. 2. Clear process definition.

<strong>10. Which aspects of performance management should be emphasized during educational programs?</strong>

Metrics and analysis.

<strong>11. What are the barriers to achieving higher levels of proficiency in performance management among practitioners? </strong>

There are two main barriers: 1. Simplicity and Alignment. 2. Clear definition of positions and Job duties. Performance Management should be more aware of initiatives and results aligned to strategy rather to operational results.

<strong>12. What Performance Management question would you like to have answered?</strong>

Where should belong? Strategic Planning or HR?

<strong>13. Which were the recent achievements in generating value from performance management in your organization?</strong>

The recent achievements include: 1. Increased EBITDA. 2. Empowerment. 3. Accountability. 4. Alignment.]]></content:encoded>
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<title>What is the difference between single-loop and double-loop learning?</title>
<link>http://www.smartkpis.com/blog/what-is-the-difference-between-single-loop-and-double-loop-learning/</link>
<pubDate>Mon, 06 Jan 2014 11:43:00 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Ask the Experts]]></category>

		<category domain="tag" nicename="ask-the-experts"><![CDATA[Ask the Experts]]></category>

		<category domain="tag"><![CDATA[Double-Loop Learning]]></category>

		<category domain="tag" nicename="double-loop-learning"><![CDATA[Double-Loop Learning]]></category>

		<category domain="tag"><![CDATA[Single-Loop Learning]]></category>

		<category domain="tag" nicename="single-loop-learning"><![CDATA[Single-Loop Learning]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13472</guid>
<description></description>
<content:encoded><![CDATA[Single-loop and double-loop learning are two different types of learning that can be used by any organization in order to adapt and improve its overall performance. The first one refers to constantly adjusting actions until desired results are achieved and double-loop learning implies questioning the fundamental assumptions.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/single-double-loop.png"><img class="aligncenter size-full wp-image-13473" title="Single-loop and double-loop learning" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/single-double-loop.png" width="634" height="370" /></a><!--more--></p>
The main differences between them are the following:
<ul>
	<li>Single-loop learning is used when the current goals, values and strategies are sound, not questionable and the emphasis is on techniques and their effectiveness. On the other hand, double-loop learning is used when strategy is reviewed and the emphasis is on learning and reviewing previous situations;</li>
	<li>Regarding the decision making process, in single-loop learning the organizational structure is accepted, the emphasis being on fixing unwanted variances, while in the double-loop learning, assumptions and speculations are questioned in order to raise the decision-making process efficacy;</li>
	<li>Errors that can be detected and acted upon by organizational members engaged in single-loop learning, while maintaining the basic structure. In the double-loop learning, after identifying errors, the organizational rules, policies and objectives are reexamined and modified.</li>
</ul>
References:
<ul>
	<li>The KPI Institute (2013), The Certified KPI Professional training course, available at: <a href="http://kpiinstitute.org/education/ucoming-courses/">http://kpiinstitute.org/education/ucoming-courses/</a></li>
</ul>
Image source:
<ul>
	<li>The KPI Institute (2013), The Certified KPI Professional training course, available at: <a href="http://kpiinstitute.org/education/ucoming-courses/">http://kpiinstitute.org/education/ucoming-courses/</a></li>
</ul>]]></content:encoded>
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<title>What are KRIs?</title>
<link>http://www.smartkpis.com/blog/what-are-kris/</link>
<pubDate>Mon, 06 Jan 2014 11:47:27 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Ask the Experts]]></category>

		<category domain="tag" nicename="ask-the-experts"><![CDATA[Ask the Experts]]></category>

		<category domain="tag"><![CDATA[Key Risk Indicators]]></category>

		<category domain="tag" nicename="key-risk-indicators"><![CDATA[Key Risk Indicators]]></category>

		<category domain="tag"><![CDATA[KRI]]></category>

		<category domain="tag" nicename="kri"><![CDATA[KRI]]></category>

		<category domain="tag"><![CDATA[Risk Management]]></category>

		<category domain="tag" nicename="risk-management"><![CDATA[Risk Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13477</guid>
<description></description>
<content:encoded><![CDATA[<em>“Knowing our risks provides opportunities to manage and improve our chances of success.”</em>
<p style="text-align: right;"><em>Roger VanScoy</em></p>
Key Risk Indicators (KRIs) are metrics used by organizations to provide an early signal of increasing risk exposures in various areas of the enterprise.

KRIs provide opportunities for a proactive risk management, which may lead to fewer episodes of crisis management. They can be used to alert about trends that may adversely influence the achievement of the organizational objectives.

While Key Performance Indicators (KPIs) are used to assess the achievement of a desired level of results in an area relevant to the evaluated entity’s activity, KRIs are used to assess emerging risks, which identify the need for actions to be taken. To assess the difference between a KRI and a KPI, the following example is relevant:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/image2.png"><img class="aligncenter size-full wp-image-13478" title="What are KRIs?" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/image2.png" width="634" height="280" /></a><!--more--></p>
References:
<ul>
	<li>The KPI Institute (2013), Certified KPIs Professional training course</li>
	<li>Beasley, M. S., Branson, B. C. and Hancock, B. V. (2010), Developing Key Risk Indicators to strengthen enterprise risk management: How Key Risk Indicators can sharpen focus on emerging risks, Committee of Sponsoring Organizations of the Treadway Commission, available at: <a href="http://www.coso.org/documents/COSOKRIPaperFull-FINALforWebPostingDec110_000.pdf">http://www.coso.org/documents/COSOKRIPaperFull-FINALforWebPostingDec110_000.pdf</a></li>
	<li>Hall, E. M. (1998), Managing risk: Methods for software systems development. Massachusetts: Addison Wesley Longman, available at: <a href="http://books.google.com/books?id=Cbq9K4HnqQcC&amp;printsec=frontcover&amp;source=gbs_ge_summary_r&amp;redir_esc=y#v=onepage&amp;q&amp;f=false">http://books.google.com/books?id=Cbq9K4HnqQcC&amp;printsec=frontcover&amp;source=gbs_ge_summary_r&amp;redir_esc=y#v=onepage&amp;q&amp;f=false</a></li>
</ul>
Image source:

<a href="http://www.coso.org/documents/COSOKRIPaperFull-FINALforWebPostingDec110_000.pdf">http://www.coso.org/documents/COSOKRIPaperFull-FINALforWebPostingDec110_000.pdf</a>]]></content:encoded>
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<title>Why cascade KPIs across the organization?</title>
<link>http://www.smartkpis.com/blog/why-cascade-kpis-across-the-organization/</link>
<pubDate>Mon, 06 Jan 2014 11:50:59 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Ask the Experts]]></category>

		<category domain="tag" nicename="ask-the-experts"><![CDATA[Ask the Experts]]></category>

		<category domain="tag"><![CDATA[Cascading KPIs]]></category>

		<category domain="tag" nicename="cascading-kpis"><![CDATA[Cascading KPIs]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13482</guid>
<description></description>
<content:encoded><![CDATA[The expression “cascading KPIs” has become increasingly common in the world of performance management, but it is sometimes misunderstood. Cascading represents translating and aligning organizational objectives and Key Performance Indicators (KPIs) from strategic level down to departmental level and finally, to individual level.

Cascading KPIs adds value to the company from two angles:
<ul>
	<li>The company ensures that its established strategic objectives are aligned across the organization, which leads to clear distinction between tasks, synergy between organizational entities and effective communication at all levels;</li>
	<li>The employees have a clear and objective picture of their contribution to organizational performance which leads to high levels of employee engagement, an important indicator to successful companies.</li>
</ul>
Nonetheless, not all objectives and KPIs are adequate for cascading across the organization, so for a successful cascading process the company’s strategy has to be continuously reviewed and an experienced team has to coordinate it in close relation with departmental management.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/cascading-kpis.png"><img class="aligncenter size-full wp-image-13483" title="Why cascade KPIs across the organization?" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/cascading-kpis.png" width="634" height="400" /></a><!--more--></p>
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>The KPI Institute (2013), The Certified KPI Professional training course, available at: <a href="http://kpiinstitute.org/education/ucoming-courses/">http://kpiinstitute.org/education/ucoming-courses/</a></li>
	<li>Ow, P. P. C. (n.d.), Cascading KPI throughout the organization, available at: <a href="http://www.ibbm.org.my/pdf/EA004%20Cascading%20KPIs%20Throughout%20the%20Organisation.pdf">http://www.ibbm.org.my/pdf/EA004%20Cascading%20KPIs%20Throughout%20the%20Organisation.pdf</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul style="text-align: left;">
	<li><a href="http://www.ibbm.org.my/pdf/EA004%20Cascading%20KPIs%20Throughout%20the%20Organisation.pdf">http://www.ibbm.org.my/pdf/EA004%20Cascading%20KPIs%20Throughout%20the%20Organisation.pdf</a></li>
</ul>
<p style="text-align: left;"></p>]]></content:encoded>
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<title>A safe working environment – Zero work-related injuries and illnesses at Alcoa </title>
<link>http://www.smartkpis.com/blog/a-safe-working-environment-%e2%80%93-zero-work-related-injuries-and-illnesses-at-alcoa/</link>
<pubDate>Mon, 06 Jan 2014 14:16:39 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Alcoa]]></category>

		<category domain="tag" nicename="alcoa"><![CDATA[Alcoa]]></category>

		<category domain="tag"><![CDATA[HSSE KPIs]]></category>

		<category domain="tag" nicename="hsse-kpis"><![CDATA[HSSE KPIs]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Production]]></category>

		<category domain="tag" nicename="production"><![CDATA[Production]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13488</guid>
<description></description>
<content:encoded><![CDATA[In today’s business environment, companies have understood that, in order to create sustainable profitability, they need to value more their employees. The first condition for a satisfied workforce is to provide a safe working environment.

Workplace related injuries and illnesses seem to be inevitable, especially in an accident prone environment. However, companies that have long strived for reaching zero related injuries and illnesses succeeded in achieving their goals.

This is the case of Alcoa, the world’s leading producer of primary and fabricated aluminum, and the world’s largest miner of bauxite and refiner of alumina. On its website, the company made public different graphs for the most important safety KPIs, providing for some of them useful information, such as previous results, benchmarking data, current results, targets and the progress recorded by the company.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture24.png"><img class="aligncenter size-full wp-image-13497" title="Zero work-related injuries and illnesses at Alcoa " alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Untitled-picture24.png" width="634" height="350" /></a></p>
<!--more-->

In 2013, 42.4% of Alcoa's 184 locations worldwide had zero # Recordable injuries, 84.2% had zero # Lost workdays, while 49.5% had zero # Days away, restricted or transferred.

This performance was achieved through to a dedicated effort and commitment to the company’s values. Alcoa’s safety systems rely on its workforce, who effectively supports a safe workplace, work methods and overall production system stability.

In order to support Alcoa safety system, a series of actions have been taken. Among them:
<ul>
	<li>Assessing hazards and the risks associated with the company’s products, services and operations;</li>
	<li>Implementing the appropriate operational controls to effectively mitigate the impact of those risks;</li>
	<li>Continuously monitoring the procedures implemented to ensure they are still valid;</li>
	<li>Adjusting, if needed, the gaps identified in the system, to improve its stability.</li>
</ul>
Other Key Performance Indicators (KPIs) Alcoa monitors are: # Fatalities, # Employee New-to-the-Job Incident Rates and % Employee Safety Engagement. For more KPIs in this field, the <a href="http://www.smartkpis.com/kpi/functional-areas/health-safety-security-and-environment/safety-security/" target="_blank">Health, Safety, Security and Environment</a> functional area can be accessed.

References:
<ul>
	<li style="text-align: left;">Alcoa (2013), Safety, available at: <a href="http://www.alcoa.com/sustainability/en/info_page/workplace_safety.asp">http://www.alcoa.com/sustainability/en/info_page/workplace_safety.asp</a></li>
	<li style="text-align: left;">Alcoa (2013), Zero Is Possible, available at: <a href="http://www.alcoa.com/sustainability/en/info_page/operations_soc_health_zip.asp">http://www.alcoa.com/sustainability/en/info_page/operations_soc_health_zip.asp</a></li>
	<li style="text-align: left;">The KPI Institute (2013), HSSE (Health, Safety, Security and Environment), available at: <a href="http://www.smartkpis.com/kpi/functional-areas/hsse-health-safety-security-and-environment-/">http://www.smartkpis.com/kpi/functional-areas/hsse-health-safety-security-and-environment-/</a></li>
</ul>
&nbsp;

&nbsp;

Image source:

<a href="http://www.alcoa.com/sustainability/en/info_page/workplace_safety.asp">http://www.alcoa.com/sustainability/en/info_page/workplace_safety.asp</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13488</wp:post_id>
<wp:post_date>2014-01-07 01:16:39</wp:post_date>
<wp:post_date_gmt>2014-01-06 14:16:39</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course – Muscat, Oman</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-muscat-oman/</link>
<pubDate>Mon, 06 Jan 2014 15:17:31 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

		<category domain="tag"><![CDATA[KPI training]]></category>

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		<category domain="tag" nicename="kpi-training-course"><![CDATA[KPI Training Course]]></category>

		<category domain="tag"><![CDATA[KPI training Muscat]]></category>

		<category domain="tag" nicename="kpi-training-muscat"><![CDATA[KPI training Muscat]]></category>

		<category domain="tag"><![CDATA[KPI training Oman]]></category>

		<category domain="tag" nicename="kpi-training-oman"><![CDATA[KPI training Oman]]></category>

		<category domain="tag"><![CDATA[PI]]></category>

		<category domain="tag" nicename="pi"><![CDATA[PI]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14351</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Muscat_v1.jpg" target="_blank"><img class="alignright size-full wp-image-14310" style="border: 1px solid black; margin-left: 6px; margin-right: 6px;" title="kpi course Muscat" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Muscat_v1.jpg" alt="kpi course " width="225" height="300" /></a>The KPI Institute has announced the dates for its next <a style="color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Muscat, Oman</strong>: <strong> 9-11 March 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/muscat-certified-kpi-professional-544.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong><strong>from The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="color: #008000;" title="Muscat KPI Professional Certification" href="http://store.kpiinstitute.org/muscat-certified-kpi-professional-544.html" target="_blank">Muscat KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:

<strong> </strong>

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Muscat1.png" target="_blank"><img class="aligncenter size-full wp-image-14365" title="kpi training Muscat" src="http://www.smartkpis.com/blog/wp-content/uploads/Muscat1.png" alt="kpi training Muscat" width="580" height="214" /></a>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">9-11 March 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Muscat, Oman</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>6 March 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$2,400 – $3,400 (GST   included, details in the course brochure)</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/muscat-certified-kpi-professional-544.html" target="_blank">Visit course   presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and   templates provided</strong></td>
<td><a href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Muscat-Mar-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14351</wp:post_id>
<wp:post_date>2014-01-07 02:17:31</wp:post_date>
<wp:post_date_gmt>2014-01-06 15:17:31</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course – Dubai,United Arab Emirates</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-dubai-united-arab-emirates/</link>
<pubDate>Mon, 06 Jan 2014 16:56:30 +0000</pubDate>
<dc:creator><![CDATA[diana1]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

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		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

		<category domain="tag"><![CDATA[KPI Training Course]]></category>

		<category domain="tag" nicename="kpi-training-course"><![CDATA[KPI Training Course]]></category>

		<category domain="tag"><![CDATA[KPI training Dubai]]></category>

		<category domain="tag" nicename="kpi-training-dubai"><![CDATA[KPI training Dubai]]></category>

		<category domain="tag"><![CDATA[KPI training UAE]]></category>

		<category domain="tag" nicename="kpi-training-uae"><![CDATA[KPI training UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14672</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Dubai_v1.jpg" target="_blank"><img class="alignright size-full wp-image-14310" style="border: 1px solid black; margin-left: 6px; margin-right: 6px;" title="kpi course Dubai" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Dubai_v1.jpg" alt="kpi course Dubai" width="225" height="300" /></a>The KPI Institute has announced the dates for its next <a style="color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Dubai, United Arab Emirates</strong>: <strong>23<strong>-2</strong></strong><strong>7 February 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/dubai-kpi-professional-and-practitioner-certifications.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong>from <strong>The KPI Institute</strong>.<!--more-->

<strong>Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="color: #008000;" title="Dubai KPI Professional Certification" href="http://store.kpiinstitute.org/dubai-kpi-professional-and-practitioner-certifications.html" target="_blank">Dubai KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:

<strong> </strong>

<strong> </strong>

<strong><em>Certified KPI Professional Agenda</em></strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<em><strong>Certified KPI Practitioner Agenda</strong></em>

<strong>Day One Agenda – Establishing KPIs</strong>
<ul>
	<li>KPI Project Coordination</li>
	<li>KPI Selection</li>
	<li>Scorecard - Dashboard Development &amp; Documentation</li>
</ul>
<strong>Day Two Agenda – Managing with KPIs</strong>
<ul>
	<li>Data Collection, Analysis and Reporting</li>
	<li>KPI Review Meetings and Initiative Management</li>
	<li>KPI Management Evaluation</li>
</ul>
<strong><a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Dubai.png"><img class="aligncenter size-full wp-image-14309" title="kpi training Dubai" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Dubai.png" alt="kpi training Dubai" width="580" height="214" /></a></strong>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">23-27 February 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Dubai, United Arab Emirates</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion,  lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>20 February 2014</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/dubai-kpi-professional-and-practitioner-certifications.html" target="_blank">Visit course   presentation page</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14672</wp:post_id>
<wp:post_date>2014-01-07 03:56:30</wp:post_date>
<wp:post_date_gmt>2014-01-06 16:56:30</wp:post_date_gmt>
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<wp:ping_status>open</wp:ping_status>
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<title>Performance Expo: Strategy map for Procurement Department – University of Washington</title>
<link>http://www.smartkpis.com/blog/strategy-map-for-procurement-department-%e2%80%93-university-of-washington/</link>
<pubDate>Tue, 07 Jan 2014 13:30:57 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Procurement]]></category>

		<category domain="tag" nicename="procurement"><![CDATA[Procurement]]></category>

		<category domain="tag"><![CDATA[Strategy Map]]></category>

		<category domain="tag" nicename="strategy-map"><![CDATA[Strategy Map]]></category>

		<category domain="tag"><![CDATA[University of Washington]]></category>

		<category domain="tag" nicename="university-of-washington"><![CDATA[University of Washington]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13499</guid>
<description></description>
<content:encoded><![CDATA[One of the most common reason why strategies fail is the lack of a common understanding among the managers and employees in regards to the company’s strategy. If five persons are asked “What is your company’s strategy?”, they are very likely to provide five different answers. Alignment across departments and employees cannot exist without a clear strategy and, without alignment, there are few chances for a successful strategy implementation.

Strategy maps provide a visual representation of the enterprise’s strategic objectives, as well as the cause and effect relationships between them that drive organizational performance. The map must provide a clear view in regards to what needs to be done in order to achieve the strategy.

The following example belongs to the University of Washington and it illustrates the strategy of the Procurement Department. Departmental strategy maps should be cascaded from the organizational level, in order to align all the activities and initiatives of each functional area to the company’s strategic direction.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Strategy-map-for-Procurement-Department.png"><img class="aligncenter size-full wp-image-13500" title="Strategy map for Procurement Department – University of Washington" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Strategy-map-for-Procurement-Department.png" width="634" height="478" /></a><!--more--></p>
This strategy map is based on the <a href="http://www.balancedscorecardreview.com/pages/bsc-concept/">Balanced Scorecard</a> methodology. The four perspectives are clearly illustrated by strategic themes:
<ul>
	<li>Customer Perspective – Customer value;</li>
	<li>Internal Processes Perspective – Improve operational excellence;</li>
	<li>Learning and Growth Perspective – Attract, develop and recognize a diverse staff;</li>
	<li>Financial Perspective – Enhance financial resources.</li>
</ul>
At the top of the strategy map are the mission, vision and values of the department, clarifying the department’s aspirations (vision), what the Procurement division does (mission) and the values that drive the employees’ behavior (values).

Positive aspects of the strategy map:
<ul>
	<li>The use of strategic themes provides a structured approach of the information;</li>
	<li>The Customer Perspective focusses on the customer value proposition of the department;</li>
	<li>The objectives set are not too narrow, as this would generate a large number of objectives and a loss of focus;</li>
	<li>The objectives are standardized: they are expressed using verbs, which indicates clear actions that must be taken.</li>
</ul>
Recommendations:
<ul>
	<li>In the learning and growth perspective there could also be included an objective that focuses on informational capital, in order to make sure that the IT systems used are supporting the strategy together with a professional workforce;</li>
	<li>The cause and effect relationships can be also established between objectives, not just among themes, to better illustrate the interdependencies of the strategy’s components;</li>
	<li>In order to achieve the strategic objectives, activities must be translated into initiatives. These initiatives are usually not listed on the strategy map in order to keep the visual representation simple and easy to read. Too much information on one page can be disturbing for the readers. In some cases, the objectives are accompanied by the <a href="http://www.smartkpis.com/kpi/functional-areas/supply-chain-procurement-distribution/procurement-purchasing/">KPIs</a> used to measure the progress.</li>
</ul>
A prerequisite for strategy success is to ensure everyone has the same picture of the company’s strategy. After this step, strategy implementation is a lot easier as employees understand what is expected of them, what needs to be done and what is their role in this process. Based on the strategy map, managers can decide what projects will receive funding and what initiatives should be put on hold as they are not aligned with the strategy.

References:
<ul>
	<li>Balancedscorecardreview.com (2014), About the Balanced Scorecard, available at: <a href="http://www.balancedscorecardreview.com/pages/bsc-concept/">http://www.balancedscorecardreview.com/pages/bsc-concept/</a></li>
	<li>Kaplan R. S. and Norton, D. P. (2000), Having trouble with your strategy? Then map it, Harvard Business Review, available at: <a href="http://hbr.org/2000/09/having-trouble-with-your-strategy-then-map-it/ar/1">http://hbr.org/2000/09/having-trouble-with-your-strategy-then-map-it/ar/1</a></li>
	<li>Kaplan R. S. and Norton, D. P. (2004), Strategy maps: Converting intangible assets into tangible outcomes, Harvard Business School Press Books</li>
</ul>
Image source:

<a href="http://f2.washington.edu/fm/ps/sites/default/files/org-charts/strategy-map/Procurement%20Services%20Strategy%20Map%20-Dec%2027%202010.pdf">http://f2.washington.edu/fm/ps/sites/default/files/org-charts/strategy-map/Procurement%20Services%20Strategy%20Map%20-Dec%2027%202010.pdf</a>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13499</wp:post_id>
<wp:post_date>2014-01-08 00:30:57</wp:post_date>
<wp:post_date_gmt>2014-01-07 13:30:57</wp:post_date_gmt>
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<title>Certified KPI Professional and Practitioner Training Course – Kuwait-City, Kuwait</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-and-practitioner-training-course-kuwait-city-kuwait/</link>
<pubDate>Tue, 07 Jan 2014 16:14:12 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

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		<category domain="tag"><![CDATA[KPI training Kuwait]]></category>

		<category domain="tag" nicename="kpi-training-kuwait"><![CDATA[KPI training Kuwait]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14442</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Kuwait-City_v1.jpg" target="_blank"><img class="alignright size-full wp-image-14310" style="border: 1px solid black; margin-left: 6px; margin-right: 6px;" title="kpi course Kuwait-City" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Kuwait-City_v1.jpg" alt="kpi course Kuwait-City" width="225" height="300" /></a>The KPI Institute has announced the dates for its next <a style="color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Kuwait-City, Kuwait</strong>: <strong>16-20 February 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/kuwait-city-certified-kpi-professional-and-practitioner.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="color: #008000;" title="Certified KPI Professional and Practitioner Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional and Practitioner Certification</strong></a><strong> </strong>from <strong>The KPI Institute</strong>.<!--more-->

<strong>Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="color: #008000;" title="Kuwait-City KPI Professional Certification" href="http://store.kpiinstitute.org/kuwait-city-certified-kpi-professional-and-practitioner.html" target="_blank">Kuwait-City KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:

<strong> </strong>

<strong> </strong>

<strong><em>Certified KPI Professional Agenda</em></strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<em><strong>Certified KPI Practitioner Agenda</strong></em>

<strong>Day One Agenda – Establishing KPIs</strong>
<ul>
	<li>KPI Project Coordination</li>
	<li>KPI Selection</li>
	<li>Scorecard - Dashboard Development &amp; Documentation</li>
</ul>
<strong>Day Two Agenda – Managing with KPIs</strong>
<ul>
	<li>Data Collection, Analysis and Reporting</li>
	<li>KPI Review Meetings and Initiative Management</li>
	<li>KPI Management Evaluation</li>
</ul>
<strong><a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Kuwait.png"><img class="aligncenter size-full wp-image-14309" title="kpi training Kuwait-City" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Kuwait.png" alt="kpi training Kuwait-City" width="580" height="214" /></a></strong>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">16-20 March 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Kuwait-City, Kuwait</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion,  lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>13 March 2014</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/kuwait-city-certified-kpi-professional-and-practitioner.html" target="_blank">Visit course   presentation page</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14442</wp:post_id>
<wp:post_date>2014-01-08 03:14:12</wp:post_date>
<wp:post_date_gmt>2014-01-07 16:14:12</wp:post_date_gmt>
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<title>Certified KPI Professional and Practitioner Training Course – Jeddah, KSA</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-and-practitioner-training-course-jeddah-ksa/</link>
<pubDate>Tue, 07 Jan 2014 16:20:59 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

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		<category domain="tag" nicename="kpi-training-ksa"><![CDATA[KPI training KSA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14378</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Jeddah_v1.jpg" target="_blank"><img class="alignright size-full wp-image-14310" style="border: 1px solid black; margin-left: 6px; margin-right: 6px;" title="kpi course Jeddah" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Jeddah_v1.jpg" alt="kpi course Jeddah" width="225" height="300" /></a>The KPI Institute has announced the dates for its next <a style="color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Jeddah, KSA</strong>: <strong> 16-20 March 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/jeddah-certified-kpi-professional-and-practitioner-572.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="color: #008000;" title="Certified KPI Professional and Practitioner Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional and Practitioner Certification</strong></a><strong> </strong><strong>from The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="color: #008000;" title="Jeddah KPI Professional and Practitioner Certification" href="http://store.kpiinstitute.org/jeddah-certified-kpi-professional-and-practitioner-572.html" target="_blank">Jeddah KPI Professional and Practitioner Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:

<strong>Certified KPI Proffesional Agenda</strong>

<strong> </strong>

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<strong>Certified KPI Practitioner Agenda</strong>
<div id="_mcePaste"><strong>Day One Agenda – Establishing KPIs</strong></div>
<div id="_mcePaste">
<ul>
	<li>KPI Project Coordination</li>
	<li>KPI Selection</li>
	<li>Scorecard – Dashboard Development &amp; Documentation</li>
</ul>
</div>
<div id="_mcePaste"><strong>Day Two Agenda – Managing with KPIs</strong></div>
<div id="_mcePaste">
<ul>
	<li>Data Collection, Analysis and Reporting</li>
	<li>KPI Review Meetings and Initiative Management</li>
	<li>KPI Management Evaluation</li>
</ul>
</div>
<a href="http://www.smartkpis.com/Courses_Banners/Jeddah1.png" target="_blank"><img class="aligncenter size-full wp-image-14365" title="kpi training Muscat" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Jeddah.png" alt="kpi training Muscat" width="580" height="214" /></a>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">16-20 March 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Jeddah, KSA</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>6 March 2014</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/jeddah-certified-kpi-professional-and-practitioner-572.html" target="_blank">Visit course   presentation page</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14378</wp:post_id>
<wp:post_date>2014-01-08 03:20:59</wp:post_date>
<wp:post_date_gmt>2014-01-07 16:20:59</wp:post_date_gmt>
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<title>Master in Managing business growth through System Dynamics and Accounting Models - A strategic control perspective</title>
<link>http://www.smartkpis.com/blog/master-in-managing-business-growth-through-system-dynamics-and-accounting-models-a-strategic-control-perspective/</link>
<pubDate>Wed, 08 Jan 2014 07:52:48 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Academic Education]]></category>

		<category domain="tag" nicename="academic-education"><![CDATA[Academic Education]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

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		<category domain="tag"><![CDATA[University of Palermo]]></category>

		<category domain="tag" nicename="university-of-palermo"><![CDATA[University of Palermo]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13505</guid>
<description></description>
<content:encoded><![CDATA[The Master program in "Managing business growth through System Dynamics and Accounting Models - A strategic control perspective (2013-2014)" offered by The University of Palermo (Italy) is now available.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Logo_Unipa.gif"><img class="aligncenter size-full wp-image-13506" title="The University of Palermo" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Logo_Unipa.gif" width="634" height="225" /></a></p>
The expected deadline for applications is February 7th, 2014. The administrative fee for admission to the selection procedure is € 50.

The Master consists of three modules and a project work.
<ul>
	<li>The first module (200 hours teaching) includes the following topics: Business Management, Planning &amp; Control Systems, System Dynamics Models, System Dynamics for Business Strategy, Planning, Policy Design and Management in the Public Sector;</li>
	<li>The second module (100 hours) aims to apply the previous methodologies and techniques to the SME context;</li>
	<li>The third module (100 hours) aims to apply the same techniques to Public Administration.</li>
</ul>
<!--more--><span style="font-size: 13px;">The first module base and the two other modules will consist of four teaching days per week, each of 4 hours. The Master will be concluded by a project work (200 hours), which will be conducted by each participant either in an SME or in a Public Administration organization.</span>

The expertise gained through this Master program will allow participants to develop strategic analysis and diagnosis in order to counteract weak signals of crisis and to continuously improve processes, both from a qualitative and quantitative perspective. Participants will also be able to link System Dynamics with accounting models.

Participants attending the Master program will be able to operate in a variety of business environments, such as:
<ul>
	<li>SMEs;</li>
	<li>Public Administrations;</li>
	<li>Banks and other Financial Institutions;</li>
	<li>Management consultants;</li>
	<li>Institutions supporting entrepreneurship.</li>
</ul>
For more information, access <a href="http://www.ced4.it/pages/struttura/main.php?id_categoria=2&amp;id_servizio=155&amp;id_dettaglio=347&amp;language=EN&amp;PHPSESSID=082481319a459e888594df67e326b49a#dettaglio" target="_blank">Master in Managing business growth through System Dynamics and Accounting Models - A strategic control perspective</a>.]]></content:encoded>
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<wp:post_id>13505</wp:post_id>
<wp:post_date>2014-01-08 18:52:48</wp:post_date>
<wp:post_date_gmt>2014-01-08 07:52:48</wp:post_date_gmt>
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<title>Performance Expo: Employee Satisfaction Survey used by The Tasmanian State Service</title>
<link>http://www.smartkpis.com/blog/measuring-workplace-satisfaction-%e2%80%93-the-tasmanian-state-service-workplace-satisfaction-survey/</link>
<pubDate>Wed, 08 Jan 2014 08:06:09 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag" nicename="employee-satisfaction"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13512</guid>
<description></description>
<content:encoded><![CDATA[The Tasmanian State Service is the largest employer in Tasmania, comprising 16 agencies that serve the community on behalf of the Government. Its 27,000 employees cover over 200 occupations in various domains, from accounting to zoology.

In February 2013, the organization implemented The Tasmanian State Service Workplace Satisfaction Survey, following a previous employee satisfaction survey, which had revealed poor results for the Tasmanian State Service. In order to obtain more pertinent and detailed results for efficient solutions, this new survey was implemented, on behalf of the Community and Public Sector Union (CPSU) and Health &amp; Community Services Union (HACSU).

<!--more-->

The 1330 participants were random members of the CPSU and HACSU, as well as random non-member employees of Tasmanian State Sector agencies. They were able to complete the survey online and in a 2 weeks timeframe, which reveals an efficient, people-oriented approach.

The report shows a complex organization and interpretation of results, from different angles, starting with profiling participants according to gender, age, length of service, employment status, salary range and union membership. The questions of the survey, ranging from leadership consistency to harassment or intention to stay are analyzed through the lens of each group. This offers a very effective interpretation of the answers. For instance, newer employees are more satisfied with their employment and working conditions:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/new_employees1.jpg"><img class="aligncenter size-full wp-image-13514" title="new_employees[1]" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/new_employees1.jpg" width="634" height="131" /></a></p>
Data analysis has also revealed the highest and lowest ranking performance results, as well as the main areas that need improvement, which will enable the institute to adopt pertinent solutions:
<ul>
	<li>Performance Management;</li>
	<li>Effective communication;</li>
	<li>Trust and confidence in leadership;</li>
	<li>Measures against harassment / bullying;</li>
	<li>Measures regarding the Low Net Promoter Score.</li>
</ul>
The final page of the report shows the questions used within the survey. It comprises 39 questions with a 6 point rating scale: Strongly Agree, Agree, Slightly Agree, Slightly Disagree, Disagree, and Strongly Disagree. However, it is recommended for surveys’ rating scales to contain an odd number of variants, including a neutral one.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/survey_questions1.jpg"><img class="aligncenter size-full wp-image-13515" title="survey_questions[1]" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/survey_questions1.jpg" width="634" height="327" /></a></p>
The survey also contains 7 open-ended questions, which provide the organization with an extensive feedback.

By covering the key organizational performance dimensions (Work Satisfaction, Leadership &amp; Management, Communication &amp; Collaboration, Learning, Development &amp; Career Opportunities and Culture), all detailed into smaller clusters, the questionnaire provides valuable information. Given the initial desire of the Tasmanian State Service to improve their level of employee satisfaction, this report becomes a reliable tool to identify the most productive solutions.

References:
<ul>
	<li style="text-align: left;">Tasmanian State Service (2013), Workplace Satisfaction survey results, available at: <a href="http://www.cpsu.com.au/wp-content/uploads/2013/03/CPSU-HACSU-Tasmanian-State-Service-Workplace-Satisfacton-Survey-Report-2013-Final.pdf">http://www.cpsu.com.au/wp-content/uploads/2013/03/CPSU-HACSU-Tasmanian-State-Service-Workplace-Satisfacton-Survey-Report-2013-Final.pdf</a></li>
	<li style="text-align: left;">Larsen, M. (2012), InsideTrak survey reveals only 52 percent of Australians rate employment good or excellent, with one in five rating experience poor or terrible, available at: <a href="http://www.insidetrak.com.au/blog/insidetrak-survey-reveals-only-52-percent-of-australians-rate-employment-good-or-excellent-with-one-in-five-rating-experience-poor-or-terrible/">http://www.insidetrak.com.au/blog/insidetrak-survey-reveals-only-52-percent-of-australians-rate-employment-good-or-excellent-with-one-in-five-rating-experience-poor-or-terrible/</a></li>
	<li style="text-align: left;">University of Tasmania (2014), Carrer Hub: What is the Tasmanian State Service?, available at: https://careerhub.utas.edu.au/Employers/Employer_Profiles/Tasmanian_State_Service.chpx</li>
</ul>
Image source:
<ul>
	<li><a href="http://www.cpsu.com.au/wp-content/uploads/2013/03/CPSU-HACSU-Tasmanian-State-Service-Workplace-Satisfacton-Survey-Report-2013-Final.pdf">http://www.cpsu.com.au/wp-content/uploads/2013/03/CPSU-HACSU-Tasmanian-State-Service-Workplace-Satisfacton-Survey-Report-2013-Final.pdf</a></li>
</ul>

<hr size="1" />]]></content:encoded>
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<wp:post_id>13512</wp:post_id>
<wp:post_date>2014-01-08 19:06:09</wp:post_date>
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<title>Performance Expo: Scorecard used for measuring Service Level Agreement performance in IT</title>
<link>http://www.smartkpis.com/blog/using-a-scorecard-for-measuring-service-level-agreement-performance-in-it/</link>
<pubDate>Wed, 08 Jan 2014 14:57:56 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Belgium]]></category>

		<category domain="tag" nicename="belgium"><![CDATA[Belgium]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

		<category domain="tag"><![CDATA[Service Level Agreement]]></category>

		<category domain="tag" nicename="service-level-agreement"><![CDATA[Service Level Agreement]]></category>

		<category domain="tag"><![CDATA[SLA]]></category>

		<category domain="tag" nicename="sla"><![CDATA[SLA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13529</guid>
<description></description>
<content:encoded><![CDATA[Measuring and managing Service Level Agreements (SLAs) in the current economic environment is becoming adamant as companies tend to rely on the outsourcing of services on a wider scale. Establishing a more reliable basis for managing SLA performance is required for assuring better results and outcomes for organizations.

Researchers and academics from the University of Antwerp (UA) have addressed this requirement through tailoring the Balanced Scorecard (BSC) framework in order to suit IT companies that rely on SLAs and Service Level Management (SLM).<!--more-->

The report emphasizes the importance of using SLAs, which are an essential tool for clearly characterizing the service and the required standards for both the beneficiary and the service provider. The table below represents a list of essential components that are usually included in a SLA.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/sla-components.png"><img class="aligncenter size-full wp-image-13530" title="sla-components" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/sla-components.png" width="439" height="238" /></a>

Basing their scorecard model on the recognition that IT is an internal service provider, the report details how the researchers adapted the traditional BSC perspectives (Financial, Customer, Internal Processes and Learning and Growth) to suit the needs of an IT department within an organization. The resulted perspectives are: Corporate distribution, Customer (user) orientation, Operational excellence, and Future orientation.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/sla-scorecard.png"><img class="aligncenter size-full wp-image-13531" title="sla-scorecard" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/sla-scorecard.png" width="612" height="522" /></a>

In developing the scorecard model, a specific IT framework was additionally used. CobiT, which stands for Control Objectives for Information and related Technology, was developed by the Information Systems Audit and Control Association (ISACA) in 2000. This framework addresses IT specific processes which are split into 4 domains.

The model that was developed by the University of Antwerp represents one way of using the BSC concept in order to manage SLA performance. Some recommendations for further improving the model are:
<ul>
	<li>Adapting the scorecard in order to contain a list of objectives split into the selected perspectives and the KPIs that measure the achievement of each objective;</li>
	<li>Specifying the target for each KPI and previous reporting period results;</li>
	<li>Standardizing KPI names for clarity and ease of interpretation.</li>
</ul>
References:
<ul>
	<li>Van Grembergen, W., De Haes, S. and Amelinckx, I. (2003), Using COBIT and the Balanced Scorecard as instruments for Service Level Management, ISACA Journal, Volume 4, available at: <a href="http://www.antwerpmanagementschool.be/media/287530/Using%20cobit%20and%20balanced%20scorecard.pdf">http://www.antwerpmanagementschool.be/media/287530/Using%20cobit%20and%20balanced%20scorecard.pdf</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.antwerpmanagementschool.be/media/287530/Using%20cobit%20and%20balanced%20scorecard.pdf">http://www.antwerpmanagementschool.be/media/287530/Using%20cobit%20and%20balanced%20scorecard.pdf</a></li>
</ul>]]></content:encoded>
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<wp:post_id>13529</wp:post_id>
<wp:post_date>2014-01-09 01:57:56</wp:post_date>
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<title>Certified KPI Professional and Practitioner Training Course – Al Khobar, Saudi Arabia</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-and-practitioner-training-course-al-khobar-saudi-arabia/</link>
<pubDate>Wed, 08 Jan 2014 15:01:33 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Al Khobar]]></category>

		<category domain="tag" nicename="al-khobar"><![CDATA[Al Khobar]]></category>

		<category domain="tag"><![CDATA[Certified KPI Practitioner]]></category>

		<category domain="tag" nicename="certified-kpi-practitioner"><![CDATA[Certified KPI Practitioner]]></category>

		<category domain="tag"><![CDATA[Certified KPI Professional]]></category>

		<category domain="tag" nicename="certified-kpi-professional"><![CDATA[Certified KPI Professional]]></category>

		<category domain="tag"><![CDATA[Certified KPI Professional and Practitioner Training Course – Al Khobar]]></category>

		<category domain="tag" nicename="certified-kpi-professional-and-practitioner-training-course-%e2%80%93-al-khobar"><![CDATA[Certified KPI Professional and Practitioner Training Course – Al Khobar]]></category>

		<category domain="tag"><![CDATA[Saudi Arabia]]></category>

		<category domain="tag" nicename="saudi-arabia"><![CDATA[Saudi Arabia]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14331</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Al_Khobar_v1.png" target="_blank"><img class="alignright size-full wp-image-14310" style="border: 1px solid black; margin-left: 6px; margin-right: 6px;" title="kpi course Al Khobar" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Al_Khobar_v1.png" alt="kpi course Al Khobar" width="225" height="300" /></a>The KPI Institute has announced the dates for its next <a style="color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Al Khobar, Saudi Arabia</strong>: <strong> 23-27 March 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/al-khobar-certified-kpi-professional-practitioner.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="color: #008000;" title="Certified KPI Professional and Practitioner" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional and Practitioner</strong></a><strong> </strong><strong>from The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="color: #008000;" title="Al Khobar KPI Professional and Practitioner" href="http://store.kpiinstitute.org/al-khobar-certified-kpi-professional-practitioner.html" target="_blank">Al Khobar KPI Professional and Practitioner</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:

<strong>Certified KPI Profesional Agenda</strong>

<strong> </strong>

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<strong>Certified KPI Practitioner Agenda</strong>

<strong>Day One Agenda – Establishing KPIs</strong>
<ul>
	<li>KPI Project Coordination</li>
	<li>KPI Selection</li>
	<li>Scorecard – Dashboard Development &amp; Documentation</li>
</ul>
<strong>Day Two Agenda – Managing with KPIs</strong>
<ul>
	<li>Data Collection, Analysis and Reporting</li>
	<li>KPI Review Meetings and Initiative Management</li>
	<li>KPI Management Evaluation</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Al_Khobar.png" target="_blank"><img class="aligncenter size-full wp-image-14365" title="kpi training Al Khobar" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Al_Khobar.png" alt="kpi training Al Khobar" width="580" height="214" /></a>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">23-27 March 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Al Khobar, Saudi Arabia</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>13 February 2014</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/al-khobar-certified-kpi-professional-practitioner.html" target="_blank">Visit course   presentation page</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
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<title>Certified KPI Professional and Practitioner Training Courses – Dubai,United Arab Emirates</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-and-practitioner-training-courses-dubai-united-arab-emirates/</link>
<pubDate>Wed, 08 Jan 2014 15:16:38 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

		<category domain="tag"><![CDATA[KPI training]]></category>

		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

		<category domain="tag"><![CDATA[KPI Training Course]]></category>

		<category domain="tag" nicename="kpi-training-course"><![CDATA[KPI Training Course]]></category>

		<category domain="tag"><![CDATA[KPI training Dubai]]></category>

		<category domain="tag" nicename="kpi-training-dubai"><![CDATA[KPI training Dubai]]></category>

		<category domain="tag"><![CDATA[KPI training UAE]]></category>

		<category domain="tag" nicename="kpi-training-uae"><![CDATA[KPI training UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14289</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Dubai_v2.jpg" target="_blank"><img class="alignright size-full wp-image-14310" style="border: 1px solid black; margin-left: 6px; margin-right: 6px;" title="kpi course Al Khobar" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Dubai_v2.jpg" alt="kpi course Dubai" width="225" height="300" /></a>The KPI Institute has announced the dates for its next <a style="color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Dubai, United Arab Emirates</strong>: <strong> 23-27 March 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/dubai-kpi-professional-and-practitioner-certifications.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong><strong>from The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="color: #008000;" title="Dubai KPI Professional Certification" href="http://store.kpiinstitute.org/dubai-kpi-professional-and-practitioner-certifications.html" target="_blank"> Dubai KPI Professional and Practitioner Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:

<strong><em>Certified KPI Professional Agenda</em></strong>

<strong> </strong>

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Dubai.png" target="_blank"><img class="aligncenter size-full wp-image-14365" title="kpi training Dubai" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Dubai.png" alt="kpi training Dubai" width="580" height="214" /></a>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">23-27 March 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Dubai, United Arab Emirates</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>20 March 2014</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/dubai-kpi-professional-and-practitioner-certifications.html" target="_blank">Visit course   presentation page</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
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<wp:post_id>14289</wp:post_id>
<wp:post_date>2014-01-09 02:16:38</wp:post_date>
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<title>Performance Expo: Customer Satisfaction Survey - Albilad Hotel, Saudi Arabia</title>
<link>http://www.smartkpis.com/blog/ensuring-prosperity-and-performance-through-customer-satisfaction-albilad-hotel/</link>
<pubDate>Thu, 09 Jan 2014 08:35:01 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Albilad Hotel]]></category>

		<category domain="tag" nicename="albilad-hotel"><![CDATA[Albilad Hotel]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Hospitality &amp; Tourism]]></category>

		<category domain="tag" nicename="hospitality-tourism"><![CDATA[Hospitality &amp; Tourism]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Saudi Arabia]]></category>

		<category domain="tag" nicename="saudi-arabia"><![CDATA[Saudi Arabia]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13544</guid>
<description></description>
<content:encoded><![CDATA[The following Customer Satisfaction Survey was used by the Albilad Hotel from Jeddah, Saudi Arabia (2013). The proposed analysis covers both design and content related aspects.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Customer-Satisfaction-Survey-Albilad-Hotel-Saudi-Arabia.jpg"><img class="aligncenter size-large wp-image-13594" title="Customer-Satisfaction-Survey-Albilad-Hotel-Saudi-Arabia" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Customer-Satisfaction-Survey-Albilad-Hotel-Saudi-Arabia-1024x628.jpg" width="634" height="380" /></a><a href="http://www.smartkpis.com/blog/wp-content/uploads/Albilad-21.jpg">
</a><!--more--></p>
<p style="text-align: justify;">Positive aspects of the presented customer satisfaction survey:</p>

<ul>
	<li style="text-align: left;">The survey includes demographics, which are important in order to identify the preferences and level of satisfaction for all types of customers;</li>
	<li style="text-align: left;">The questions are divided into clusters, which makes the identification and rating of each type of service more effective;</li>
	<li style="text-align: left;">The survey contains both closed and open-ended questions, in order to gain a complete and extensive feedback;</li>
	<li style="text-align: left;">In terms of design, the survey is very attractive, which shows the hotel’s increased interest in gaining feedback from its visitors.</li>
	<li style="text-align: left;">It is presented both in Arabic and English in order to be accessible to both national and international guests.</li>
</ul>
Recommendations:
<ul>
	<li>Visitors are asked to rate their experience on a 4 levels scale. In the article <em><a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#rating-scale" target="_blank">Basics of Survey and Question Design</a></em>, Rachel Flagg recommends the usage of 5 a five levels scale, including a “neutral” category, in order to receive a more accurate feedback.</li>
	<li>According to the same author, it is recommended to include an introduction that should set expectations about the estimated time for completion.</li>
</ul>
For more similar reviews, access our <a href="http://www.smartkpis.com/blog/category/surveys/" target="_blank">Surveys</a> section.

References:
<ul>
	<li>Flagg R. (2013), Basics of survey and question design, HowTo.gov, available at: <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design" target="_blank">http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design</a></li>
	<li>Albilad Hotel (2013), Customer Satisfaction Survey</li>
</ul>
<p style="text-align: center;"></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13544</wp:post_id>
<wp:post_date>2014-01-09 19:35:01</wp:post_date>
<wp:post_date_gmt>2014-01-09 08:35:01</wp:post_date_gmt>
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<title>State of the Global Workplace – Only 13% of the employees are engaged at work</title>
<link>http://www.smartkpis.com/blog/state-of-the-global-workplace-%e2%80%93-only-13-of-the-employees-are-engaged-at-work/</link>
<pubDate>Thu, 09 Jan 2014 09:01:41 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Employee Engagement]]></category>

		<category domain="tag" nicename="employee-engagement"><![CDATA[Employee Engagement]]></category>

		<category domain="tag"><![CDATA[Gallup]]></category>

		<category domain="tag" nicename="gallup"><![CDATA[Gallup]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13539</guid>
<description></description>
<content:encoded><![CDATA[According to the Gallup research study “State of the Global Workplace: Employee Engagement Insights for Business Leaders Worldwide” (2013), only 13% of the employees are engaged at work and focused on creating value for their organizations, while 63% are not engaged and 24% are actively disengaged.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Employee-Engagement1.jpg"><img class="aligncenter size-full wp-image-13540" title="State of the Global Workplace" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Employee-Engagement1.jpg" width="634" height="240" /></a></p>
<!--more-->

According to the “State of the Global Workplace” report, the three categories of employees above mentioned are characterized by:
<ul>
	<li><strong>Engaged employees</strong> work with passion, they are profoundly connected to their companies and drive innovation;</li>
	<li><strong>Not Engaged employees</strong> only invest time in their work, but no energy or passion;</li>
	<li><strong>Actively Disengaged employees</strong> are unhappy with their workplace.</li>
</ul>
The instrument that Gallup uses to measure employee engagement is Q<sup>12 </sup>survey, a questionnaire that assesses 12 performance related factors. For an extensive analysis on Q<sup>12</sup>, access the article <a href="http://www.smartkpis.com/blog/2013/10/30/measuring-employee-engagement-with-12-questions-%E2%80%93-gallup/" target="_blank"><em>Measuring employee engagement with 12 questions – Gallup</em>.</a>

One of the study’s main findings is that employee engagement varies greatly by regions and countries. The surveyed regions are:
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Table-regions2.jpg"><img class="aligncenter size-full wp-image-13561" title="State of the Global Workplace by regions" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Table-regions2.jpg" width="700" height="343" /></a></p>
Worldwide, the highest ratio of engaged employees from the 142 surveyed countries is in Panama (37%), followed by Costa Rica (33%), United States of America (30%), Philippines (29%) and Qatar (28%). Syria has the lowest ratio of engaged employees (0%), followed by Croatia (3%), Israel and Tunisia (5%), China and Iraq (6%).

With a worldwide ratio of engaged employees of 13%, there is a strong need to nurture highly engaging environments all over the globe. The Gallup Business Journal proposes five ways to improve employee engagement:

1. <strong>Use the right employee engagement surveys</strong>: they have to be specific, relevant and actionable;

2. <strong>Focus on engagement at the local and organizational levels</strong>: the leaders must make the first changes in the workgroup, by working with employees to find engagement barriers;

3. <strong>Select the right managers</strong>: they have to empower people, recognize their value and contribution;

4. <strong>Coach managers and hold them accountable for their employees' engagement</strong>: managers should build engagement plans with their employees;

5. <strong>Define engagement goals in realistic, everyday terms</strong>: engagement goals must become meaningful to employees' day-to-day experiences.

As the Gallup research has emphasized, measures must be taken, as active disengagement is a huge drain on economies, while the companies that have managed to successfully engage their customers and their employees experienced a 240% boost in performance-related business outcomes.
<p style="text-align: left;">Sources:</p>

<ul style="text-align: left;">
	<li>Gallup (2013), State of the Global Workplace: Employee engagement insights for business leaders worldwide, available at: <a href="http://www.gallup.com/strategicconsulting/164735/state-global-workplace.aspx" target="_blank">http://www.gallup.com/strategicconsulting/164735/state-global-workplace.aspx</a></li>
	<li>Reilly, R. (2014), Five ways to improve employee engagement now, Gallup Business Journal, available at: <a href="http://businessjournal.gallup.com/content/166667/five-ways-improve-employee-engagement.aspx?utm_source=WWW&amp;utm_medium=csm&amp;utm_campaign=syndication#1" target="_blank">http://businessjournal.gallup.com/content/166667/five-ways-improve-employee-engagement.aspx?utm_source=WWW&amp;utm_medium=csm&amp;utm_campaign=syndication#1</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul style="text-align: left;">
	<li style="text-align: left;"><a href="http://www.gallup.com/strategicconsulting/164735/state-global-workplace.aspx" target="_blank">http://www.gallup.com/strategicconsulting/164735/state-global-workplace.aspx</a></li>
</ul>]]></content:encoded>
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<wp:post_id>13539</wp:post_id>
<wp:post_date>2014-01-09 20:01:41</wp:post_date>
<wp:post_date_gmt>2014-01-09 09:01:41</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course – Singapore, Singapore</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-singapore-singapore/</link>
<pubDate>Thu, 09 Jan 2014 15:38:44 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Certified KPI Professional Training Course – Singapore]]></category>

		<category domain="tag" nicename="certified-kpi-professional-training-course-%e2%80%93-singapore"><![CDATA[Certified KPI Professional Training Course – Singapore]]></category>

		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI accreditation Singapore]]></category>

		<category domain="tag" nicename="kpi-accreditation-singapore"><![CDATA[KPI accreditation Singapore]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

		<category domain="tag"><![CDATA[KPI training]]></category>

		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

		<category domain="tag"><![CDATA[KPI trining Singapore]]></category>

		<category domain="tag" nicename="kpi-trining-singapore"><![CDATA[KPI trining Singapore]]></category>

		<category domain="tag"><![CDATA[The KPI Institute]]></category>

		<category domain="tag" nicename="the-kpi-institute"><![CDATA[The KPI Institute]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14368</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Singapore_v1.jpg" target="_blank"><img class="alignright size-full wp-image-14310" style="border: 1px solid black; margin-left: 6px; margin-right: 6px;" title="kpi course Singapore" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Singapore_v1.jpg" alt="kpi course Singapore" width="225" height="300" /></a>The KPI Institute has announced the dates for its next <a style="color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Singapore, Singapore</strong>: <strong>15-17 April 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/singapore-certified-kpi-professional-548.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong>from <strong>The KPI Institute</strong>.<!--more-->

<strong>Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="color: #008000;" title="Singapore KPI Professional Certification" href="http://store.kpiinstitute.org/singapore-certified-kpi-professional-548.html" target="_blank">Singapore KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:

<strong> </strong>

<strong> </strong>

<strong><em>Certified KPI Professional Agenda</em></strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<strong><a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Singapore.png" target="_blank"><img class="aligncenter size-full wp-image-14309" title="kpi course Singapore" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Singapore.png" alt="" width="580" height="214" /></a></strong>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">15-17 April 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Singapore, Singapore</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion,  lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>11 April 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$2,400 – $3,400 (GST  included, details in the course brochure)</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/singapore-certified-kpi-professional-548.html" target="_blank">Visit course   presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and   templates provided</strong></td>
<td><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Singapore-Apr-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14368</wp:post_id>
<wp:post_date>2014-01-10 02:38:44</wp:post_date>
<wp:post_date_gmt>2014-01-09 15:38:44</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course – Bucharest, Romania</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-bucharest-romania/</link>
<pubDate>Thu, 09 Jan 2014 16:16:35 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14559</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Bucharest_v1.jpg" target="_blank"><img class="alignright size-full wp-image-14310" style="border: 1px solid black; margin-left: 6px; margin-right: 6px;" title="kpi course Bucharest" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Bucharest_v1.jpg" alt="kpi course Bucharest" width="225" height="300" /></a>The KPI Institute has announced the dates for its next <a style="color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Bucharest, Romania</strong>: <strong>2- 4 April 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/bucharest-certified-kpi-professional.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong>from <strong>The KPI Institute</strong>.<!--more-->

<strong>Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="color: #008000;" title="Bucharest KPI Professional Certification" href="http://store.kpiinstitute.org/bucharest-certified-kpi-professional.html" target="_blank">Bucharest KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:

<strong> </strong>

<strong> </strong>

<strong><em>Certified KPI Professional Agenda</em></strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<strong><a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Bucharest.png"><img class="aligncenter size-full wp-image-14309" title="kpi training Bucharest" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Bucharest.png" alt="training" width="580" height="214" /></a></strong>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">2-4 April 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Bucharest, Romania</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion,  lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>28 March 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$950 – $1,500 (GST   included, details in the course brochure)</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/bucharest-certified-kpi-professional.html" target="_blank">Visit course   presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and   templates provided</strong></td>
<td><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Bucharest-Apr-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14559</wp:post_id>
<wp:post_date>2014-01-10 03:16:35</wp:post_date>
<wp:post_date_gmt>2014-01-09 16:16:35</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course – Istanbul, Turkey</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-and-practitioner-training-course-istanbul-turkey/</link>
<pubDate>Thu, 09 Jan 2014 17:56:25 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

		<category domain="tag"><![CDATA[KPI training]]></category>

		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

		<category domain="tag"><![CDATA[KPI Training Course]]></category>

		<category domain="tag" nicename="kpi-training-course"><![CDATA[KPI Training Course]]></category>

		<category domain="tag"><![CDATA[KPI training Istanbul]]></category>

		<category domain="tag" nicename="kpi-training-istanbul"><![CDATA[KPI training Istanbul]]></category>

		<category domain="tag"><![CDATA[KPI training Turkey]]></category>

		<category domain="tag" nicename="kpi-training-turkey"><![CDATA[KPI training Turkey]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14669</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Istanbul_v1.jpg" target="_blank"><img class="alignright size-full wp-image-14552" style="border: 1px solid black;" title="kpi course istanbul" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Istanbul_v1.jpg" alt="kpi course istanbul" width="225" height="320" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Istanbul</strong>, <strong>Turkey</strong>: <strong>2-4 April 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/istanbul-certified-kpi-professional-546.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong><strong>from The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Istanbul KPI Professional Certification" href="http://store.kpiinstitute.org/istanbul-certified-kpi-professional-546.html" target="_blank">Istanbul KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:

<strong> </strong>

<strong><em>Certified KPI Professional Agenda</em></strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Istanbul.png"><img class="aligncenter size-full wp-image-14550" title="kpi training Istanbul" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Istanbul.png" alt="kpi training Istanbul" width="580" height="214" /></a>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">2-4 April 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Istanbul, Turkey</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2 and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts, certificate for course   completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>28 March 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$2400-$3400</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a title="Visit  course presentation page" href="http://store.kpiinstitute.org/istanbul-certified-kpi-professional-546.html" target="_blank">Visit course presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and templates provided</strong></td>
<td><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Istanbul-Apr-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14669</wp:post_id>
<wp:post_date>2014-01-10 04:56:25</wp:post_date>
<wp:post_date_gmt>2014-01-09 17:56:25</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<wp:post_name>certified-kpi-professional-and-practitioner-training-course-istanbul-turkey</wp:post_name>
<wp:status>publish</wp:status>
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<title>Performance Expo: Dashboard for public administration - Pennsylvania Commission on Crime and Delinquency</title>
<link>http://www.smartkpis.com/blog/performance-expo-dashboard-for-public-administration-pennsylvania-commission-on-crime-and-delinquency/</link>
<pubDate>Fri, 10 Jan 2014 07:36:32 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Dashboard]]></category>

		<category domain="tag" nicename="dashboard"><![CDATA[Dashboard]]></category>

		<category domain="tag"><![CDATA[Government]]></category>

		<category domain="tag" nicename="government-performance-management"><![CDATA[Government]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Pennsylvania]]></category>

		<category domain="tag" nicename="pennsylvania"><![CDATA[Pennsylvania]]></category>

		<category domain="tag"><![CDATA[Pennsylvania Commission on Crime and Delinquency]]></category>

		<category domain="tag" nicename="pennsylvania-commission-on-crime-and-delinquency"><![CDATA[Pennsylvania Commission on Crime and Delinquency]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13639</guid>
<description></description>
<content:encoded><![CDATA[The Pennsylvania Commission on Crime and Delinquency has the <a href="http://www.portal.state.pa.us/portal/server.pt/document/1212810/pccd_plan_final_updated_12-22-11_pdf">mission</a> to improve the quality and coordination of services for all components of the justice system in Pennsylvania. The Commission is working closely with the Governor’s Office in order to coordinate the justice system and to increase communication, effectiveness and efficiency among different agencies.

As part of its 2011-2015 strategic plan, the Pennsylvania Commission on Crime and Delinquency with the help of Pennsylvania State Data Center, Institute for State and Regional Affairs at the Pennsylvania State University – Harrisburg, developed real-time performance dashboards for 6 major categories: law enforcement, courts, sentencing, jails, probation and parole, and victims.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Dasboards-for-PCCD-2014.png"><img class="aligncenter size-full wp-image-13640" title="Dashboard – Pennsylvania Commission on Crime and Delinquency" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Dasboards-for-PCCD-2014.png" width="634" height="355" /><!--more--></a></p>
The above image  represents the Victims Dashboard, which provides managers with the necessary data for improved decision making. It is an interactive tool that allows the user to view the data by county geography, region and by class of county. By hovering the mouse over a chart, the user can view the numbers associated with that segment or area. Furthermore, the public can download the dashboard in the form of a PDF or HTLM report and also, the option to print it is available.

The dashboard uses line graphs, bar charts and maps for data visualization. The line graphs are useful as they allow viewers to easily track trends and KPIs evolution in time against established targets. Line graphs also allow predictions about future results, as they show patterns in data. Bar charts allow quick comparisons between data displayed. Regarding the maps used, a color scale is assigned to numerical data, the value for each region colors the map in a certain color code, making it very easy to spot areas with problems.

A recommendation for the dashboard presented is to standardize the KPIs names. They should start with symbols ($ - value of, % - percentage of, # - number of), as it is easier to read and understand the performance indicators meaning (e.g. # Compensation claims, $ Restitution etc).

Besides design, another important aspect of a dashboard refers to its KPIs. If the performance indicators are not relevant, the dashboard itself adds no value . Other KPI examples in this field can be found at: <a href="http://www.smartkpis.com/kpi/industries/government-state-federal/law-and-justice/" target="_blank">Law and Justice.</a>
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Pennsylvania Commission on Crime and Delinquency (2011), Strategic plan 2011-2015, available at: <a href="http://www.portal.state.pa.us/portal/server.pt/document/1212810/pccd_plan_final_updated_12-22-11_pdf">http://www.portal.state.pa.us/portal/server.pt/document/1212810/pccd_plan_final_updated_12-22-11_pdf</a></li>
	<li>Pennsylvania Commission on Crime and Delinquency (2014), Criminal Justice Advisory Boards data dashboards, available at: <a href="http://www.pacjabdash.net/Dashboards/tabid/2013/Default.aspx">http://www.pacjabdash.net/Dashboards/tabid/2013/Default.aspx</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul style="text-align: left;">
	<li style="text-align: left;"><a href="http://146.186.107.82:8080/idashboards/?guestuser=israidb&amp;dashID=58&amp;c=0">http://146.186.107.82:8080/idashboards/?guestuser=israidb&amp;dashID=58&amp;c=0</a></li>
</ul>
<p style="text-align: left;"></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13639</wp:post_id>
<wp:post_date>2014-01-10 18:36:32</wp:post_date>
<wp:post_date_gmt>2014-01-10 07:36:32</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
<wp:ping_status>open</wp:ping_status>
<wp:post_name>performance-expo-dashboard-for-public-administration-pennsylvania-commission-on-crime-and-delinquency</wp:post_name>
<wp:status>publish</wp:status>
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<title>Certified KPI Professional and Practitioner Training Course – Riyadh, Saudi Arabia</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-and-practitioner-training-course-riyadh-saudi-arabia-2/</link>
<pubDate>Sun, 12 Jan 2014 15:38:49 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Certified KPI Professional Training Course – Riyadh]]></category>

		<category domain="tag" nicename="certified-kpi-professional-training-course-%e2%80%93-riyadh"><![CDATA[Certified KPI Professional Training Course – Riyadh]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI accreditation Saudi Arabia]]></category>

		<category domain="tag" nicename="kpi-accreditation-saudi-arabia"><![CDATA[KPI accreditation Saudi Arabia]]></category>

		<category domain="tag"><![CDATA[KPI training Riyadh]]></category>

		<category domain="tag" nicename="kpi-training-riyadh"><![CDATA[KPI training Riyadh]]></category>

		<category domain="tag"><![CDATA[KPI Training Saudi Arabia]]></category>

		<category domain="tag" nicename="kpi-training-saudi-arabia"><![CDATA[KPI Training Saudi Arabia]]></category>

		<category domain="tag"><![CDATA[Saudi Arabia]]></category>

		<category domain="tag" nicename="saudi-arabia"><![CDATA[Saudi Arabia]]></category>

		<category domain="tag"><![CDATA[The KPI Institute]]></category>

		<category domain="tag" nicename="the-kpi-institute"><![CDATA[The KPI Institute]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14437</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Riyadh_v1.jpg" target="_blank"><img class="alignright size-full wp-image-14310" style="border: 1px solid black; margin-left: 6px; margin-right: 6px;" title="kpi course Riyadh" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Riyadh_v1.jpg" alt="kpi course Riyadh" width="225" height="300" /></a>The KPI Institute has announced the dates for its next <a style="color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Riyadh, Saudi Arabia</strong>: <strong> 4-8 May 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/riyadh-certified-kpi-professional-574.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong>from <strong>The KPI Institute</strong>.<!--more-->

<strong>Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="color: #008000;" title="Riyadh KPI Professional and Practitioner Certification" href="http://store.kpiinstitute.org/riyadh-certified-kpi-professional-574.html" target="_blank">Riyadh KPI Professional and Practitioner Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:

<strong> </strong>

<strong> </strong>

<strong><em>Certified KPI Professional Agenda</em></strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<em><strong>Certified KPI Practitioner Agenda</strong></em>

<strong>Day One Agenda – Establishing KPIs</strong>
<ul>
	<li>KPI Project Coordination</li>
	<li>KPI Selection</li>
	<li>Scorecard - Dashboard Development &amp; Documentation</li>
</ul>
<strong>Day Two Agenda – Managing with KPIs</strong>
<ul>
	<li>Data Collection, Analysis and Reporting</li>
	<li>KPI Review Meetings and Initiative Management</li>
	<li>KPI Management Evaluation</li>
</ul>
<strong><a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Riyadh.png" target="_blank"><img class="aligncenter size-full wp-image-14309" title="kpi course Riyadh" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Riyadh.png" alt="" width="580" height="214" /></a></strong>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">4-8 May 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Riyadh, Saudi Arabia</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion,  lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>1 May 2014</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/riyadh-certified-kpi-professional-574.html" target="_blank">Visit course   presentation page</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
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<wp:post_id>14437</wp:post_id>
<wp:post_date>2014-01-13 02:38:49</wp:post_date>
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<title>Performance Expo: Training Evaluation Survey - Torfaen County Borough</title>
<link>http://www.smartkpis.com/blog/performance-expo-training-evaluation-survey-torfaen-county-borough/</link>
<pubDate>Mon, 13 Jan 2014 09:59:14 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Torfaen County Borough]]></category>

		<category domain="tag" nicename="torfaen-county-borough"><![CDATA[Torfaen County Borough]]></category>

		<category domain="tag"><![CDATA[Training Evaluation]]></category>

		<category domain="tag" nicename="training-evaluation"><![CDATA[Training Evaluation]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13718</guid>
<description></description>
<content:encoded><![CDATA[The following training evaluation form was implemented at Torfaen County Borough and it aims at assessing participants’ satisfaction with the courses offered. The training courses were delivered to schools Governors in the county.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Training-evaluation-form-Torfaen-County-Borough1.png"><img class="aligncenter size-full wp-image-13719" title="Training evaluation form - Torfaen County Borough" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Training-evaluation-form-Torfaen-County-Borough1.png" width="634" height="420" /></a><!--more--><em></em></p>
<p style="text-align: center;"><em>To see the full survey, access <a href="http://www.torfaen.gov.uk/en/Related-Documents/School-Governors/Post-Training-Evaluation-Forms.pdf" target="_blank">Training Evaluation Survey - Torfaen County Borough</a></em></p>
Positive aspects of the presented training evaluation form:
<ul>
	<li>It contains both closed and open-ended questions; this ensures a time effective completion and an extensive feedback;</li>
	<li>For the closed-ended questions, the scale is of 5 levels, practice recommended in the article <em><a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#rating-scale" target="_blank">Basics of Survey and Question Design</a></em> written by Rachel Flagg;</li>
	<li>It covers a wide range of aspects, from venue to course objectives met and overall experience;</li>
	<li>Participants are asked to outline any questions they still have about the topics discussed and they are offered support in the following months; such a follow up process expresses a real interest for participants progress and skills improvement.</li>
</ul>
Recommendations:
<ul>
	<li>For the closed-ended questions, it is recommended <a href="http://www.uwex.edu/ces/4h/evaluation/documents/Wordingforratingscales.pdf" target="_blank">to label the points in the scale</a>, in order to obtain more precise answers;</li>
	<li><a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design" target="_blank">Grouping similar questions together</a> would ease evaluation form completion and would assure a better visualization of the items covered.</li>
</ul>
References:
<ul>
	<li>Flagg R. (2013), Basics of survey and question design, available at: <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design" target="_blank">http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design</a></li>
	<li>Taylor-Powell, E. (2008), Wording for rating scales, University of Wisconsin, available at: <a href="http://www.uwex.edu/ces/4h/evaluation/documents/Wordingforratingscales.pdf">http://www.uwex.edu/ces/4h/evaluation/documents/Wordingforratingscales.pdf</a></li>
	<li>Torfaen County Borough (n.d.), Governor training &amp; development service, available<strong> </strong>at:<strong> </strong><a href="http://www.torfaen.gov.uk/en/Related-Documents/School-Governors/Post-Training-Evaluation-Forms.pdf">http://www.torfaen.gov.uk/en/Related-Documents/School-Governors/Post-Training-Evaluation-Forms.pdf</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13718</wp:post_id>
<wp:post_date>2014-01-13 20:59:14</wp:post_date>
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<title>Performance Expo: Customer Satisfaction Survey – Alshaya Retail</title>
<link>http://www.smartkpis.com/blog/performance-expo-customer-satisfaction-survey-%e2%80%93-alshaya-retail/</link>
<pubDate>Mon, 13 Jan 2014 10:32:15 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Alshaya Retail]]></category>

		<category domain="tag" nicename="alshaya-retail"><![CDATA[Alshaya Retail]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Fashion]]></category>

		<category domain="tag" nicename="fashion"><![CDATA[Fashion]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13727</guid>
<description></description>
<content:encoded><![CDATA[Alshaya Retail franchises put in place an online Customer Satisfaction Survey, in order to gain its customers’ feedback regarding the broad range of products and services provided.

The survey assesses customer satisfaction with all the sectors (Fashion &amp; Footwear, Food, Health &amp; Beauty, Pharmacy, Optics, Home Furnishings and Leisure &amp; Entertainment) and the brands offered. The survey is available only in Kuwait, KSA, UAE, Qatar, Bahrain, Egypt, Lebanon, Jordan, Oman and Morocco.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Customer-Satisfaction-Survey-Alshaya-Retail.jpg"><img class="aligncenter size-full wp-image-13728" title="Customer-Satisfaction-Survey-Alshaya-Retail" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Customer-Satisfaction-Survey-Alshaya-Retail.jpg" width="634" height="280" /></a><!--more--></p>
<p style="text-align: center;"><em>To see the full survey, access </em><em><a href="https://www.surveymethods.com/Preview.aspx?F7E9FDF0A3B9A0B2B6FDFBF0FBB6A5A6F3B5A4B2B4CDF6A9F7BCA3A1F7B7A4A6&amp;DO_NOT_COPY_THIS_LINK" target="_blank">Customer Satisfaction Survey – Alshaya Retail</a></em></p>
Positive aspects of the presented survey:
<ul>
	<li>Customers are asked to rate their experience with Alshaya stores and brands on a five points scale (Highly Satisfied, Satisfied, Neutral, Dissatisfied, Highly Dissatisfied). This type of scale is recommended by specialized theoreticians (see <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#rating-scale" target="_blank">Basics of Survey and Question Design</a>);</li>
	<li>An open ended question is also included. According to University of Wisconsin’s Cooperative Extension article “<a href="http://www.uwex.edu/ces/tobaccoeval/resources/surveyquestionstype.html" target="_blank">When should I use open-ended questions?</a>” they are helpful when exploring aspects for which no hypothesis or theory has been launched yet, and they provide more richness and depth of the data;</li>
	<li>In order to submit the survey, respondents are asked to enter data from a recent receipt. This practice ensures relevant feedback, as only real and recent customers can rate their shopping experience with Alshaya;</li>
	<li>Before the survey itself, all questions that might appear are clarified, including the time needed for completion and privacy issues;</li>
	<li>The demographics are placed in the ending. According to SurveyMonkey’s <a href="http://help.surveymonkey.com/articles/en_US/kb/Design-Tips-How-to-create-and-administer-effective-surveys" target="_blank">Survey Design Best Practices</a>, if demographics are placed in the beginning, participants may opt out early;</li>
	<li>The customers who complete the survey enter in a prize draw to win KD100, or equivalent value placed on an Alshaya Card, which can be spent across their stores, restaurants and cafes. This can motivate customers to complete the survey.</li>
</ul>
As a recommendation for the presented survey:
<ul>
	<li>It is recommended to group the questions into clusters, in order to ease the completion and minimize confusion. Both SurveyMonkey and Rachel Flagg (<a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design" target="_blank">HowTo.gov</a>) recommend grouping similar questions together in the same area of the survey.</li>
</ul>
<p style="text-align: left;">For more similar reviews, access the <a href="http://www.smartkpis.com/blog/category/surveys/" target="_blank">Surveys</a> section.</p>
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Alshaya (2014), Your opinion counts, available at: <a href="http://www.alshaya.com/customer-care/your-opinion-counts/" target="_blank">http://www.alshaya.com/customer-care/your-opinion-counts/</a></li>
	<li>Alshaya (2014), Customer satisfaction survey, available at: https://www.surveymethods.com/Preview.aspx?F7E9FDF0A3B9A0B2B6FDFBF0FBB6A5A6F3B5A4B2B4CDF6A9F7BCA3A1F7B7A4A6&amp;DO_NOT_COPY_THIS_LINK</li>
	<li>Flagg R. (2013), Basics of survey and question design, HowTo.gov, available at: <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design" target="_blank">http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design</a></li>
	<li>SurveyMonkey (2014), Help Center - Survey design best practices, available at: <a href="http://help.surveymonkey.com/articles/en_US/kb/Design-Tips-How-to-create-and-administer-effective-surveys" target="_blank">http://help.surveymonkey.com/articles/en_US/kb/Design-Tips-How-to-create-and-administer-effective-surveys</a></li>
	<li>University of Wisconsin (2004) When should I use open-ended questions?, available at: <a href="http://www.uwex.edu/ces/tobaccoeval/resources/surveyquestionstype.html" target="_blank">http://www.uwex.edu/ces/tobaccoeval/resources/surveyquestionstype.html</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul style="text-align: left;">
	<li style="text-align: left;"><a href="http://www.surveymethods.com/Preview.aspx?DDC3D7DA89938A989CD7D1DAD19C8F8CD69F81989EE7DC83DD96888DDC9A8D8F&amp;DO_NOT_COPY_THIS_LINK" target="_blank">http://www.surveymethods.com/Preview.aspx?DDC3D7DA89938A989CD7D1DAD19C8F8CD69F81989EE7DC83DD96888DDC9A8D8F&amp;DO_NOT_COPY_THIS_LINK</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13727</wp:post_id>
<wp:post_date>2014-01-13 21:32:15</wp:post_date>
<wp:post_date_gmt>2014-01-13 10:32:15</wp:post_date_gmt>
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<item>
<title>Certified KPI Professional and Practitioner Training Course – Jeddah, Saudi Arabia</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-and-practitioner-training-course-jeddah-saudi-arabia/</link>
<pubDate>Mon, 13 Jan 2014 15:38:43 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Certified KPI Professional and Practitioner Training Course – Jeddah]]></category>

		<category domain="tag" nicename="certified-kpi-professional-and-practitioner-training-course-%e2%80%93-jeddah"><![CDATA[Certified KPI Professional and Practitioner Training Course – Jeddah]]></category>

		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI Certification Jeddah]]></category>

		<category domain="tag" nicename="kpi-certification-jeddah"><![CDATA[KPI Certification Jeddah]]></category>

		<category domain="tag"><![CDATA[KPI Certification Saudi Arabia]]></category>

		<category domain="tag" nicename="kpi-certification-saudi-arabia"><![CDATA[KPI Certification Saudi Arabia]]></category>

		<category domain="tag"><![CDATA[KPI training Jeddah]]></category>

		<category domain="tag" nicename="kpi-training-jeddah"><![CDATA[KPI training Jeddah]]></category>

		<category domain="tag"><![CDATA[KPI Training Saudi Arabia]]></category>

		<category domain="tag" nicename="kpi-training-saudi-arabia"><![CDATA[KPI Training Saudi Arabia]]></category>

		<category domain="tag"><![CDATA[Saudi Arabia]]></category>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14494</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Jeddah_v2.jpg" target="_blank"><img class="alignright size-full wp-image-14552" style="border: 1px solid black;" title="kpi course Jeddah" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Jeddah_v2.jpg" alt="kpi course Jeddah" width="225" height="320" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Jeddah, Saudi Arabia</strong>: <strong>25-29 May 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/jeddah-certified-kpi-professional-practitioner.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional and Practitioner Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional and Practitioner Certification</strong></a> from <strong>The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Jeddah KPI Professional and Practitioner Certification" href="http://store.kpiinstitute.org/jeddah-certified-kpi-professional-practitioner.html" target="_blank">Jeddah KPI Professional and Practitioner Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:<strong> </strong>

<strong> </strong>

<strong><em>Certified KPI Professional Agenda</em></strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<em><strong>Certified KPI Practitioner Agenda</strong></em>

<strong>Day One Agenda – Establishing KPIs</strong>
<ul>
	<li>KPI Project Coordination</li>
	<li>KPI Selection</li>
	<li>Scorecard - Dashboard Development &amp; Documentation</li>
</ul>
<strong>Day Two Agenda – Managing with KPIs</strong>
<ul>
	<li>Data Collection, Analysis and Reporting</li>
	<li>KPI Review Meetings and Initiative Management</li>
	<li>KPI Management Evaluation</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Jeddah.png"><img class="aligncenter size-full wp-image-14550" title="kpi training Jeddah" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Jeddah.png" alt="kpi training Jeddah" width="580" height="214" /></a>
<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">25-29 May 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Jeddah, Saudi Arabia</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>22 May 2014</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/jeddah-certified-kpi-professional-practitioner.html" target="_blank">Visit course  presentation page</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14494</wp:post_id>
<wp:post_date>2014-01-14 02:38:43</wp:post_date>
<wp:post_date_gmt>2014-01-13 15:38:43</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course – Melbourne, Australia</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-melbourne-australia-2/</link>
<pubDate>Mon, 13 Jan 2014 15:38:46 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Certified KPI Professional Training Course – Melbourne]]></category>

		<category domain="tag" nicename="certified-kpi-professional-training-course-%e2%80%93-melbourne"><![CDATA[Certified KPI Professional Training Course – Melbourne]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

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		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI certification Australia]]></category>

		<category domain="tag" nicename="kpi-certification-australia"><![CDATA[KPI certification Australia]]></category>

		<category domain="tag"><![CDATA[KPI Certification Melbourne]]></category>

		<category domain="tag" nicename="kpi-certification-melbourne"><![CDATA[KPI Certification Melbourne]]></category>

		<category domain="tag"><![CDATA[KPI training Australia]]></category>

		<category domain="tag" nicename="kpi-training-australia"><![CDATA[KPI training Australia]]></category>

		<category domain="tag"><![CDATA[KPI training Melbourne]]></category>

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		<category domain="tag"><![CDATA[The KPI Institute]]></category>

		<category domain="tag" nicename="the-kpi-institute"><![CDATA[The KPI Institute]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14465</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Melbourne_v1.jpg" target="_blank"><img class="alignright size-full wp-image-14310" style="border: 1px solid black; margin-left: 6px; margin-right: 6px;" title="kpi course Melbourne" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Melbourne_v1.jpg" alt="kpi course Melbourne" width="225" height="300" /></a>The KPI Institute has announced the dates for its next <a style="color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Melbourne, Australia</strong>: <strong> 21-13 May 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/melbourne-certified-kpi-professional-562.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong>from <strong>The KPI Institute</strong>.<!--more-->

<strong>Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="color: #008000;" title="Melbourne KPI Professional Certification" href="http://store.kpiinstitute.org/melbourne-certified-kpi-professional-562.html" target="_blank">Melbourne KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:

<strong> </strong>

<strong> </strong>

<strong><em>Certified KPI Professional Agenda</em></strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<strong><a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Melbourne.png" target="_blank"><img class="aligncenter size-full wp-image-14309" title="kpi course Melbourne" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Melbourne.png" alt="" width="580" height="214" /></a></strong>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">21-13 May 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Melbourne, Australia</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion,  lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>16 May 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$2,300 – $3,300 (GST   included, details in the course brochure)</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/melbourne-certified-kpi-professional-562.html" target="_blank">Visit course   presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and templates provided</strong></td>
<td><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Melbourne-May-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14465</wp:post_id>
<wp:post_date>2014-01-14 02:38:46</wp:post_date>
<wp:post_date_gmt>2014-01-13 15:38:46</wp:post_date_gmt>
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<item>
<title>Social Media KPIs – Facebook and Twitter</title>
<link>http://www.smartkpis.com/blog/social-media-kpis-%e2%80%93-facebook-and-twitter/</link>
<pubDate>Tue, 14 Jan 2014 10:39:42 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Facebook]]></category>

		<category domain="tag" nicename="facebook"><![CDATA[Facebook]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

		<category domain="tag"><![CDATA[Twitter]]></category>

		<category domain="tag" nicename="twitter"><![CDATA[Twitter]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13747</guid>
<description></description>
<content:encoded><![CDATA[For some companies making their performance results public is not just a legal regulation, but a way to connect and build the relationship with stakeholders. To ensure transparency, in addition to U.S. GAAP financials, <strong>Facebook</strong> presents another 16 KPIs that may be of interest for the public.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/twitter_facebook.jpg"><img class="aligncenter size-full wp-image-13759" title="Social Media - Facebook &amp; Twitter" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/twitter_facebook.jpg" width="634" height="310" /></a></p>
<!--more-->

<strong>1. </strong><strong>Operational KPIs</strong>
<ul>
	<li># Daily active users (DAUs)</li>
	<li># Monthly active users (MAUs)</li>
	<li># Mobile daily active users (Mobile DAUs)</li>
	<li># Mobile monthly active users (Mobile MAUs)</li>
	<li># Mobile-only monthly active users (Mobile MAUs)</li>
</ul>
<strong>2. Financial KPIs </strong>
<ul>
	<li>$ Revenues from advertising</li>
	<li>$ Revenues from payments and other fees</li>
	<li>$ Average revenue per user (ARPU)</li>
	<li>$ Share-based compensation expense</li>
	<li>% Expense part of revenue</li>
	<li>$ Net income / Loss</li>
	<li>$ Income / Loss from operations</li>
	<li>% Operating margin</li>
	<li>% Effective tax rate</li>
	<li>$ Diluted EPS</li>
	<li>$ Capital investments</li>
</ul>
The most common KPIs monitored in this industry refer to the volume of users and their characteristics, in order to better identify the customers and shape the strategy based on their needs. A popular KPI, that is also widely used in the telecommunication sector, is $ Average revenue per user (ARPU). <a href="http://www.smartkpis.com/kpi-key-performance-indicator/revenue-per-user-rpu-62.html">$ ARPU</a> measures the income generated by a typical subscriber or device per unit time. It provides the financial value of users.

<strong>Twitter</strong> has developed an <a href="https://transparency.twitter.com/additional-information">Annual Transparency Report</a> to support its value proposition “Twitter is committed to an open exchange of information”, centered around 4 KPIs:
<ul>
	<li># Information requests – measures the number of government requests received from worldwide for account information, in the case of criminal investigations.</li>
	<li># Removal requests – measures the government requests (and other complaints of illegal content from authorized reporters) the company received to remove or withhold content on Twitter.</li>
	<li># Copyright notices – measures the total number of <a href="https://support.twitter.com/articles/15795-copyright-and-dmca-policy" target="_blank">Digital Millennium Copyright Act</a> (DMCA) takedown notices and counter notices received.</li>
	<li>% Twitter accessibility – measures the accessibility of twitter reports in different countries.</li>
</ul>
According to a benchmarking study performed by B2B Marketing, entitled “The state of the B2B social media in 2013", the most popular platform is Twitter (85%), followed closely by LinkedIn (82%), YouTube (77%) and Facebook (71%). Given the tight competition, building trust between the company and public is essential.

References:
<ul>
	<li>B2B Marketing (2013), The state of B2B social media 2013, available at: <a href="http://static.b2bmarketing.net/sites/default/files/image/articles/B2BMarketingSocMedBenchmark2013%20-%20400.jpg">http://static.b2bmarketing.net/sites/default/files/image/articles/B2BMarketingSocMedBenchmark2013%20-%20400.jpg</a></li>
	<li>Facebook (2013), Quarterly earnings slides - Q3 2013, available at: <a href="http://files.shareholder.com/downloads/AMDA-NJ5DZ/2883575100x0x701506/17022978-7098-44d9-877c-dd492c924ec7/FB_Q313InvestorDeck.pdf">http://files.shareholder.com/downloads/AMDA-NJ5DZ/2883575100x0x701506/17022978-7098-44d9-877c-dd492c924ec7/FB_Q313InvestorDeck.pdf</a></li>
	<li>Twitter (2013), Transparency report, available at: <a href="https://transparency.twitter.com/">https://transparency.twitter.com/</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://northversailleslibrary.org/facebook-and-twitter/">http://northversailleslibrary.org/facebook-and-twitter/</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13747</wp:post_id>
<wp:post_date>2014-01-14 21:39:42</wp:post_date>
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<title>Top 10 Job Titles That Didn’t Exist 5 Years Ago - Infographic</title>
<link>http://www.smartkpis.com/blog/top-10-job-titles-that-didn%e2%80%99t-exist-5-years-ago-infographic/</link>
<pubDate>Wed, 15 Jan 2014 08:26:53 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Infographic]]></category>

		<category domain="tag" nicename="infographic"><![CDATA[Infographic]]></category>

		<category domain="tag"><![CDATA[LinkedIn]]></category>

		<category domain="tag" nicename="linkedin"><![CDATA[LinkedIn]]></category>

		<category domain="tag"><![CDATA[Social Media]]></category>

		<category domain="tag" nicename="social-media"><![CDATA[Social Media]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13765</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/top-10-job-titles-that-didnt-exist-5-years-ago_52cae9af44587_w1500.jpg"><img class="aligncenter size-full wp-image-13766" title="Top 10 Job Titles That Didn’t Exist 5 Years Ago – Infographic" src="http://www.smartkpis.com/blog/wp-content/uploads/top-10-job-titles-that-didnt-exist-5-years-ago_52cae9af44587_w1500.jpg" alt="" width="634" height="4000" /><!--more--></a></p>
Positive aspects of the presented infographic:
<ul>
	<li>The infographic contains a persuasive header that states the method, the platform used for research and essentially, the findings;</li>
	<li>The infographic is developed by LinkedIn Talent Solutions. Therefore, the colors used are according to the company’s visual identity.</li>
</ul>
Recommendations for the presented infographic:
<ul>
	<li>When creating an infographic, it is recommended to use data visualization as the main tool for telling the story. As Amy Balliet states in <a href="http://www.smashingmagazine.com/2011/10/14/the-dos-and-donts-of-infographic-design/" target="_blank">The Do’s And Don’ts Of Infographic Design</a>, the rule is <em>Show, don’t tell</em>. Using less text would make the infographic more interesting and easier to follow.</li>
</ul>
Source:
<ul>
	<li>Amy Balliett (2011), The Do’s And Don’ts Of Infographic Design, Smashing Magazine, available at: The Do’s And Don’ts Of Infographic Design.</li>
</ul>
Infographic Source:
<ul>
	<li><a href="http://visual.ly/top-10-job-titles-didn%E2%80%99t-exist-5-years-ago">http://visual.ly/top-10-job-titles-didn%E2%80%99t-exist-5-years-ago</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13765</wp:post_id>
<wp:post_date>2014-01-15 19:26:53</wp:post_date>
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<title>Performance Expo: Employee Engagement Survey – The Scottish Government</title>
<link>http://www.smartkpis.com/blog/performance-expo-employee-engagement-survey-%e2%80%93-scottish-government/</link>
<pubDate>Wed, 15 Jan 2014 11:50:31 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Employee Engagement]]></category>

		<category domain="tag" nicename="employee-engagement"><![CDATA[Employee Engagement]]></category>

		<category domain="tag"><![CDATA[Government - State / Federal]]></category>

		<category domain="tag" nicename="government-state-federal"><![CDATA[Government - State / Federal]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Scotland]]></category>

		<category domain="tag" nicename="scotland"><![CDATA[Scotland]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13770</guid>
<description></description>
<content:encoded><![CDATA[Since 2005, the People Survey is conducted annually in order to assess different aspects of working for the Scottish Government and its agencies.

The questionnaire measures employees’ level of agreement with statements included in nine different engagement drivers: Leadership and managing change, My work, Pay and benefits, My line manager, Resources and workload, Organisational objectives and purpose, Learning and development, Inclusion and fair treatment and My team.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Employee-Engagement-Survey-–-Scottish-Government.png"><img class="aligncenter size-full wp-image-13771" title="Employee Engagement Survey – Scottish Government" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Employee-Engagement-Survey-–-Scottish-Government.png" width="634" height="260" /><!--more--></a></p>
Positive aspects of the presented survey:
<ul>
	<li>The employees are asked to rate their level agreement with the statements on a five points scale, including a neutral option, as recommended in theoretical articles, such as <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#rating-scale" target="_blank">Basics of Survey and Question Design</a>.</li>
	<li>The questions are grouped according to the nine drivers. This practice eases the completion and adds cohesion to the questionnaire and it is also recommended by Rachel Flagg in the article above-mentioned.</li>
	<li>The questions are short, clear and specific: the survey doesn’t use leading questions or “double-barreled” questions, some of the practices that should be avoided, according to the <a href="http://www.nedarc.org/media/pdf/survey_survey_design.pdf" target="_blank">National EMSC Data Analysis Resource Center</a>.</li>
</ul>
Recommendations for the presented survey:
<ul>
	<li>As stated in <a href="http://www.mad.state.mn.us/survey-guide" target="_blank">Guide to Writing Survey Questions</a>, it is recommended for questionnaires to be brief and not require more than 15 minutes for completion. Although the large number of questions included in the Scottish Government’s survey provides the organization with rich insights from employees, the questionnaire is not very time effective.</li>
	<li>An <a href="http://www.uwex.edu/ces/tobaccoeval/resources/surveyquestionstype.html#advantages" target="_blank">open-ended question</a> could be used, as it would help the organization identify new directions or drivers for measuring their employees’ engagement.</li>
</ul>
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>The Scottish Government, 2013, People survey, available at: <a href="http://www.scotland.gov.uk/Topics/Research/by-topic/public-services-and-gvt/Employee-Survey" target="_blank">http://www.scotland.gov.uk/Topics/Research/by-topic/public-services-and-gvt/Employee-Survey</a></li>
	<li>The Scottish Government, 2012, Scottish Government people survey 2012, available at: <a href="http://www.scotland.gov.uk/Resource/0041/00413094.pdf" target="_blank">http://www.scotland.gov.uk/Resource/0041/00413094.pdf</a></li>
	<li>Flagg R. (2013), Basics of survey and question design, HowTo.gov, available at: <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design" target="_blank">http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design</a></li>
	<li>University of Wisconsin (2004) When should I use open-ended questions?, available at: <a href="http://www.uwex.edu/ces/tobaccoeval/resources/surveyquestionstype.html" target="_blank">http://www.uwex.edu/ces/tobaccoeval/resources/surveyquestionstype.html</a></li>
	<li>National EMSC Data Analysis Resource Center (n.d.), Do’s and don’ts of questionnaire design in survey research, available at: <a href="http://www.nedarc.org/media/pdf/survey_survey_design.pdf" target="_blank">http://www.nedarc.org/media/pdf/survey_survey_design.pdf</a></li>
	<li>Management Analysis and Development (2014), Guide to writing survey questions, available at: <a href="http://www.mad.state.mn.us/survey-guide" target="_blank">http://www.mad.state.mn.us/survey-guide</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul style="text-align: left;">
	<li style="text-align: left;"><a href="http://www.scotland.gov.uk/Resource/0041/00413094.pdf" target="_blank">http://www.scotland.gov.uk/Resource/0041/00413094.pdf</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13770</wp:post_id>
<wp:post_date>2014-01-15 22:50:31</wp:post_date>
<wp:post_date_gmt>2014-01-15 11:50:31</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course – Istanbul, Turkey</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-istanbul-turkey/</link>
<pubDate>Wed, 15 Jan 2014 14:28:00 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

		<category domain="tag"><![CDATA[KPI training]]></category>

		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

		<category domain="tag"><![CDATA[KPI Training Course]]></category>

		<category domain="tag" nicename="kpi-training-course"><![CDATA[KPI Training Course]]></category>

		<category domain="tag"><![CDATA[KPI training Istanbul]]></category>

		<category domain="tag" nicename="kpi-training-istanbul"><![CDATA[KPI training Istanbul]]></category>

		<category domain="tag"><![CDATA[KPI training Turkey]]></category>

		<category domain="tag" nicename="kpi-training-turkey"><![CDATA[KPI training Turkey]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14327</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Istanbul_v2.jpg"><img class="alignright size-full wp-image-14552" style="border: 1px solid black;" title="kpi course Istanbul" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Istanbul_v2.jpg" alt="kpi course Istanbul" width="225" height="320" /></a>The KPI Institute has announced the dates for its next <a style="text-align: left; font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Istanbul</strong>, <strong>Turkey</strong>: <strong>4-6 June 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/istanbul-certified-kpi-professional-545.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong><strong>from The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Istanbul KPI Professional Certification" href="http://store.kpiinstitute.org/istanbul-certified-kpi-professional-545.html" target="_blank">Istanbul KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:<strong> </strong>

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<a style="font-weight: bold; text-decoration: none; color: #008000;" href="http://www.smartkpis.com/Courses_Banners/kpi_training_Istanbul.png" target="_blank"><img class="aligncenter size-full wp-image-14550" title="kpi training Istanbul" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Istanbul.png" alt="kpi training Istanbul" width="580" height="214" /></a>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">4-6 June 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Istanbul, Turkey</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>30 May 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$2,650 – $3,400 (GST   included, details in the course brochure)</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/istanbul-certified-kpi-professional-545.html" target="_blank">Visit course   presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and   templates provided</strong></td>
<td><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Istanbul-Jun-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
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<title>Performance Expo: Employee Satisfaction Survey - Resource Kitchen Restaurant, USA</title>
<link>http://www.smartkpis.com/blog/performance-expo-employee-satisfaction-survey-restaurant-resource-kitchen-usa/</link>
<pubDate>Thu, 16 Jan 2014 08:02:26 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Embers USA]]></category>

		<category domain="tag" nicename="embers-usa"><![CDATA[Embers USA]]></category>

		<category domain="tag"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag" nicename="employee-satisfaction"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag"><![CDATA[Food and Beverage]]></category>

		<category domain="tag" nicename="food"><![CDATA[Food and Beverage]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Resource Kitchen]]></category>

		<category domain="tag" nicename="resource-kitchen"><![CDATA[Resource Kitchen]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13781</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The following survey was implemented in order to measure employee satisfaction at Resource Kitchen, a restaurant belonging to the Embers America chain.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Employee-Satisfaction-Survey-Restaurant-Resource-Kitchen3.jpg"><img class="aligncenter size-full wp-image-13788" title="Employee Satisfaction Survey - Restaurant Resource Kitchen" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Employee-Satisfaction-Survey-Restaurant-Resource-Kitchen3.jpg" width="634" height="350" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Employee-Satisfaction-Survey-Restaurant-Resource-Kitchen2.jpg"><!--more--></a><span style="font-style: italic; font-size: 13px; line-height: 19px;">To see the full questionnaire, access </span><a style="font-style: italic; font-size: 13px; line-height: 19px;" href="http://www.docstoc.com/docs/112019369/Employee-Satisfaction-Survey-(DOC-download)" target="_blank">Restaurant Resource Kitchen Employee Satisfaction Survey</a></p>
<p style="text-align: justify;">Positive aspects of the presented survey:</p>

<ul>
	<li style="text-align: left;">In contains an introduction that explains the importance of employees’ feedback. The employees’ <a href="http://www.mad.state.mn.us/survey-guide" target="_blank">anonymity </a>is also stated in this introduction, in order to encourage them to answer truthfully;</li>
	<li style="text-align: left;">Clear indications on how to complete the survey are provided;</li>
	<li style="text-align: left;">The questions are structured into clusters for a better visualization and an easier completion;</li>
	<li style="text-align: left;">The questionnaire is time effective, as it only contains 23 close-ended questions;</li>
	<li style="text-align: left;">The measurement scale is divided in 5 levels, with a neutral position for balance. This practice is encouraged in the article <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design" target="_blank">Basics of Survey and Question Design</a>.</li>
</ul>
<p style="text-align: justify;">Recommendations for the presented survey:</p>

<ul>
	<li style="text-align: left;">There is no information on how long the survey might take to complete.<a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#open-ended" target="_blank"> Rachel Flagg</a> recommends this type of information to be presented at the beginning of the survey;</li>
	<li style="text-align: left;">There are no open-ended questions. The use of <a href="http://www.uwex.edu/ces/tobaccoeval/resources/surveyquestionstype.html" target="_blank">open-ended</a> questions is recommended by experts in the cases where respondents should express their opinion, answer in their own words and offer more valuable data on the subjects.</li>
</ul>
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Restaurant Resource Kitchen (n.d), Employee satisfaction survey, available at: <a href="http://www.docstoc.com/docs/112019369/Employee-Satisfaction-Survey-(DOC-download)" target="_blank">http://www.docstoc.com/docs/112019369/Employee-Satisfaction-Survey-(DOC-download)</a></li>
	<li>Minnesota Analysis &amp; Development, (2014), Guide to writing survey questions, available at: <a href="http://www.mad.state.mn.us/survey-guide" target="_blank">http://www.mad.state.mn.us/survey-guide</a></li>
	<li>University of Wisconsin Cooperative Extension, (2002), When should I use open-ended questions?, available at: <a href="http://www.uwex.edu/ces/tobaccoeval/resources/surveyquestionstype.html" target="_blank">http://www.uwex.edu/ces/tobaccoeval/resources/surveyquestionstype.html</a></li>
</ul>
<ul style="text-align: left;">
	<li>Flagg R. (2013), Basics of survey and question design, HowTo.gov, available at: <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design" target="_blank">http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design</a></li>
</ul>
<p style="text-align: left;">Image Source:</p>

<ul style="text-align: left;">
	<li style="text-align: left;"><a href="http://www.docstoc.com/docs/112019369/Employee-Satisfaction-Survey-(DOC-download)" target="_blank">http://www.docstoc.com/docs/112019369/Employee-Satisfaction-Survey-(DOC-download)</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13781</wp:post_id>
<wp:post_date>2014-01-16 19:02:26</wp:post_date>
<wp:post_date_gmt>2014-01-16 08:02:26</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
<wp:ping_status>open</wp:ping_status>
<wp:post_name>performance-expo-employee-satisfaction-survey-restaurant-resource-kitchen-usa</wp:post_name>
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<title>Certified KPI Professional and Practitioner Training Course – Johannesburg, South Africa</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-johannesburg-south-africa-2/</link>
<pubDate>Thu, 16 Jan 2014 14:36:50 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

		<category domain="tag"><![CDATA[KPI training]]></category>

		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

		<category domain="tag"><![CDATA[KPI Training Course]]></category>

		<category domain="tag" nicename="kpi-training-course"><![CDATA[KPI Training Course]]></category>

		<category domain="tag"><![CDATA[KPI training Johhanesburg]]></category>

		<category domain="tag" nicename="kpi-training-johhanesburg"><![CDATA[KPI training Johhanesburg]]></category>

		<category domain="tag"><![CDATA[KPI training South Africa]]></category>

		<category domain="tag" nicename="kpi-training-south-africa"><![CDATA[KPI training South Africa]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14373</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Johannesburg_v1.jpg" target="_blank"><img class="alignright size-full wp-image-14552" title="kpi course Johannesburg" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Johannesburg_v1.jpg" alt="kpi course Johannesburg" width="225" height="320" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training cours" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Johannesburg, South Africa</strong>: <strong>9-11 June 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/johannesburg-certified-kpi-professional-570.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the<strong> <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional and Practitioner Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional and Practitioner Certification</strong></a><strong> </strong></strong><strong>from The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Johannesburg KPI Professional and Practitioner  Certification" href="http://store.kpiinstitute.org/johannesburg-certified-kpi-professional-570.html" target="_blank">Johannesburg KPI Professional and Practitioner Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:

<strong>Certified KPI Professional Agenda</strong>

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<em><strong>Certified KPI Practitioner Agenda</strong></em>

<strong>Day One Agenda – Establishing KPIs</strong>
<ul>
	<li>KPI Project Coordination</li>
	<li>KPI Selection</li>
	<li>Scorecard – Dashboard Development &amp; Documentation</li>
</ul>
<strong>Day Two Agenda – Managing with KPIs</strong>
<ul>
	<li>Data Collection, Analysis and Reporting</li>
	<li>KPI Review Meetings and Initiative Management</li>
	<li>KPI Management Evaluation</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Johannesburg.png"><img class="aligncenter size-full wp-image-14550" title="kpi traininng Kuala_Lumpur" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Johannesburg.png" alt="kpi traininng Kuala Lumpur" width="580" height="214" /></a>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">9-11 June 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td><strong>Johannesburg, South   Africa</strong></td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>6 June 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$1,900 – $2,400 (GST   included, details in the course brochure)</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/johannesburg-certified-kpi-professional-570.html" target="_blank">Visit course presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and templates provided</strong></td>
<td><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Johannesburg-Jun-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14373</wp:post_id>
<wp:post_date>2014-01-17 01:36:50</wp:post_date>
<wp:post_date_gmt>2014-01-16 14:36:50</wp:post_date_gmt>
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<title>Performance Expo: Scorecard for engineering research – Network for Earthquake Engineering Simulation</title>
<link>http://www.smartkpis.com/blog/performance-expo-scorecard-for-engineering-research-%e2%80%93-network-for-earthquake-engineering-simulation/</link>
<pubDate>Fri, 17 Jan 2014 09:32:39 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Engineering]]></category>

		<category domain="tag" nicename="engineering"><![CDATA[Engineering]]></category>

		<category domain="tag"><![CDATA[Network for Earthquake Engineering Simulation]]></category>

		<category domain="tag" nicename="network-for-earthquake-engineering-simulation"><![CDATA[Network for Earthquake Engineering Simulation]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13797</guid>
<description></description>
<content:encoded><![CDATA[The Network for Earthquake Engineering Simulation (NEES) was created by the National Science Foundation (NSF) in order to accelerate the  improvements and innovations in infrastructure design and construction practices to minimize the damages during natural hazards.

As part of its 2010-2014 strategic plan, NEES developed a scorecard with the purpose of monitoring the progress across their 5 areas of interest: community, research, knowledge transfer, workforce development and public awareness.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Scorecard-NEES-2013.png" target="_blank"><img class="aligncenter size-full wp-image-13798" title="Scorecard – Network for Earthquake Engineering Simulation" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Scorecard-NEES-2013.png" width="634" height="400" /></a><!--more--></p>
<p style="text-align: center;"><em>To see the entire scorecard, access: <a href="http://nees.org/resources/6888/download/Balanced_Scorecard_FY-13-final.pdf" target="_blank">NEES Scorecard</a> </em></p>
Positive aspects of the presented scorecard:
<ul>
	<li>Users can easily understand results evolution in time, against specific targets;</li>
	<li>Some of the KPIs are standardized (e.g. # Download users, # Registered NEEShub users).</li>
</ul>
According to The KPI Institute’s <a href="http://store.kpiinstitute.org/san-francisco-certified-kpi-professional.html" target="_blank">best practices</a> in developing scorecards, some recommendations are:
<ul>
	<li>All KPI names should be standardized (short and simple names) and symbols should be used to facilitate the understanding of their meaning;</li>
	<li>In the NEES strategic plan, for each area objectives have been established, but in this scorecard they are missing and there is no clear connection between the KPIs measured and the strategic objectives. For example: Public awareness – a proper objective would be “Increase NEES visibility.”</li>
	<li>“Traffic lights” (red, yellow, green) can also be included in the scorecard to make it more interactive and to provide an instant visualization of the KPI results over time;</li>
	<li>Other important sections that might be considered are: the standard reporting frequency or the KPIs’ trend.</li>
</ul>
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Network for Earthquake Engineering Simulation (2010), Strategic plan 2010-14, available at: <a href="http://nees.org/resources/5711/download/strategic_plan_2010-2014.pdf">http://nees.org/resources/5711/download/strategic_plan_2010-2014.pdf</a></li>
	<li>Network for Earthquake Engineering Simulation (2009), NEES overview, available at: <a href="http://nees.org/about/overview">http://nees.org/about/overview</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul>
	<li><a href="http://nees.org/resources/6888/download/Balanced_Scorecard_FY-13-final.pdf">http://nees.org/resources/6888/download/Balanced_Scorecard_FY-13-final.pdf</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13797</wp:post_id>
<wp:post_date>2014-01-17 20:32:39</wp:post_date>
<wp:post_date_gmt>2014-01-17 09:32:39</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
<wp:ping_status>open</wp:ping_status>
<wp:post_name>performance-expo-scorecard-for-engineering-research-%e2%80%93-network-for-earthquake-engineering-simulation</wp:post_name>
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<title>Certified KPI Professional Training Course – London, United Kingdom</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-london-united-kingdom-2/</link>
<pubDate>Sun, 19 Jan 2014 14:45:46 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

		<category domain="tag"><![CDATA[KPI training]]></category>

		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

		<category domain="tag"><![CDATA[KPI Training Course]]></category>

		<category domain="tag" nicename="kpi-training-course"><![CDATA[KPI Training Course]]></category>

		<category domain="tag"><![CDATA[KPI training London]]></category>

		<category domain="tag" nicename="kpi-training-london"><![CDATA[KPI training London]]></category>

		<category domain="tag"><![CDATA[KPI training United Kingdom]]></category>

		<category domain="tag" nicename="kpi-training-united-kingdom"><![CDATA[KPI training United Kingdom]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14391</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_London_v1.jpg" target="_blank"><img class="alignright size-full wp-image-14552" style="border: 1px solid black;" title="kpi course London" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_London_v1.jpg" alt="kpi course London" width="225" height="320" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>London, United Kingdom</strong>: <strong>23-25 June 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/london-certified-kpi-professional-553.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong><strong>from The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title=" London KPI Professional Certification" href="http://store.kpiinstitute.org/london-certified-kpi-professional-553.html" target="_blank"> London KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:<strong> </strong>

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_London.png"><img class="aligncenter size-full wp-image-14550" title="kpi training London" src="http://www.smartkpis.com/Courses_Banners/kpi_training_London.png" alt="kpi traininng London" width="580" height="214" /></a>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="206"><strong>Date</strong></td>
<td width="418">23-25 June 2014</td>
</tr>
<tr>
<td width="206"><strong>Location</strong></td>
<td width="418"><strong>London, United Kingdom</strong></td>
</tr>
<tr>
<td width="206"><strong>Course duration</strong></td>
<td width="418">9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td width="206"><strong>Other inclusions</strong></td>
<td width="418">Course support handouts,   certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td width="206"><strong>Class size</strong></td>
<td width="418">Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td width="206"><strong>Registration deadline</strong></td>
<td width="418">20 June 2014</td>
</tr>
<tr>
<td width="206"><strong>Course attendance fee</strong></td>
<td width="418">$2,400 – $3,400 (GST   included, details in the course brochure)</td>
</tr>
<tr>
<td width="206"><strong>Special offers</strong></td>
<td width="418"><a href="http://store.kpiinstitute.org/london-certified-kpi-professional-553.html" target="_blank">Visit course   presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;" width="206"><strong>Complete agenda and   templates provided </strong></td>
<td width="418"><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-London-Jun-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14391</wp:post_id>
<wp:post_date>2014-01-20 01:45:46</wp:post_date>
<wp:post_date_gmt>2014-01-19 14:45:46</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course – Dubai, UAE</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-and-practitioner-training-course-dubai-uae/</link>
<pubDate>Sun, 19 Jan 2014 14:55:44 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

		<category domain="tag"><![CDATA[KPI training]]></category>

		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

		<category domain="tag"><![CDATA[KPI Training Course]]></category>

		<category domain="tag" nicename="kpi-training-course"><![CDATA[KPI Training Course]]></category>

		<category domain="tag"><![CDATA[KPI training Dubai]]></category>

		<category domain="tag" nicename="kpi-training-dubai"><![CDATA[KPI training Dubai]]></category>

		<category domain="tag"><![CDATA[KPI training UAE]]></category>

		<category domain="tag" nicename="kpi-training-uae"><![CDATA[KPI training UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14430</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Dubai_v3.jpg" target="_blank"><img class="alignright size-full wp-image-14552" style="border: 1px solid black;" title="kpi course Dubai" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Dubai_v3.jpg" alt="kpi course Dubai" width="225" height="320" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Dubai, UAE</strong>: <strong>15-19 June 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/dubai-certified-kpi-professional-531.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong><strong>from The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Dubai KPI Professional Certification" href="http://store.kpiinstitute.org/dubai-certified-kpi-professional-531.html" target="_blank"> Dubai KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Dubai.png"><img class="aligncenter size-full wp-image-14550" title="kpi training Dubai" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Dubai.png" alt="kpi traininng Dubai" width="580" height="214" /></a>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="206"><strong>Date</strong></td>
<td width="418">15-19 June 2014</td>
</tr>
<tr>
<td width="206"><strong>Location</strong></td>
<td width="418"><strong>Dubai, UAE</strong></td>
</tr>
<tr>
<td width="206"><strong>Course duration</strong></td>
<td width="418">9:00-17:00 on Day 1-4   and 9:00-16:45 on Day 5</td>
</tr>
<tr>
<td width="206"><strong>Other inclusions</strong></td>
<td width="418">Course support handouts,   certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td width="206"><strong>Class size</strong></td>
<td width="418">Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td width="206"><strong>Registration deadline</strong></td>
<td width="418">12 June 2014</td>
</tr>
<tr>
<td width="206"><strong>Special offers</strong></td>
<td width="418"><a href="http://store.kpiinstitute.org/dubai-certified-kpi-professional-531.html" target="_blank">Visit course   presentation page</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14430</wp:post_id>
<wp:post_date>2014-01-20 01:55:44</wp:post_date>
<wp:post_date_gmt>2014-01-19 14:55:44</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course – Mumbai, India</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-mumbai-india/</link>
<pubDate>Sun, 19 Jan 2014 15:16:53 +0000</pubDate>
<dc:creator><![CDATA[Mihai]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

		<category domain="tag"><![CDATA[KPI training]]></category>

		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

		<category domain="tag"><![CDATA[KPI training India]]></category>

		<category domain="tag" nicename="kpi-training-india"><![CDATA[KPI training India]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14290</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Mumbai_v1.jpg" target="_blank"><img class="alignright size-full wp-image-14552" style="border: 1px solid black;" title="kpi course Mumbai" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Mumbai_v1.jpg" alt="kpi course Mumbai" width="225" height="320" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in<strong> Mumbai, India: 30 June - 2 July 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/mumbai-certified-kpi-professional.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/"><strong>Certified KPI Professional Certification</strong></a><strong> </strong><strong>from The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Mumbai KPI Professional Certification" href="http://store.kpiinstitute.org/mumbai-certified-kpi-professional.html" target="_blank">Mumbai KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:<strong> </strong>

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPI</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Mumbai.png"><img class="aligncenter size-full wp-image-14550" title="kpi training Mumbai" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Mumbai.png" alt="kpi traininng Mumbai" width="580" height="214" /></a>
<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">30 June - 2 July 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Mumbai, India</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>27 June</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$1,700 – $2,400 (GST   included, details in the course brochure)</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/mumbai-certified-kpi-professional.html" target="_blank">Visit course   presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and   templates provided</strong></td>
<td><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Mumbai-July-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14290</wp:post_id>
<wp:post_date>2014-01-20 02:16:53</wp:post_date>
<wp:post_date_gmt>2014-01-19 15:16:53</wp:post_date_gmt>
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<title>Performance Expo: Training Evaluation Survey used in healthcare - Barwon Medicare Local, Mental Health Skills Training</title>
<link>http://www.smartkpis.com/blog/performance-expo-training-evaluation-survey-for-mental-health-skills-training-barwon-medicare-local/</link>
<pubDate>Mon, 20 Jan 2014 09:07:59 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Barwon Medicare Local]]></category>

		<category domain="tag" nicename="barwon-medicare-local"><![CDATA[Barwon Medicare Local]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Training Evaluation]]></category>

		<category domain="tag" nicename="training-evaluation"><![CDATA[Training Evaluation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13828</guid>
<description></description>
<content:encoded><![CDATA[The following survey was implemented by Barwon Medicare Local, Australia, following up on their online Mental Health Skills Training.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Training-Evaluation-Survey-Mental-Health-Skills-Training.png"><img class="aligncenter size-full wp-image-13829" title="Training-Evaluation-Survey-Mental-Health-Skills-Training" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Training-Evaluation-Survey-Mental-Health-Skills-Training.png" width="634" height="570" /><!--more--></a><em>To see the entire survey, access: </em><a style="text-align: center;" href="http://www.barwonml.com.au/files/Health_Professionals/Education/Mental_Health_Skills/Participant_Evaluation_Form_0212.pdf" target="_blank"><em>Training Evaluation Survey for Barwon Medicare Local</em></a></p>
Positive aspects of the presented survey:
<ul>
	<li>The questions cover a wide range of aspects regarding the training;</li>
	<li>They are divided into clusters, taking into consideration the main aspects covered: the workshop, the trainer and the objectives;</li>
	<li>An <a href="http://www.uwex.edu/ces/tobaccoeval/resources/surveyquestionstype.html" target="_blank">open ended question</a> is also provided, which can help organizers explore aspects that were not included in the questions;</li>
	<li>The questions are well matched to the answers: Measurement of met learning objectives – Not at all met/Partially met/Completely met, practice that is recommended by Ellen Taylor-Powell (University of Wisconsin) in “<a href="http://www.uwex.edu/ces/4h/evaluation/documents/Wordingforratingscales.pdf" target="_blank">Wording for rating scales</a>”.</li>
</ul>
Recommendations for the presented survey:
<ul>
	<li>Trainees are asked to rate their learning experience on a four points scale: Poor, Adequate, Good and Excellent. It is recommended for scaled questions to have an odd number of answers, including a <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#open-ended">neutral</a> category. An example of <a href="http://www.uwex.edu/ces/4h/evaluation/documents/Wordingforratingscales.pdf">balanced scale</a> for this case is: Very poor, Poor, Fair, Good, Very good.</li>
	<li>It is recommended to include, in the introduction of the survey, an <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#open-ended" target="_blank">estimation</a> regarding the time needed for completion.</li>
</ul>
&nbsp;
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Barwon Medicare Local (n.d), Participant Evaluation Form, available at: <a href="http://www.barwonml.com.au/files/Health_Professionals/Education/Mental_Health_Skills/Participant_Evaluation_Form_0212.pdf" target="_blank">http://www.barwonml.com.au/files/Health_Professionals/Education/Mental_Health_Skills/Participant_Evaluation_Form_0212.pdf</a></li>
	<li>Flagg R. (2013), Basics of survey and question design, HowTo.gov, available at: <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design" target="_blank">http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design</a></li>
	<li>University of Wisconsin (2004) When should I use open-ended questions?, available at: <a href="http://www.uwex.edu/ces/tobaccoeval/resources/surveyquestionstype.html" target="_blank">http://www.uwex.edu/ces/tobaccoeval/resources/surveyquestionstype.html</a></li>
	<li>Ellen Taylor-Powell (2009), Wording for rating scales, available at: <a href="http://www.uwex.edu/ces/4h/evaluation/documents/Wordingforratingscales.pdf" target="_blank">http://www.uwex.edu/ces/4h/evaluation/documents/Wordingforratingscales.pdf</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul style="text-align: left;">
	<li style="text-align: left;"><a href="http://www.barwonml.com.au/files/Health_Professionals/Education/Mental_Health_Skills/Participant_Evaluation_Form_0212.pdf" target="_blank">http://www.barwonml.com.au/files/Health_Professionals/Education/Mental_Health_Skills/Participant_Evaluation_Form_0212.pdf</a></li>
</ul>
<p style="text-align: left;"><em>
</em></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13828</wp:post_id>
<wp:post_date>2014-01-20 20:07:59</wp:post_date>
<wp:post_date_gmt>2014-01-20 09:07:59</wp:post_date_gmt>
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<wp:status>publish</wp:status>
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<title>Performance Expo: Scorecard in Electricity - Ausgrid, Australia</title>
<link>http://www.smartkpis.com/blog/performance-expo-scorecard-in-electricity-ausgrid-australia/</link>
<pubDate>Tue, 21 Jan 2014 12:51:03 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Ausgrid]]></category>

		<category domain="tag" nicename="ausgrid"><![CDATA[Ausgrid]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Electricity]]></category>

		<category domain="tag" nicename="electricity"><![CDATA[Electricity]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13836</guid>
<description></description>
<content:encoded><![CDATA[Ausgrid is a state owned corporation in Australia that provides electricity services to 1.6 million customers in Sydney, the Hunter and the Central Coast. The company has a tradition of 100 years in distributing energy and it aims to become a leader in this sector.

In order to support its vision, the company needs a clear strategy and a constant monitoring of its progress. Since 2010, Ausgrid makes public its annual scorecard in which the results for key objectives are presented.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Scorecard-Ausgrid-20111.png"><img class="aligncenter size-full wp-image-13838" title="Scorecard in Electricity – Ausgrid, Australia" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Scorecard-Ausgrid-20111.png" width="634" height="420" /></a><!--more--></p>
<p style="text-align: left;">Positive aspects of the scorecard:</p>

<ul>
	<li>Goals are not only expressed as key words, but they are also translated into clear actions, e.g. “Safest: To be Australia’s safest network and cause zero harm to our employees and the public”. When it comes to the company’s strategy, there must be no room left for interpretations and misunderstandings.</li>
	<li>For each goal several objectives are identified. This provides a better insight into what needs to be done to achieve the goal.</li>
</ul>
Recommendations for the scorecard:
<ul>
	<li>KPIs should be expressed differently from objectives so that there is a clear distinction between these two instruments. The KPI Institute recommends to express KPIs using symbols, e.g. # Total recordable injury, % Safety corrective actions completed, $ OPEX.</li>
	<li>Some KPIs, like "Develop demand management strategy" are rather initiatives than performance indicators.</li>
	<li>In a scorecard it is important to have the targets for each KPI, in order to understand whether the results achieved are below, at or above targets.</li>
	<li>This scorecard resembles more to a strategy map, as it provides the vision and values of the company, there are no targets and the four goals (Safest, Most efficient &amp; respected, Most reliable and Innovative &amp; sustainable)­­ can be considered strategic themes. The purpose of a scorecard is to outline the achievement of targets, how well the company performed. In this case, Ausgrid’s scorecard illustrates more its strategy than its actual performance.</li>
</ul>
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>The KPI Institute (2014), Certified KPI Professional Training Course, available at: <a href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html">http://store.kpiinstitute.org/kpi-professional-certification-training-course.html</a></li>
	<li>Balancedscorecardreview.com (2014), About the Balanced Scorecard, available at: <a href="http://www.balancedscorecardreview.com/pages/bsc-concept/">http://www.balancedscorecardreview.com/pages/bsc-concept/</a></li>
	<li>Kaplan, R.S. and Norton, A. P. (2004), Strategy maps: Converting intangible assets into tangible outcomes, Harvard Business School Press Books</li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul style="text-align: left;">
	<li style="text-align: left;"><a href="http://www.ausgrid.com.au/Common/About-us/~/media/Files/About%20Us/Corporate%20reports/2011_12_Ausgrid_Scorecard.ashx">http://www.ausgrid.com.au/Common/About-us/~/media/Files/About%20Us/Corporate%20reports/2011_12_Ausgrid_Scorecard.ashx</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13836</wp:post_id>
<wp:post_date>2014-01-21 23:51:03</wp:post_date>
<wp:post_date_gmt>2014-01-21 12:51:03</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course – Kuala Lumpur, Malaysia</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-kuala-lumpur-malaysia/</link>
<pubDate>Tue, 21 Jan 2014 15:17:17 +0000</pubDate>
<dc:creator><![CDATA[Mihai]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

		<category domain="tag"><![CDATA[KPI training]]></category>

		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

		<category domain="tag"><![CDATA[KPI training Kuala Lumpur]]></category>

		<category domain="tag" nicename="kpi-training-kuala-lumpur"><![CDATA[KPI training Kuala Lumpur]]></category>

		<category domain="tag"><![CDATA[KPI training Malaysia]]></category>

		<category domain="tag" nicename="kpi-training-malaysia"><![CDATA[KPI training Malaysia]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14343</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Kuala_Lumpur_v1.jpg" target="_blank"><img class="alignright size-full wp-image-14552" style="border: 1px solid black;" title="kpi course Kuala Lumpur" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Kuala_Lumpur_v1.jpg" alt="kpi course Kuala Lumpur" width="225" height="320" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Kuala Lumpur</strong>, <strong>Malaysia</strong>: <strong>30 June - 2 July 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/kuala-lumpur-certified-kpi-professional.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification </strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/"><strong>Certified KPI Professional Certification</strong></a><strong> </strong><strong>from The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Kuala Lumpur KPI Professional Certification" href="http://store.kpiinstitute.org/kuala-lumpur-certified-kpi-professional.html" target="_blank">Kuala Lumpur KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:<strong> </strong>

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Kuala_Lumpur.png"><img class="aligncenter size-full wp-image-14550" title="kpi training Kuala Lumpur" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Kuala_Lumpur.png" alt="kpi traininng Kuala Lumpur" width="580" height="214" /></a>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">30 June - 2 July 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Kuala Lumpur, Malaysia</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts, certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>27 June</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$2,400 – $3,400 (GST   included, details in the course brochure)</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/kuala-lumpur-certified-kpi-professional.html" target="_blank">Visit course   presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and templates provided</strong></td>
<td><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Kuala_Lumpur-Jul-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
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<wp:post_id>14343</wp:post_id>
<wp:post_date>2014-01-22 02:17:17</wp:post_date>
<wp:post_date_gmt>2014-01-21 15:17:17</wp:post_date_gmt>
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<title>Performance Expo: Employee Engagement Survey in Higher Education - University of Dundee, Scotland</title>
<link>http://www.smartkpis.com/blog/performance-expo-employee-engagement-survey-in-higher-education-university-of-dundee-scotland/</link>
<pubDate>Wed, 22 Jan 2014 08:54:15 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Employee Engagement]]></category>

		<category domain="tag" nicename="employee-engagement"><![CDATA[Employee Engagement]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Scotland]]></category>

		<category domain="tag" nicename="scotland"><![CDATA[Scotland]]></category>

		<category domain="tag"><![CDATA[University of Dundee]]></category>

		<category domain="tag" nicename="university-of-dundee-survey"><![CDATA[University of Dundee]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13852</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">In 2013, the University of Dundee in Scotland has conducted a survey for employee engagement. This questionnaire was designed by the Human Resources Department in an attempt to measure the engagement level of the university’s research staff.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/sur.jpg"><img class="aligncenter size-full wp-image-13856" title="Employee Engagement Survey - University of Dundee, Scotland" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/sur.jpg" width="634" height="580" /></a><!--more--></p>
<p style="text-align: center;"><em>To see the entire questionnaire, access <a href="http://www.dundee.ac.uk/hr/policiesprocedures/researchstaff/researchconcordat/universitystaffengagementsurvey2013/" target="_blank">University Staff Engagement Survey</a></em></p>
<p style="text-align: justify;">Positive aspects of the presented survey:</p>

<ul>
	<li style="text-align: left;">The questions are grouped in clusters for a better visualization and understanding;</li>
	<li style="text-align: left;">It combines open-ended, closed-ended and multiple choice questions. This is a very complex approach, used in order to receive solid feedback.</li>
</ul>
<p style="text-align: justify;">Recommendations for the presented survey:</p>

<ul>
	<li style="text-align: left;">The introduction is very short and unappealing. According to <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#open-ended" target="_blank">Rachel Flagg</a>, the introduction of the survey should contain information on who is conducting the survey, why and how its completion will improve future collaboration.</li>
	<li style="text-align: left;">It is not very time effective, as it has many questions. Surveys should be <a href="http://help.surveymonkey.com/articles/en_US/kb/Design-Tips-How-to-create-and-administer-effective-surveys" target="_blank">brief, objective, simple and specific</a>.</li>
	<li style="text-align: left;">Rating scale questions are very confusing, there are no clear indications on how and where to answer, as there is no specific section for that. Clear information on how to answer should be provided and a rating scale table is required for these type of questions, according to <a href="http://www.uwex.edu/ces/4h/evaluation/documents/Wordingforratingscales.pdf" target="_blank">E.T. Powel</a>.</li>
	<li style="text-align: left;">According to the same author, the rating scale answers should have an odd number, with a neutral mid answer for balance. In this survey some scales have a pair number of answers.</li>
	<li style="text-align: left;">Questions should be kept simple and short, with clear defined answers. In the presented survey, some answers are confusing (e.g. I have some understanding of these, I know these exist but I don’t know the details, I have never heard of these).</li>
</ul>
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li style="text-align: left;">University of Dundee (2013), University staff engagement survey 2013, available at: <a href="http://www.dundee.ac.uk/hr/policiesprocedures/researchstaff/researchconcordat/universitystaffengagementsurvey2013/" target="_blank">http://www.dundee.ac.uk/hr/policiesprocedures/researchstaff/researchconcordat/universitystaffengagementsurvey2013/</a></li>
	<li style="text-align: left;">Flagg R. (2013), Basics of survey and question design, HotTo.gov, available at: <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#open-ended" target="_blank">http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#open-ended</a></li>
	<li style="text-align: left;">SurveyMonkey Help Center (n.d), Survey design best practices, available at: <a href="http://help.surveymonkey.com/articles/en_US/kb/Design-Tips-How-to-create-and-administer-effective-surveys" target="_blank">http://help.surveymonkey.com/articles/en_US/kb/Design-Tips-How-to-create-and-administer-effective-surveys</a></li>
	<li style="text-align: left;">E.T. Powell (2008), Wording for rating scales, available at: <a href="http://www.uwex.edu/ces/4h/evaluation/documents/Wordingforratingscales.pdf" target="_blank">http://www.uwex.edu/ces/4h/evaluation/documents/Wordingforratingscales.pdf</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul style="text-align: left;">
	<li style="text-align: left;"><a href="http://www.dundee.ac.uk/hr/policiesprocedures/researchstaff/researchconcordat/universitystaffengagementsurvey2013/" target="_blank">http://www.dundee.ac.uk/hr/policiesprocedures/researchstaff/researchconcordat/universitystaffengagementsurvey2013/</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13852</wp:post_id>
<wp:post_date>2014-01-22 19:54:15</wp:post_date>
<wp:post_date_gmt>2014-01-22 08:54:15</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course – Sao Paulo, Brazil</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-sao-paulo-brazil/</link>
<pubDate>Wed, 22 Jan 2014 15:17:40 +0000</pubDate>
<dc:creator><![CDATA[Mihai]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

		<category domain="tag"><![CDATA[KPI training]]></category>

		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

		<category domain="tag"><![CDATA[KPI training Brazil]]></category>

		<category domain="tag" nicename="kpi-training-brazil"><![CDATA[KPI training Brazil]]></category>

		<category domain="tag"><![CDATA[KPI training Sao Paulo]]></category>

		<category domain="tag" nicename="kpi-training-sao-paulo"><![CDATA[KPI training Sao Paulo]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14369</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Sao_Paulo_v1.jpg" target="_blank"><img class="alignright size-full wp-image-14552" style="border: 1px solid black;" title="kpi course Sao Paulo" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Sao_Paulo_v1.jpg" alt="kpi course Sao Paulo" width="225" height="320" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Sao Paulo</strong>, <strong>Brazil</strong>: <strong>14-16 July 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/sao-paulo-certified-kpi-professional-568.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification </strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/"><strong>Certified KPI Professional Certification</strong></a><strong> </strong><strong>from The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Sao Paulo KPI Professional Certification" href="http://store.kpiinstitute.org/sao-paulo-certified-kpi-professional-568.html" target="_blank">Sao Paulo KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:<strong> </strong>

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Sao_Paulo.png"><img class="aligncenter size-full wp-image-14550" title="kpi training Sao Paulo" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Sao_Paulo.png" alt="kpi traininng Sao Paulo" width="580" height="214" /></a>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">14-16 July 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Sao Paulo, Brazil</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>4 July 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$1,700 – $2,400 (GST   included, details in the course brochure)</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/sao-paulo-certified-kpi-professional-568.html" target="_blank">Visit course   presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and templates provided</strong></td>
<td><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Sao_Paulo-Jul-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14369</wp:post_id>
<wp:post_date>2014-01-23 02:17:40</wp:post_date>
<wp:post_date_gmt>2014-01-22 15:17:40</wp:post_date_gmt>
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<title>Performance Expo: Customer Satisfaction Survey – Pennsylvania Department of Health, USA</title>
<link>http://www.smartkpis.com/blog/performance-expo-customer-satisfaction-survey-%e2%80%93-pennsylvania-department-of-health-usa/</link>
<pubDate>Thu, 23 Jan 2014 07:52:22 +0000</pubDate>
<dc:creator><![CDATA[Mihai]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[Pennsylvania Department of Health]]></category>

		<category domain="tag" nicename="pennsylvania-department-of-health"><![CDATA[Pennsylvania Department of Health]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13862</guid>
<description></description>
<content:encoded><![CDATA[The Pensylvania Department of Health (PDH) promotes healthy lifestyles to prevent injuries and diseases and ensures quality health care for all Commonwealth citizens.  The following survey was implemented by PDH to analyse the customer satisfaction.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Customer-Satisfaction-Survey-–-Pennsylvania-Department-of-Health1.jpg"><img class="size-full wp-image-13864 aligncenter" title="Customer Satisfaction Survey – Pennsylvania Department of Health" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Customer-Satisfaction-Survey-–-Pennsylvania-Department-of-Health1.jpg" width="634" height="620" /></a><!--more--><em>To see the entire survey, access: <a href="http://www.dsf.health.state.pa.us/health/lib/health/stat_news/Customer_Satisfaction_Survey.pdf" target="_blank">Pensylvania Department of Health – Customer Satisfaction Survey</a></em></p>
Positive aspects of the presented survey:
<ul>
	<li>The language used is familiar to participants, without the inclusion of specialized medical terms;</li>
	<li>The survey is short and simple enough to deliver a high response rate and honest answers;</li>
	<li>As <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#question-design" target="_blank">Rachel Flagg</a> recommands, the survey uses a consistent rating scale;</li>
	<li>In the beginning, the questionnaire provides some instructions, in presenting the two main parts of the survey (Importance to you and Our performance).</li>
</ul>
Recommendations of the presented survey:
<ul>
	<li>The survey doesn’t provide any information regarding the <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#question-design" target="_blank">estimated time</a> for completion.</li>
	<li>It is recommended for surveys to clearely state the <a href="http://www.nedarc.org/media/pdf/survey_survey_design.pdf" target="_blank">confidentiality and anonimity</a> policies from the beginning.</li>
</ul>
References:
<ul>
	<li>Pennsylvania Department of Health (n.d.), Customer satisfaction survey, available at: <a href="http://www.dsf.health.state.pa.us/health/lib/health/stat_news/Customer_Satisfaction_Survey.pdf" target="_blank">http://www.dsf.health.state.pa.us/health/lib/health/stat_news/Customer_Satisfaction_Survey.pdf</a></li>
	<li>Massachusetts Institute of Technology, Office of the Provost (2011),  Survey guidelines, available at: <a href="http://web.mit.edu/surveys/survey-guidelines.pdf" target="_blank">http://web.mit.edu/surveys/survey-guidelines.pdf</a></li>
	<li>Flagg R., (2013),  Basics of survey and question design, available at: <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#question-design" target="_blank">http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#question-design</a></li>
	<li>National EMSC Data Analysis Resource Center (n.d.), Do’s and don’ts of questionnaire design in survey research, available at: <a href="http://www.nedarc.org/media/pdf/survey_survey_design.pdf" target="_blank">http://www.nedarc.org/media/pdf/survey_survey_design.pdf</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13862</wp:post_id>
<wp:post_date>2014-01-23 18:52:22</wp:post_date>
<wp:post_date_gmt>2014-01-23 07:52:22</wp:post_date_gmt>
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<title>Certified KPI Professional and Practitioner Training Course – Salalah, Oman</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-and-practitioner-training-course-salalah-oman/</link>
<pubDate>Thu, 23 Jan 2014 15:16:34 +0000</pubDate>
<dc:creator><![CDATA[Mihai]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

		<category domain="tag"><![CDATA[KPI training]]></category>

		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

		<category domain="tag"><![CDATA[KPI training Oman]]></category>

		<category domain="tag" nicename="kpi-training-oman"><![CDATA[KPI training Oman]]></category>

		<category domain="tag"><![CDATA[KPI training Salalah]]></category>

		<category domain="tag" nicename="kpi-training-salalah"><![CDATA[KPI training Salalah]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14387</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Salalah_v1.jpg" target="_blank"><img class="alignright size-full wp-image-14552" style="border: 1px solid black;" title="kpi course Salalah" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Salalah_v1.jpg" alt="kpi course Salalah" width="225" height="320" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Salalah, Oman</strong>: <strong>24-28 August 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/salalah-certified-kpi-professional-and-practitioner.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification </strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional and Practitioner Certification" href="http://kpiinstitute.org/certification-courses/professional/"><strong>Certified KPI Professional and Practitioner Certification</strong></a><strong> </strong><strong>from The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Salalah KPI Professional and Practitioner Certification" href="http://store.kpiinstitute.org/salalah-certified-kpi-professional-and-practitioner.html" target="_blank">Salalah KPI Professional and Practitioner Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:

<strong>Certified KPI Professional Agenda</strong>

<strong> </strong>

<strong> </strong>
<p style="font-weight: bold;"><strong>Day One: Establishing KPIs</strong></p>

<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<p style="font-weight: bold;"><strong>Day Two: Activating KPIs</strong></p>

<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong><strong>Day Three: Generating value with KPIs</strong></strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<strong><strong>Certified KPI Practitioner Agenda</strong></strong>
<p style="font-weight: bold;"><strong>Day One Agenda – Establishing KPIs</strong></p>

<ul>
	<li>KPI Project Coordination</li>
	<li>Scorecard - Dashboard Development &amp; Documentation</li>
</ul>
<p style="font-weight: bold;">Day Two Agenda – Managing with KPIs</p>

<ul>
	<li>Data Collection, Analysis and Reporting</li>
	<li>KPI Review Meetings and Initiative Management</li>
	<li>KPI Management Evaluation</li>
</ul>
<p style="font-weight: bold;"><a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Salalah.png"><img class="aligncenter size-full wp-image-14550" title="kpi training Salalah" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Salalah.png" alt="kpi traininng Salalah" width="580" height="214" /></a></p>

<table style="font-weight: bold;" border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180">Date</td>
<td width="400"><span style="line-height: 19px;">24-28 August 2014</span></td>
</tr>
<tr>
<td><strong><span style="line-height: 19px;">Location</span></strong></td>
<td><span style="line-height: 19px;">Salalah, Oman</span></td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td><span style="line-height: 19px;">5 Days</span></td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td><span style="line-height: 19px;">Course support handouts,  certificate for course completion, lunch-catering service, coffee breaks</span></td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td><span style="line-height: 19px;">Limited to a maximum   of 16 participants</span></td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td><span style="line-height: 19px;">21 August 2014</span></td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a style="line-height: 19px;" href="http://store.kpiinstitute.org/salalah-certified-kpi-professional-and-practitioner.html" target="_blank">Visit course  presentation page</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14387</wp:post_id>
<wp:post_date>2014-01-24 02:16:34</wp:post_date>
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<title>Certified KPI Professional Training Course – Singapore, Singapore</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-singapore-singapore-2/</link>
<pubDate>Thu, 23 Jan 2014 15:38:59 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Certified KPI Professional Training Course – Singapore]]></category>

		<category domain="tag" nicename="certified-kpi-professional-training-course-%e2%80%93-singapore"><![CDATA[Certified KPI Professional Training Course – Singapore]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI training]]></category>

		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

		<category domain="tag"><![CDATA[KPI training singapore]]></category>

		<category domain="tag" nicename="kpi-training-singapore"><![CDATA[KPI training singapore]]></category>

		<category domain="tag"><![CDATA[Singapore]]></category>

		<category domain="tag" nicename="singapore"><![CDATA[Singapore]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14213</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Singapore_v2.jpg " target="_blank"><img class="alignright size-full wp-image-14552" style="border: 1px solid black;" title="kpi course Singapore" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Singapore_v2.jpg" alt="kpi course Singapore" width="225" height="320" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong> </a>taking place in <strong>Singapore, Singapore: 1-3 September 2014.</strong><strong> </strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/singapore-certified-kpi-professional-549.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <strong><a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank">Certified KPI Professional Certification</a></strong><strong> </strong><strong>from </strong><strong>The KPI Institute</strong>.<!--more-->

<strong>Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://smartkpis.com">www.smartKPIs.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Singapore KPI Professional Certification" href="http://store.kpiinstitute.org/singapore-certified-kpi-professional-549.html" target="_blank">Singapore KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:<strong> </strong>

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Singapore.png"><img class="aligncenter size-full wp-image-14550" title="kpi training Singapore" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Singapore.png" alt="kpi traininng Singapore" width="580" height="214" /></a>
<div>
<div>
<h3>Course details and investment</h3>
</div>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">1-3 September 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Singapore, Singapore</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2 and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts, certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td></td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>29 August 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$2400 - $3400 (GST included, details in the course brochure)</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/singapore-certified-kpi-professional-549.html" target="_blank">Visit course presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and templates provided </strong></td>
<td style="vertical-align: text-top;"><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Singapore-Sept-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>
</div>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14213</wp:post_id>
<wp:post_date>2014-01-24 02:38:59</wp:post_date>
<wp:post_date_gmt>2014-01-23 15:38:59</wp:post_date_gmt>
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<item>
<title>Performance Expo: Strategy Map in Healthcare – Division of the Civilian Volunteer Medical Reserve Corps</title>
<link>http://www.smartkpis.com/blog/performance-expo-strategy-map-in-healthcare-%e2%80%93-division-of-the-civilian-volunteer-medical-reserve-corps/</link>
<pubDate>Fri, 24 Jan 2014 08:48:54 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Division of the Civilian Volunteer Medical Reserve Corps]]></category>

		<category domain="tag" nicename="division-of-the-civilian-volunteer-medical-reserve-corps"><![CDATA[Division of the Civilian Volunteer Medical Reserve Corps]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[Strategy Map]]></category>

		<category domain="tag" nicename="strategy-map"><![CDATA[Strategy Map]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13868</guid>
<description></description>
<content:encoded><![CDATA[The Division of the Civilian Volunteer Medical Reserve Corps (DCVMRC) is headquartered in the Office of the U.S. Surgeon General and functions as a center for information, providing best practices to communities in order to help them implement and maintain Medical Reserve Corp (MRC) units nationwide. These MRC units are community-based and their purpose is to locally organize volunteers who are willing to supplement the existing public health resources.

As part of its 2011-2013 strategic plan, the DCVMRC developed a strategy map, as a tool to reflect the organization’s strategy and to increase awareness among employees regarding the strategic directions.
<p style="text-align: center;"><a href="https://mrc-cms.icfwebservices.com/File/DCVMRC_Strategy_Map.pdf" target="_blank"><img class="aligncenter size-full wp-image-13870" title="Strategy Map – Division of the Civilian Volunteer Medical Reserve Corps" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Strategy-Map-DCVMRC-20131.png" width="634" height="500" /></a><!--more--></p>
Positive aspects of the strategy map:
<ul>
	<li>It follows the Balanced Scorecard methodology, adapting the four BSC perspectives to the Division’s needs. The financial perspective is missing, as it is a non-profit organization;</li>
	<li>Each perspective includes a number of objectives that need to be achieved;</li>
	<li>Most of the objectives start with verbs, indicating clear actions;</li>
	<li>At the top of the strategy map are the mission and vision of the organization. Therefore, what DCVMRC does (mission), as well as the organization’s aspirations (vision) are clarified. The values that drive performance within the company can be found at the bottom.</li>
</ul>
According to the KPI Institute’s best practices in developing strategy maps, some recommendations are:
<ul>
	<li>All objectives should start with verbs, in order to reflect adequate standardization and to ensure clear communication within the organization;</li>
	<li>Strategic themes can also be included, so as to provide a structured approach of the strategy;</li>
	<li>Cause and effect relations between objectives can be outlined on the strategy to better understand the interdependencies between goals.</li>
</ul>
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>The KPI Institute (2014), Certified KPI Professional Training Course, available at: <a href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html">http://store.kpiinstitute.org/kpi-professional-certification-training-course.html</a></li>
	<li>Division of the Civilian Volunteer Medical Reserve Corps (2013), Strategy map, available at: <a href="https://mrc-cms.icfwebservices.com/File/DCVMRC_Strategy_Map.pdf">https://mrc-cms.icfwebservices.com/File/DCVMRC_Strategy_Map.pdf</a></li>
	<li>Medical Reserve Corps (2013), DCVMRC strategic plan 2011-2013, available at: <a href="https://www.medicalreservecorps.gov/pageViewFldr/About/StrategicPlan1113#map">https://www.medicalreservecorps.gov/pageViewFldr/About/StrategicPlan1113#map</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul style="text-align: left;">
	<li style="text-align: left;"><a href="https://mrc-cms.icfwebservices.com/File/DCVMRC_Strategy_Map.pdf">https://mrc-cms.icfwebservices.com/File/DCVMRC_Strategy_Map.pdf</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13868</wp:post_id>
<wp:post_date>2014-01-24 19:48:54</wp:post_date>
<wp:post_date_gmt>2014-01-24 08:48:54</wp:post_date_gmt>
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<title>Certified KPI Professional and Practitioner Training Course – Al Khobar, Saudi Arabia</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-and-practitioner-training-course-%e2%80%93-al-khobar-saudi-arabia/</link>
<pubDate>Sun, 26 Jan 2014 15:38:54 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Certified KPI Professional and Practitioner Training Course – Al Khobar]]></category>

		<category domain="tag" nicename="certified-kpi-professional-and-practitioner-training-course-%e2%80%93-al-khobar"><![CDATA[Certified KPI Professional and Practitioner Training Course – Al Khobar]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI Certification]]></category>

		<category domain="tag" nicename="kpi-certification"><![CDATA[KPI Certification]]></category>

		<category domain="tag"><![CDATA[KPI training]]></category>

		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

		<category domain="tag"><![CDATA[KPI Training Saudi Arabia]]></category>

		<category domain="tag" nicename="kpi-training-saudi-arabia"><![CDATA[KPI Training Saudi Arabia]]></category>

		<category domain="tag"><![CDATA[Saudi Arabia]]></category>

		<category domain="tag" nicename="saudi-arabia"><![CDATA[Saudi Arabia]]></category>

		<category domain="tag"><![CDATA[The KPI Institute]]></category>

		<category domain="tag" nicename="the-kpi-institute"><![CDATA[The KPI Institute]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14270</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Al_Khobar_v2.jpg" target="_blank"><img class="alignright size-full wp-image-14552" style="border: 1px solid black;" title="kpi course Al Khobar" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Al_Khobar_v2.jpg" alt="kpi course Al Khobar" width="225" height="320" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Al Khobar, Saudi Arabia</strong>: <strong>14-19 September 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/al-khobar-certified-kpi-professional-and-practitioner-575.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional and Practitioner Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional and Practitioner Certification</strong></a><strong> </strong>from<strong> The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Al Khobar KPI Professional and Practitioner Certification" href="http://store.kpiinstitute.org/al-khobar-certified-kpi-professional-and-practitioner-575.html" target="_blank">Al Khobar KPI Professional and Practitioner Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:<strong> </strong>

<strong> </strong>

<strong><em>Certified KPI Professional Agenda</em></strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<em><strong>Certified KPI Practitioner Agenda</strong></em>

<strong>Day One Agenda – Establishing KPIs</strong>
<ul>
	<li>KPI Project Coordination</li>
	<li>KPI Selection</li>
	<li>Scorecard - Dashboard Development &amp; Documentation</li>
</ul>
<strong>Day Two Agenda – Managing with KPIs</strong>
<ul>
	<li>Data Collection, Analysis and Reporting</li>
	<li>KPI Review Meetings and Initiative Management</li>
	<li>KPI Management Evaluation</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Al_Khobar.png"><img class="aligncenter size-full wp-image-14550" title="kpi training Al Khobar" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Al_Khobar.png" alt="kpi traininng Al Khobar" width="580" height="214" /></a>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">14-18 September 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Al Khobar, Saudi Arabia</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>11 September 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td></td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/al-khobar-certified-kpi-professional-and-practitioner-575.html" target="_blank">Visit course   presentation page</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14270</wp:post_id>
<wp:post_date>2014-01-27 02:38:54</wp:post_date>
<wp:post_date_gmt>2014-01-26 15:38:54</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course – Prague, Czech Republic</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-prague-czech-republic/</link>
<pubDate>Sun, 26 Jan 2014 15:38:56 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Certified KPI Professional Training Course – Prague]]></category>

		<category domain="tag" nicename="certified-kpi-professional-training-course-%e2%80%93-prague"><![CDATA[Certified KPI Professional Training Course – Prague]]></category>

		<category domain="tag"><![CDATA[Czech Republic]]></category>

		<category domain="tag" nicename="czech-republic"><![CDATA[Czech Republic]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI Certification]]></category>

		<category domain="tag" nicename="kpi-certification"><![CDATA[KPI Certification]]></category>

		<category domain="tag"><![CDATA[KPI Certification Courses]]></category>

		<category domain="tag" nicename="kpi-certification-courses"><![CDATA[KPI Certification Courses]]></category>

		<category domain="tag"><![CDATA[KPI training]]></category>

		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

		<category domain="tag"><![CDATA[KPI Training Czech Republic]]></category>

		<category domain="tag" nicename="kpi-training-czech-republic"><![CDATA[KPI Training Czech Republic]]></category>

		<category domain="tag"><![CDATA[KPI Training Prague]]></category>

		<category domain="tag" nicename="kpi-training-prague"><![CDATA[KPI Training Prague]]></category>

		<category domain="tag"><![CDATA[The KPI Institute]]></category>

		<category domain="tag" nicename="the-kpi-institute"><![CDATA[The KPI Institute]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14281</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Prague_v1.jpg" target="_blank"><img class="alignright size-full wp-image-14552" style="border: 1px solid black;" title="kpi course Prague" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Prague_v1.jpg" alt="kpi course Prague" width="225" height="320" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Prague, Czech Republic</strong>: <strong>17-19 September 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/prague-certified-kpi-professional.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong><strong>from The KPI Institute</strong>.<!--more-->

<strong>Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Prague KPI Professional Certification" href="http://store.kpiinstitute.org/prague-certified-kpi-professional.html" target="_blank">Prague KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:<strong> </strong>

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Prague.png"><img class="aligncenter size-full wp-image-14550" title="kpi training Prague" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Prague.png" alt="kpi traininng Prague" width="580" height="214" /></a>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">17-19 September 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Prague, Czech Republic</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>12 September 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$2,400 – $3,400 (GST   included, details in the course brochure)</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/prague-certified-kpi-professional.html" target="_blank">Visit course   presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and   templates provided</strong></td>
<td><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Prague-Sept-2014-v0.1.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14281</wp:post_id>
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<item>
<title>Performance Expo: Dashboard for public schools – Austin Independent School District, USA</title>
<link>http://www.smartkpis.com/blog/performance-expo-dashboard-for-public-schools-%e2%80%93-austin-independent-school-district/</link>
<pubDate>Mon, 27 Jan 2014 11:51:29 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Austin Independent School District]]></category>

		<category domain="tag" nicename="austin-independent-school-district"><![CDATA[Austin Independent School District]]></category>

		<category domain="tag"><![CDATA[Dashboard]]></category>

		<category domain="tag" nicename="dashboard"><![CDATA[Dashboard]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Texas]]></category>

		<category domain="tag" nicename="texas"><![CDATA[Texas]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=13993</guid>
<description></description>
<content:encoded><![CDATA[Austin Independent School District is the fifth largest school district in Texas, serving more than 86,000 students in 129 schools. Its <a href="http://www.austinisd.org/about-us" target="_blank">vision</a> is to be recognized as “an outstanding school district, instilling a passion for life-long learning in all students”. To achieve such a goal, it has to permanently monitor the quality of the education it delivers to its pupils, to benchmark its results against other school districts and to track its internal performance in terms of employees and finances. The school has implemented a <a href="http://www.austinisd.org/sites/default/files/dept/strategic_plan/docs/strategic_plan_2010_2015_v042013-revised.pdf" target="_blank">strategic plan</a> for 2010-2015, where it has set clear objectives, initiatives and targets.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Dasboards-AISD-20121.png"><img class="aligncenter size-full wp-image-13995" title="Dasboards-AISD-2012" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Dasboards-AISD-20121.png" width="634" height="430" /></a><!--more--></p>
Positive aspects of the above dashboard:
<ul>
	<li>It allows comparisons between the school and the state performance in each area monitored;</li>
	<li>It provides data regarding the performance achieved at<a href="http://www.tea.state.tx.us/student.assessment/staar/" target="_blank"> State of Texas Assessments of Academic Readiness</a> (STAAR) both as percentage of standard met and as a variance between the latest state results (2011) and the school’s current year on track (2012);</li>
	<li>As an interactive tool, it gives access to more data, in various perspectives of performance: pupils, employees and finances.</li>
</ul>
Recommendations:
<ul>
	<li>More details regarding the STAAR related grades could be offered, in order to have a comprehensive understanding of the assessment (grades, tests and curriculum evaluated);</li>
	<li>Gauges are using too much space. In order to visualize data in a more efficient manner, one bar chart for the 5 subjects could be used.</li>
</ul>
References:
<ul>
	<li>Austin Independent School District (2014), About Austin ISD, available at: <a href="http://www.austinisd.org/about-us">http://www.austinisd.org/about-us</a></li>
	<li>Austin Independent School District (2012), AISD public dashboard, available at: <a href="http://www.austinisd.org/dashboard">http://www.austinisd.org/dashboard</a></li>
	<li>Austin Independent School District (2013), The Austin Independent School District strategic plan 200-2015, available at: <a href="http://www.austinisd.org/sites/default/files/dept/strategic_plan/docs/strategic_plan_2010_2015_v042013-revised.pdf">http://www.austinisd.org/sites/default/files/dept/strategic_plan/docs/strategic_plan_2010_2015_v042013-revised.pdf</a></li>
	<li>Texas Education Agency (2014), STAAR resources, available at: <a href="http://www.tea.state.tx.us/student.assessment/staar/">http://www.tea.state.tx.us/student.assessment/staar/</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.austinisd.org/dashboard">http://www.austinisd.org/dashboard</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>13993</wp:post_id>
<wp:post_date>2014-01-27 22:51:29</wp:post_date>
<wp:post_date_gmt>2014-01-27 11:51:29</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
<wp:ping_status>open</wp:ping_status>
<wp:post_name>performance-expo-dashboard-for-public-schools-%e2%80%93-austin-independent-school-district</wp:post_name>
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<title>Top 8 ways to use video to market your business online – Infographic</title>
<link>http://www.smartkpis.com/blog/top-8-ways-to-use-video-to-market-your-business-online-%e2%80%93-infographic/</link>
<pubDate>Mon, 27 Jan 2014 14:09:12 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Infographic]]></category>

		<category domain="tag" nicename="infographic"><![CDATA[Infographic]]></category>

		<category domain="tag"><![CDATA[Marketing]]></category>

		<category domain="tag" nicename="marketing-kpis"><![CDATA[Marketing]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14006</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Infographic-8-Ways-Video-Market-Business-Online-2014.jpg"><img class="aligncenter size-full wp-image-14007" title="Infographic-8-Ways-Video-Market-Business-Online-2014" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Infographic-8-Ways-Video-Market-Business-Online-2014.jpg" width="634" height="2600" /><!--more--></a></p>
<p style="text-align: left;">Positive aspects of the presented infographic:</p>

<ul style="text-align: left;">
	<li>The infographic is efficient due to its <a href="http://www.marketingweekly.com/social-media/7-dos-and-donts-design-tips-for-infographics/?mode=featured" target="_blank">dimensions</a>, as it is easy to read and follow, in order to avoid turning off viewers;</li>
	<li>The layout is well-adapted to the audience – professionals interested in boosting their businesses through visual representations;</li>
	<li>It contains a footnote reference system, which offers the viewer an instant explanation on the data, as well as the sources used.</li>
	<li>It is built on a wide <a href="http://gpo.co/infographics-the-dos-and-donts-of-data-visualization/" target="_blank">color palette</a> and, although it is recommended to use a narrow color scale, the colors used are part of the company’s visual identity.</li>
</ul>
<p style="text-align: left;">Recommendations for the presented infographic:</p>

<ul style="text-align: left;">
	<li>It is recommended to avoid being <a href="http://gpo.co/infographics-the-dos-and-donts-of-data-visualization/" target="_blank">text heavy</a>: the reader should get the main information at a glance. Therefore, <a href="http://www.smashingmagazine.com/2011/10/14/the-dos-and-donts-of-infographic-design/" target="_blank">visual representation</a> methods should be used instead of text.</li>
	<li>It would be useful to have a short and persuasive header. As stated in “10 rules for Making Infographics go Viral”, <a href="http://dashburst.com/infographic/viral-infographics-rules/" target="_blank">90% of people are drawn to infographics because of catchy titles and headers</a>.</li>
</ul>
<p style="text-align: left;">Infographic source:</p>

<ul style="text-align: left;">
	<li style="text-align: left;"><a href="http://blog.intergage.co.uk/top-8-ways-to-use-video-for-business-infographic/" target="_blank">http://blog.intergage.co.uk/top-8-ways-to-use-video-for-business-infographic/</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14006</wp:post_id>
<wp:post_date>2014-01-28 01:09:12</wp:post_date>
<wp:post_date_gmt>2014-01-27 14:09:12</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course – San Francisco, USA</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-san-francisco-usa/</link>
<pubDate>Mon, 27 Jan 2014 15:38:58 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Certified KPI Professional Training Course – San Francisco]]></category>

		<category domain="tag" nicename="certified-kpi-professional-training-course-%e2%80%93-san-francisco"><![CDATA[Certified KPI Professional Training Course – San Francisco]]></category>

		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI accreditation USA]]></category>

		<category domain="tag" nicename="kpi-accreditation-usa"><![CDATA[KPI accreditation USA]]></category>

		<category domain="tag"><![CDATA[KPI course USA]]></category>

		<category domain="tag" nicename="kpi-course-usa"><![CDATA[KPI course USA]]></category>

		<category domain="tag"><![CDATA[KPI Professional Course USA]]></category>

		<category domain="tag" nicename="kpi-professional-course-usa"><![CDATA[KPI Professional Course USA]]></category>

		<category domain="tag"><![CDATA[KPI Training USA]]></category>

		<category domain="tag" nicename="kpi-training-usa"><![CDATA[KPI Training USA]]></category>

		<category domain="tag"><![CDATA[The KPI Institute]]></category>

		<category domain="tag" nicename="the-kpi-institute"><![CDATA[The KPI Institute]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14300</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_San_Francisco_v1.jpg" target="_blank"><img class="alignright size-full wp-image-14552" style="border: 1px solid black;" title="kpi course San Francisco" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_San_Francisco_v1.jpg" alt="kpi course San Francisco" width="225" height="320" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>San Francisco, USA</strong>: <strong>17-19 September 2012.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/san-francisco-certified-kpi-professional.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong>from <strong>The KPI Institute</strong>.<!--more-->

<strong>Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="San Francisco KPI Professional Certification" href="http://store.kpiinstitute.org/san-francisco-certified-kpi-professional.html" target="_blank">San Francisco KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:

<strong> </strong>

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_San_Francisco.png"><img class="aligncenter size-full wp-image-14550" title="kpi training San Francisco" src="http://www.smartkpis.com/Courses_Banners/kpi_training_San_Francisco.png" alt="kpi traininng San Francisco" width="580" height="214" /></a>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">17-19 September 2012</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>San Francisco, USA</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>12 September 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$2,500 – $3,500 (GST   included, details in the course brochure)</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/san-francisco-certified-kpi-professional.html" target="_blank">Visit course   presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and  templates provided</strong></td>
<td><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-San_Francisco-Sept-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14300</wp:post_id>
<wp:post_date>2014-01-28 02:38:58</wp:post_date>
<wp:post_date_gmt>2014-01-27 15:38:58</wp:post_date_gmt>
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<title>Performance Expo: Employee Satisfaction Survey – Nuclear Regulatory Commission, USA</title>
<link>http://www.smartkpis.com/blog/performance-expo-employee-satisfaction-survey-%e2%80%93-nuclear-regulatory-commission-usa/</link>
<pubDate>Tue, 28 Jan 2014 13:56:30 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag" nicename="employee-satisfaction"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Nuclear Regulatory Commission]]></category>

		<category domain="tag" nicename="nuclear-regulatory-commission"><![CDATA[Nuclear Regulatory Commission]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14011</guid>
<description></description>
<content:encoded><![CDATA[The <a href="http://www.nrc.gov/about-nrc.html">Nuclear Regulatory Commission</a> (NRC) is an independent authority that regulates commercial nuclear power plants and other uses of nuclear materials, through licensing, inspection and enforcement of its regulations.
<p style="text-align: left;">Every year NRC employees’ satisfaction and opinions are reflected in “The federal employee viewpoint survey”. Some companies choose to assess only how satisfied the personnel is, while others want to analyze the entire working environment. The 2012 survey consists of 12 questions regarding satisfaction, 72 questions about the overall working environment and 15 questions used to determine the profile of the respondent.<a href="http://www.smartkpis.com/blog/wp-content/uploads/Employee-Satisfaction-NRC-USA.png"><img class="aligncenter size-full wp-image-14021" title="Employee-Satisfaction-NRC-USA" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Employee-Satisfaction-NRC-USA.png" width="688" height="343" /></a>
<!--more--></p>
Positive aspects of the survey:
<ul>
	<li>The scale used to measure the answers is adequate – from 1 to 5, and there are labels for each level “strongly agree”, “agree”, “neither agree nor disagree”, “disagree”, “strongly disagree”;</li>
	<li>There are direct questions regarding employees’ satisfaction on topics like: involvement in decisions, information about what happens in the company, recognition received, policies and practices, promotion policy, training, life/work balance, child care programs and elder care programs. These are very important aspects that drive employee satisfaction, according to a <a href="http://www.shrm.org/legalissues/stateandlocalresources/stateandlocalstatutesandregulations/documents/12-0537%202012_jobsatisfaction_fnl_online.pdf">study</a> performed by Society for Human Resources Management in 2013;</li>
	<li>It provides very rich and detailed information about the employees’ perception towards their working environment;</li>
	<li>It is good to have a N/A option when the survey is sent to a large number of people, with different job positions. Some questions may not be relevant for all employees.</li>
</ul>
Recommendations:
<ul>
	<li>As there are many questions, it is advisable to cluster the information on specific topics, like relationship with superiors, compensation and benefits, professional development and others;</li>
	<li>To reflect employees’ satisfaction it may be more effective to have a short survey strictly to highlight the satisfaction level. For a more extensive analysis of the working environment, a different survey can be used.</li>
</ul>
References:
<ul>
	<li>Nuclear Regulatory Commission (2013), About NRC, available at: <a href="http://www.nrc.gov/about-nrc.html">http://www.nrc.gov/about-nrc.html</a></li>
	<li>Nuclear Regulatory Commission (2013), 2012 Federal employee viewpoint survey results, available at: <a href="http://pbadupws.nrc.gov/docs/ML1229/ML12299A304.pdf">http://pbadupws.nrc.gov/docs/ML1229/ML12299A304.pdf</a></li>
	<li>Society for Human Resources Management (2013), 2012 Employee job satisfaction and engagement, available at: <a href="http://www.shrm.org/legalissues/stateandlocalresources/stateandlocalstatutesandregulations/documents/12-0537%202012_jobsatisfaction_fnl_online.pdf">http://www.shrm.org/legalissues/stateandlocalresources/stateandlocalstatutesandregulations/documents/12-0537%202012_jobsatisfaction_fnl_online.pdf</a></li>
</ul>
Image source:

<a href="http://pbadupws.nrc.gov/docs/ML1229/ML12299A304.pdf">http://pbadupws.nrc.gov/docs/ML1229/ML12299A304.pdf</a>

<hr size="1" />]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14011</wp:post_id>
<wp:post_date>2014-01-29 00:56:30</wp:post_date>
<wp:post_date_gmt>2014-01-28 13:56:30</wp:post_date_gmt>
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<title>Certified KPI Professional and Practitioner Training Course – Doha, Qatar</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-doha-qatar/</link>
<pubDate>Tue, 28 Jan 2014 16:00:16 +0000</pubDate>
<dc:creator><![CDATA[denisa]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

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		<category domain="tag"><![CDATA[KPI Accreditation Qatar]]></category>

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		<category domain="tag"><![CDATA[KPI Training Qatar]]></category>

		<category domain="tag" nicename="kpi-training-qatar"><![CDATA[KPI Training Qatar]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14244</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Doha_v1.jpg" target="_blank"><img class="alignright size-full wp-image-14552" style="border: 1px solid black;" title="kpi course Doha" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Doha_v1.jpg" alt="kpi course Doha" width="225" height="320" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in Doha, Qatar: <strong>21-25 September 2014</strong>.

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/doha-kpi-professional-and-practitioner-certifications.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional and Practitioner Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong><strong>from The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional and Practitioner Certification" href="http://store.kpiinstitute.org/doha-kpi-professional-and-practitioner-certifications.html" target="_blank">Doha KPI Professional and Practitioner Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:

<strong> </strong>

<strong><em>Certified KPI Professional Agenda</em></strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<em><strong>Certified KPI Practitioner Agenda</strong></em>

<strong>Day One Agenda – Establishing KPIs</strong>
<ul>
	<li>KPI Project Coordination</li>
	<li>KPI Selection</li>
	<li>Scorecard - Dashboard Development &amp; Documentation</li>
</ul>
<strong>Day Two Agenda – Managing with KPIs</strong>
<ul>
	<li>Data Collection, Analysis and Reporting</li>
	<li>KPI Review Meetings and Initiative Management</li>
	<li>KPI Management Evaluation</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Doha.png"><img class="aligncenter size-full wp-image-14550" title="kpi training Doha" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Doha.png" alt="kpi traininng Doha" width="580" height="214" /></a>
<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">21-25 September 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Doha, Qatar</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2 and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts, certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td></td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>18 September 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td></td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/doha-kpi-professional-and-practitioner-certifications.html" target="_blank">Visit course presentation page</a></td>
</tr>
</tbody>
</table>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"></td>
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<tr>
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</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14244</wp:post_id>
<wp:post_date>2014-01-29 03:00:16</wp:post_date>
<wp:post_date_gmt>2014-01-28 16:00:16</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course - Chicago, USA</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-chicago-usa/</link>
<pubDate>Tue, 28 Jan 2014 16:01:24 +0000</pubDate>
<dc:creator><![CDATA[denisa]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI accreditation USA]]></category>

		<category domain="tag" nicename="kpi-accreditation-usa"><![CDATA[KPI accreditation USA]]></category>

		<category domain="tag"><![CDATA[KPI Chicago]]></category>

		<category domain="tag" nicename="kpi-chicago"><![CDATA[KPI Chicago]]></category>

		<category domain="tag"><![CDATA[KPI course Chicago]]></category>

		<category domain="tag" nicename="kpi-course-chicago"><![CDATA[KPI course Chicago]]></category>

		<category domain="tag"><![CDATA[KPI Training Chicago]]></category>

		<category domain="tag" nicename="kpi-training-chicago"><![CDATA[KPI Training Chicago]]></category>

		<category domain="tag"><![CDATA[KPI Training USA]]></category>

		<category domain="tag" nicename="kpi-training-usa"><![CDATA[KPI Training USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14274</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Chicago_v1.jpg"><img class="alignright size-full wp-image-14552" style="border: 1px solid black;" title="kpi course Chicago" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Chicago_v1.jpg" alt="kpi course Chicago" width="225" height="320" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Chicago, USA</strong>: <strong>24-26 September 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/chicago-certified-kpi-professional.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong><strong>from The KPI Institute</strong>.<!--more--><strong>Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" href="http://store.kpiinstitute.org/chicago-certified-kpi-professional.html" target="_blank">Chicago KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Chicago.png"><img class="aligncenter size-full wp-image-14550" title="kpi training Chicago" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Chicago.png" alt="kpi training Chicago" width="580" height="214" /></a>
<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">24-26 September 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Chicago, USA</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>22 September 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$2500-3500</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/chicago-certified-kpi-professional.html" target="_blank">Visit course   presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and   templates provided</strong></td>
<td><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Chicago-Sept-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
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<wp:post_id>14274</wp:post_id>
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<title>Performance Expo: Training Evaluation Form – Australian Dragon Boat Federation</title>
<link>http://www.smartkpis.com/blog/performance-expo-training-evaluation-form-%e2%80%93-australian-dragon-boat-federation/</link>
<pubDate>Wed, 29 Jan 2014 12:04:44 +0000</pubDate>
<dc:creator><![CDATA[Mihai]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Australian Dragon Boat Federation]]></category>

		<category domain="tag" nicename="australian-dragon-boat-federation"><![CDATA[Australian Dragon Boat Federation]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Training Evaluation]]></category>

		<category domain="tag" nicename="training-evaluation"><![CDATA[Training Evaluation]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14028</guid>
<description></description>
<content:encoded><![CDATA[Australian Dragon Boat Federation (ADBF) organizes dragon boat racing at national level and it is the national peak body for this sport in Australia.

The following training evaluation form is used by ADBF to assess the participants’ satisfaction with their training lessons.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Survey-Australian-Dragon-Boat-Federation-2013.jpg" target="_blank"><img class="size-full wp-image-14029 alignnone" title="Survey-Australian-Dragon-Boat-Federation-2013" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Survey-Australian-Dragon-Boat-Federation-2013.jpg" width="634" height="578" /></a><!--more-->

&nbsp;

<em><em>To see the entire survey, access: <a href="http://www.ausdbf.com.au/sites/default/files/documents/Training%20Evaluation%20Form.pdf" target="_blank">ADBF – Training evaluation form</a> </em><em> </em></em>

Positive aspects of the evaluation form:
<ul>
	<li>It contains both closed and open-ended questions. This combines a rich feedback with a time effective approach;</li>
	<li>Technical jargons are avoided in the survey;</li>
	<li>The survey starts with explaining its importance the organization and ends by thanking participants for their contribution in improving ADBF’s training services.</li>
</ul>
Recommendations:
<ul>
	<li>As The Pennsylvania State University recommends in its “<a href="http://www.psu.edu/president/pia/innovation/insights014.pdf" target="_blank">Innovation insights</a>” article, it is better to use a scale that contains a neutral category;</li>
	<li>To obtain a higher response rate, <a href="http://www.uky.edu/~kdbrad2/MiddleCategory_AERA2011%5b1%5d.pdf" target="_blank">Bradley D. Kelly</a> advice not to have a  “Not applicable” option in the survey;</li>
	<li>It is recommended to provide information about the estimated time for completion in the beginning of the survey.</li>
</ul>
References:
<ul>
	<li>Australian Dragon Boat Federation (n.d), Training evaluation form, available at: <a href="http://www.ausdbf.com.au/sites/default/files/documents/Training%20Evaluation%20Form.pdf" target="_blank">http://www.ausdbf.com.au/sites/default/files/documents/Training%20Evaluation%20Form.pdf</a></li>
</ul>
<ul>
	<li>Pennsylvania University of State (2006), Innovation insights, available at: <a href="http://www.psu.edu/president/pia/innovation/insights014.pdf" target="_blank">http://www.psu.edu/president/pia/innovation/insights014.pdf</a></li>
</ul>
<ul>
	<li>Bradley D.L., Cunningham J.D., Akers K.S. and Knutson N. (2011), Middle category or survey pitfall, available at: <a href="http://www.uky.edu/~kdbrad2/MiddleCategory_AERA2011%5b1%5d.pdf" target="_blank">http://www.uky.edu/~kdbrad2/MiddleCategory_AERA2011[1].pdf</a></li>
</ul>
<ul>
	<li>Rea, M. L. and Parker, R. A. (2005), Designing and conducting survey research: A comprehensive guide, Third Edition, John Wiley &amp; Sons, available at:<a href="http://books.google.com/books?id=wmKVRDn5YGEC&amp;printsec=frontcover&amp;dq=survey+research+design&amp;hl=en&amp;sa=X&amp;ei=X1vnUrGiCKW_ygOQs4KIBw&amp;redir_esc=y#v=onepage&amp;q&amp;f=false" target="_blank"> http://books.google.com/books?id=wmKVRDn5YGEC&amp;printsec=frontcover&amp;dq=survey+research+design&amp;hl=en&amp;sa=X&amp;ei=X1vnUrGiCKW_ygOQs4KIBw&amp;redir_esc=y#v=onepage&amp;q&amp;f=false</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.ausdbf.com.au/sites/default/files/documents/Training%20Evaluation%20Form.pdf" target="_blank">http://www.ausdbf.com.au/sites/default/files/documents/Training%20Evaluation%20Form.pdf</a></li>
</ul>
<em>
</em>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14028</wp:post_id>
<wp:post_date>2014-01-29 23:04:44</wp:post_date>
<wp:post_date_gmt>2014-01-29 12:04:44</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course - Amman, Jordan</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-amman-jordan/</link>
<pubDate>Wed, 29 Jan 2014 16:01:55 +0000</pubDate>
<dc:creator><![CDATA[denisa]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Certified KPI Professional Training Course – Amman]]></category>

		<category domain="tag" nicename="certified-kpi-professional-training-course-%e2%80%93-amman"><![CDATA[Certified KPI Professional Training Course – Amman]]></category>

		<category domain="tag"><![CDATA[KPI accreditation Amman]]></category>

		<category domain="tag" nicename="kpi-accreditation-amman"><![CDATA[KPI accreditation Amman]]></category>

		<category domain="tag"><![CDATA[KPI Amman]]></category>

		<category domain="tag" nicename="kpi-amman"><![CDATA[KPI Amman]]></category>

		<category domain="tag"><![CDATA[KPI Course Jordan]]></category>

		<category domain="tag" nicename="kpi-course-jordan"><![CDATA[KPI Course Jordan]]></category>

		<category domain="tag"><![CDATA[KPI Jordan]]></category>

		<category domain="tag" nicename="kpi-jordan"><![CDATA[KPI Jordan]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14299</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Amman_v1.jpg"><img class="alignright size-full wp-image-14552" style="border: 1px solid black;" title="kpi course Amman" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Amman_v1.jpg" alt="kpi course istanbul" width="225" height="320" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Amman, Jordan</strong><strong> </strong>: <strong>28-30 September 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/amman-certified-kpi-professional.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong><strong>from The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Amman KPI Professional Certification" href="http://store.kpiinstitute.org/amman-certified-kpi-professional.html" target="_blank">Amman KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Amman.png"><img class="aligncenter size-full wp-image-14550" title="kpi training Amman" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Amman.png" alt="kpi training Amman" width="580" height="214" /></a>
<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">28-30 September 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Amman, Jordan</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2 and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts, certificate for course   completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>25 September 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$1500-$2300</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/amman-certified-kpi-professional.html" target="_blank">Visit course presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and templates provided</strong></td>
<td><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Amman-Sept-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14299</wp:post_id>
<wp:post_date>2014-01-30 03:01:55</wp:post_date>
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<title>Performance Expo: Customer Satisfaction Survey - Abu Dhabi Airport, United Arab Emirates</title>
<link>http://www.smartkpis.com/blog/performance-expo-customer-satisfaction-survey-abu-dhabi-airport-united-arab-emirates/</link>
<pubDate>Thu, 30 Jan 2014 08:32:26 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Airport Survey]]></category>

		<category domain="tag" nicename="airport-survey"><![CDATA[Airport Survey]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

		<category domain="tag"><![CDATA[UAE]]></category>

		<category domain="tag" nicename="uae"><![CDATA[UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14043</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Over time, Abu Dhabi Airports became well known for its operational excellence, as well as marketing, training and corporate responsibility initiatives. In 2013, the company conducted a Customer Satisfaction Survey in order to identify both strengths and weaknesses of the transportation services offered.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Abu-Dhabi-Airport-Customer-Satisfaction-Survey1.jpg"><img class="aligncenter size-full wp-image-14052" title="Abu-Dhabi-Airport-Customer-Satisfaction-Survey" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Abu-Dhabi-Airport-Customer-Satisfaction-Survey1.jpg" width="635" height="600" /></a></p>
<!--more-->Positive aspects of the survey:
<ul>
	<li>It is very time effective as it only has close-ended questions and one category of additional information and feedback;</li>
	<li>In terms of look and feel, the survey has an attractive design and it uses the company’s colors (white and blue) for visual identity, creating a lasting image in the customers’ minds.</li>
	<li>A large space for additional comments is a plus as it offers the chance to comment on other aspects that may not be included in the survey, but can be valuable for the company..</li>
</ul>
Recommendations:
<ul>
	<li>Although it is short, an <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#open-ended" target="_blank">estimated time of completion</a> should be mentioned at the beginning of the survey, as well as information about the feedback’s importance for the company;</li>
	<li>The close-ended questions should have <a href="http://www.uwex.edu/ces/4h/evaluation/documents/Wordingforratingscales.pdf" target="_blank">a 5 level rating scale</a> - an odd number is recommended for better balance;</li>
	<li>The questionnaire should be <a href="http://www.nedarc.org/media/pdf/survey_survey_design.pdf" target="_blank">specific in asking each question</a>: including multiple services in the same question should be avoided, as they are confusing and they don’t offer relevant feedback. In this case, for Check-in Facilities and Services, for example, the items could be individually assessed (security, passport control, queue time).</li>
</ul>
<p style="text-align: left;">Resources:</p>

<ul style="text-align: left;">
	<li>Abu Dhabi Airports Company (2013), Customer satisfaction survey.</li>
	<li>Flagg R. (2013), Basics of survey and question design, HowTo.gov, available at: <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#open-ended" target="_blank">http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#open-ended</a></li>
	<li>National EMSC Data Analysis Resource Center (n.d.), Do’s and don’ts of questionnaire design in survey research, available at: <a href="http://www.nedarc.org/media/pdf/survey_survey_design.pdf" target="_blank">http://www.nedarc.org/media/pdf/survey_survey_design.pdf</a></li>
	<li style="text-align: left;">Powell, E. T. (2008), Wording for rating scales, available at: <a href="http://www.uwex.edu/ces/4h/evaluation/documents/Wordingforratingscales.pdf" target="_blank">http://www.uwex.edu/ces/4h/evaluation/documents/Wordingforratingscales.pdf</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14043</wp:post_id>
<wp:post_date>2014-01-30 19:32:26</wp:post_date>
<wp:post_date_gmt>2014-01-30 08:32:26</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course - Boston, USA</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-boston-usa/</link>
<pubDate>Thu, 30 Jan 2014 15:58:55 +0000</pubDate>
<dc:creator><![CDATA[denisa]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI accreditation Boston]]></category>

		<category domain="tag" nicename="kpi-accreditation-boston"><![CDATA[KPI accreditation Boston]]></category>

		<category domain="tag"><![CDATA[KPI Boston]]></category>

		<category domain="tag" nicename="kpi-boston"><![CDATA[KPI Boston]]></category>

		<category domain="tag"><![CDATA[KPI training course Boston]]></category>

		<category domain="tag" nicename="kpi-training-course-boston"><![CDATA[KPI training course Boston]]></category>

		<category domain="tag"><![CDATA[KPI training course USA]]></category>

		<category domain="tag" nicename="kpi-training-course-usa"><![CDATA[KPI training course USA]]></category>

		<category domain="tag"><![CDATA[KPI USA]]></category>

		<category domain="tag" nicename="kpi-usa"><![CDATA[KPI USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14313</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Boston_v1.jpg"><img class="alignright size-full wp-image-14338" style="border: 1px solid black;" title="kpi course Boston" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Boston_v1.jpg" alt="kpi course Boston" width="225" height="300" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Boston, USA</strong><strong> </strong>: <strong>29 September-01 October 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/boston-certified-kpi-professional.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong><strong>from The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" href="http://store.kpiinstitute.org/boston-certified-kpi-professional.html" target="_blank">Boston KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Boston.png"><img class="aligncenter size-full wp-image-14550" title="kpi training Boston" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Boston.png" alt="kpi training Boston" width="580" height="214" /></a>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">29-01 October 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Boston, USA</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2 and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts, certificate for course   completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>26 September 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$2500-$3500</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/boston-certified-kpi-professional.html" target="_blank">Visit course presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and templates provided</strong></td>
<td><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Boston-Sept-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14313</wp:post_id>
<wp:post_date>2014-01-31 02:58:55</wp:post_date>
<wp:post_date_gmt>2014-01-30 15:58:55</wp:post_date_gmt>
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<title>Performance Expo: Operational Balanced Scorecard in Healthcare – Division of Medical Quality Assurance</title>
<link>http://www.smartkpis.com/blog/performance-expo-operational-balanced-scorecard-in-healthcare-%e2%80%93-division-of-medical-quality-assurance/</link>
<pubDate>Fri, 31 Jan 2014 08:56:22 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Division of Medical Quality Assurance]]></category>

		<category domain="tag" nicename="division-of-medical-quality-assurance"><![CDATA[Division of Medical Quality Assurance]]></category>

		<category domain="tag"><![CDATA[Florida Department of Health]]></category>

		<category domain="tag" nicename="florida-department-of-health"><![CDATA[Florida Department of Health]]></category>

		<category domain="tag"><![CDATA[Government]]></category>

		<category domain="tag" nicename="government-performance-management"><![CDATA[Government]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14063</guid>
<description></description>
<content:encoded><![CDATA[The Division of Medical Quality Assurance (MQA), part of Florida Department of Health, has the<a href="http://www.floridahealth.gov/licensing-and-regulation/reports-and-publications/_documents/05-06mqa-ar.pdf" target="_blank"> mission </a>to protect the public through healthcare licensure, enforcement and to ensure high quality care across the state. MQA team strives to innovate and constantly modify procedures, in order to provide the most efficient services for the people of Florida.

As part of its annual strategic planning process, MQA’s long-range plan and performance measures are tracked and monitored in its operational balanced scorecard, which is revised annually, with input from boards and councils at the Annual Board/ Council Chairs and Vice Chairs Long-Range Planning Meeting.
<p style="text-align: center;"><a href="http://www.floridahealth.gov/licensing-and-regulation/reports-and-publications/_documents/2011-2012-op-bal-scorecard.pdf" target="_blank"><img class="aligncenter size-full wp-image-14064" title="BSC-Division-of-Medical-Quality-Assurance-2012" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/BSC-Division-of-Medical-Quality-Assurance-2012.png" width="634" height="450" /><!--more--></a></p>
Positive aspects of the balanced scorecard:
<ul>
	<li>The MQA balanced scorecard follows the four perspectives proposed by David  Norton and Robert Kaplan: financial, customer, internal processes and learning and growth perspective;</li>
	<li>For each perspective, several objectives have been established and properly formulated, as they start with verbs;</li>
	<li>For each KPI, targets are given for the following years, in order to have a long term perspective towards performance management;</li>
	<li>It offers a clear understanding regarding the KPI’s evolution from one year to another, as there are sections for both previous and current results;</li>
	<li>Initiatives are also included in the balanced scorecard – the Strategy section actually reflects the action plans (initiatives).</li>
</ul>
According to the KPI Institute’s best practices in developing scorecards, some recommendations are:
<ul>
	<li>KPI names should be standardized - symbols should be used in front of the KPIs name, to ease the visualization and their meaning (e.g. # Days to issue an initial license, % Customers satisfied, $ Cost of regulation per licensee);</li>
	<li>For each objective, it is recommended to have 2 KPIs monitored, to ensure a balanced monitoring;</li>
	<li>“Traffic lights” (red, yellow, green) can also be included in the balanced scorecard to make it more interactive and to provide an instant visualization of the KPI results over time;</li>
	<li>Another section that might be included is the Comments sections, to provide additional information about the KPI’s results.</li>
</ul>
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>The KPI Institute (2014), Certified KPI Professional Training Course, available at: <a href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank">http://store.kpiinstitute.org/kpi-professional-certification-training-course.html</a></li>
	<li>Bush, J., Francois, M. R. and Gee, L. C. (2006), Annual report: July 1, 2005 – June 30, 2006, available at: <a href="http://www.floridahealth.gov/licensing-and-regulation/reports-and-publications/_documents/05-06mqa-ar.pdf" target="_blank">http://www.floridahealth.gov/licensing-and-regulation/reports-and-publications/_documents/05-06mqa-ar.pdf</a></li>
	<li>Scott, R. and Armstrong, J. H. (2013), Division of Medical Quality Assurance: Annual report and long rang plan, Florida Department of Health, available at: <a href="http://www.floridahealth.gov/licensing-and-regulation/reports-and-publications/_documents/annual-report-12-13.pdf" target="_blank">http://www.floridahealth.gov/licensing-and-regulation/reports-and-publications/_documents/annual-report-12-13.pdf</a></li>
	<li>Florida Department of Health (n.d.), MQA Balanced scorecard and strategic plan, available at: <a href="http://www.floridahealth.gov/licensing-and-regulation/reports-and-publications/scorecard-strategic-plan.html" target="_blank">http://www.floridahealth.gov/licensing-and-regulation/reports-and-publications/scorecard-strategic-plan.html</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul style="text-align: left;">
	<li style="text-align: left;"><a href="http://www.floridahealth.gov/licensing-and-regulation/reports-and-publications/_documents/2011-2012-op-bal-scorecard.pdf" target="_blank">http://www.floridahealth.gov/licensing-and-regulation/reports-and-publications/_documents/2011-2012-op-bal-scorecard.pdf</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14063</wp:post_id>
<wp:post_date>2014-01-31 19:56:22</wp:post_date>
<wp:post_date_gmt>2014-01-31 08:56:22</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course – London, United Kingdom</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-london-united-kingdom/</link>
<pubDate>Sun, 02 Feb 2014 13:28:23 +0000</pubDate>
<dc:creator><![CDATA[cristinad]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

		<category domain="tag"><![CDATA[KPI Training Course]]></category>

		<category domain="tag" nicename="kpi-training-course"><![CDATA[KPI Training Course]]></category>

		<category domain="tag"><![CDATA[KPI training London]]></category>

		<category domain="tag" nicename="kpi-training-london"><![CDATA[KPI training London]]></category>

		<category domain="tag"><![CDATA[KPI training UK]]></category>

		<category domain="tag" nicename="kpi-training-uk"><![CDATA[KPI training UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14249</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_London_v2.jpg"><img class="alignright size-full wp-image-14552" style="border: 1px solid black;" title="kpi course London" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_London_v2.jpg" alt="kpi course London" width="225" height="320" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank">KPI certification training course</a> taking place in <strong>London, United Kingdom: 6-8 October 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" href="http://store.kpiinstitute.org/london-certified-kpi-professional-554.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong><strong>from The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong> </strong>

<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<span style="text-decoration: underline;"><a style="font-weight: bold; text-decoration: none; color: #008000;" title="London KPI Professional Certification" href="http://store.kpiinstitute.org/london-certified-kpi-professional-554.html" target="_blank">London KPI Professional Certification</a></span> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:<strong> </strong>

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_London.png"><img class="aligncenter size-full wp-image-14550" title="kpi training London" src="http://www.smartkpis.com/Courses_Banners/kpi_training_London.png" alt="kpi training London" width="580" height="214" /></a>
<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">6-8 October 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>London, United Kingdom</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>3 October 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$2,400 – $3,400 (GST included,   details in the course brochure)</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/london-certified-kpi-professional-554.html" target="_blank">Visit course   presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and   templates provided</strong></td>
<td><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-London-Oct-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14249</wp:post_id>
<wp:post_date>2014-02-03 00:28:23</wp:post_date>
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<title> 5 trends in the USA Federal Performance Management </title>
<link>http://www.smartkpis.com/blog/5-trends-in-the-usa-federal-performance-management-2/</link>
<pubDate>Mon, 03 Feb 2014 12:19:19 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Government - State / Federal]]></category>

		<category domain="tag" nicename="government-state-federal"><![CDATA[Government - State / Federal]]></category>

		<category domain="tag"><![CDATA[National Performance Management Advisory Commission]]></category>

		<category domain="tag" nicename="national-performance-management-advisory-commission"><![CDATA[National Performance Management Advisory Commission]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14086</guid>
<description></description>
<content:encoded><![CDATA[Trust in provincial, local and state governments has gradually decreased during the last decades in the United States of America. To address this issue, The USA National Performance Management Advisory Commission introduced, in 2010, a Framework for State and Local Government. With the help of this framework, State Governments will focus more on achieving results and providing quality public services to regain the citizens’ trust.
<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/United-States-Capitol1.jpg"><img class="aligncenter size-full wp-image-14087" title="United-States-Capitol" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/United-States-Capitol1.jpg" width="634" height="320" /></a><!--more--></p>
The challenges identified at the beginning of the program, in 2010, are still relevant for the Performance Management Framework of Government Agencies. The main trends in 2014 are:

<strong>1. Performance:</strong> it refers to the actions taken by the state to help Government Agencies manage themselves better, such as:
<ul>
	<li>The GPRA Modernization Act of 2010 which states that agencies must develop strategic plans and annual reports on their performance;</li>
	<li>An emphasis on transparency and openness by creating the Data.gov website, where relevant information on government spending data, for example, are posted;</li>
	<li>Data gathering and decision-making processes based on relevant data.</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Performance-Management-Framework1.jpg"><img class="aligncenter size-full wp-image-14089" title="Performance-Management-Framework" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Performance-Management-Framework1.jpg" width="634" height="322" /></a></p>
<strong>2. Risk:</strong> recognizing and accepting risk as part of the development process. By acknowledging the potential risks (natural, economical, cyber-attacks), Government Agencies can create budgets and action plans specifically designed to manage them and to reduce their impact on the overall performance and growth. Such actions slowly turn risk avoidance into risk management.

<strong>3. Innovation:</strong> old and outdated systems must be replaced. By creating up to date programs and by using modern technology, the government agencies can improve their performance. Also, by adopting innovative initiatives they can better assess performance, growth and gather valuable and relevant information. Creating a culture based on innovation is also very important.

<strong>4. Efficiency:</strong> Government Agencies are expected to perform at minimum cost, thus performance budgeting and cost saving strategies are governed by this trend. By creating a realistic cost baseline and applying cost strategies, government agencies can assure that funding is directly linked to achieving high-priority results.

<strong>5. Leadership:</strong> training efficient leaders has become a priority. Planning is nothing without a person that can set it in motion, coordinate it, making sure that every step is achieved and every employee does what he is supposed to do. Performance is achieved through well prepared staff, strategies and strong leadership.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Benefits-of-Performance-Management1.jpg"><img class="aligncenter size-full wp-image-14090" title="Benefits-of-Performance-Management" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Benefits-of-Performance-Management1.jpg" width="634" height="400" /></a></p>
As stated in the <a href="http://www.gfoa.org/downloads/APerformanceManagementFramework.pdf" target="_blank">National Performance Management Advisory Commission’s 2010 report</a>, “Performance management is becoming the new standard for public-sector Management”. It has the potential to help governments achieve results that will ultimately benefit the public, address the performance challenges they face, engage all public employees and improve their results within resource constraints.

The report also acknowledges and promotes the idea that “simply superimposing a performance management process onto a traditionally managed organization may sound good, but in practice, it is not likely to make any difference. To make real improvements, organizational culture must also be addressed”.
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>National Performance Management Advisory Commission, (2010), A Performance Management Framework for State and Local Government: From measurement and reporting to management and improving, available at: <a href="http://www.gfoa.org/downloads/APerformanceManagementFramework.pdf">http://www.gfoa.org/downloads/APerformanceManagementFramework.pdf</a></li>
	<li>Kamensky, J. (2013), Performance, IMB Center for The Business of Government, available at:  <a href="http://www.businessofgovernment.org/blog/business-government/trend-1-performance">http://www.businessofgovernment.org/blog/business-government/trend-1-performance</a></li>
	<li>Kamensky, J. (2013), Risk, IMB Center for The Business of Government, available at: <a href="http://www.businessofgovernment.org/blog/business-government/trend-2-risk">http://www.businessofgovernment.org/blog/business-government/trend-2-risk</a></li>
	<li>Kamensky, J. (2013), Innovation, IMB Center for The Business of Government, available at: <a href="http://www.businessofgovernment.org/blog/business-government/trend-3-innovation">http://www.businessofgovernment.org/blog/business-government/trend-3-innovation</a></li>
	<li>Kamensky, J. (2013), Efficiency, IMB Center for The Business of Government, available at: <a href="http://www.businessofgovernment.org/blog/business-government/trend-5-efficiency">http://www.businessofgovernment.org/blog/business-government/trend-5-efficiency</a></li>
	<li>Kamensky, J. (2013), Leadership, IMB Center for The Business of Government, available at: <a href="http://www.businessofgovernment.org/blog/business-government/trend-six-leadership">http://www.businessofgovernment.org/blog/business-government/trend-six-leadership</a></li>
</ul>
<p style="text-align: left;">Image sources:</p>

<ul style="text-align: left;">
	<li><a href="http://goo.gl/HcG7Ro">http://goo.gl/HcG7Ro</a></li>
	<li style="text-align: left;"><a href="http://www.gfoa.org/downloads/APerformanceManagementFramework.pdf">http://www.gfoa.org/downloads/APerformanceManagementFramework.pdf</a></li>
</ul>
<p style="text-align: left;"></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14086</wp:post_id>
<wp:post_date>2014-02-03 23:19:19</wp:post_date>
<wp:post_date_gmt>2014-02-03 12:19:19</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>Certified KPI Professional and Practitioner Training Courses – Abu Dhabi, UAE</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-and-practitioner-training-coursesabu-dhabi-uae/</link>
<pubDate>Mon, 03 Feb 2014 14:08:55 +0000</pubDate>
<dc:creator><![CDATA[cristinad]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI accreditaion]]></category>

		<category domain="tag" nicename="kpi-accreditaion"><![CDATA[KPI accreditaion]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

		<category domain="tag"><![CDATA[KPI training Abu Dhabi]]></category>

		<category domain="tag" nicename="kpi-training-abu-dhabi"><![CDATA[KPI training Abu Dhabi]]></category>

		<category domain="tag"><![CDATA[KPI Training Course]]></category>

		<category domain="tag" nicename="kpi-training-course"><![CDATA[KPI Training Course]]></category>

		<category domain="tag"><![CDATA[KPI training UAE]]></category>

		<category domain="tag" nicename="kpi-training-uae"><![CDATA[KPI training UAE]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14293</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Abu_Dhabi_v1.jpg"><img class="alignright size-full wp-image-14552" style="border: 1px solid black;" title="kpi course Abu_Dhabi" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Abu_Dhabi_v1.jpg" alt="kpi course Abu_Dhabi" width="225" height="320" /></a>The KPI Institute has announced the dates for its next <strong><span style="text-decoration: underline;"><a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI Certification Courses" href="http://store.kpiinstitute.org/abu-dhabi-kpi-professional-and-practitioner-certifications.html" target="_blank">KPI Certification Courses</a> </span></strong>taking place in <strong>Abu Dhabi, UAE</strong><strong>: 12-16 October 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/abu-dhabi-kpi-professional-and-practitioner-certifications.html" target="_blank">KPI training course </a>is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional and Practitioner Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong><strong>from The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Abu Dhabi Professional and Practitioner" href="http://store.kpiinstitute.org/abu-dhabi-kpi-professional-and-practitioner-certifications.html" target="_blank">Abu Dhabi Professional and Practitioner</a><span style="font-size: 13px;"> are structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:</span>

<strong> </strong>

<strong>Certified KPI Professional Agenda</strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<em><strong>Certified KPI Practitioner Agenda</strong></em>

<strong>Day One Agenda – Establishing KPIs</strong>
<ul>
	<li>KPI Project Coordination</li>
	<li>KPI Selection</li>
	<li>Scorecard - Dashboard Development &amp; Documentation</li>
</ul>
<strong>Day Two Agenda – Managing with KPIs</strong>
<ul>
	<li>Data Collection, Analysis and Reporting</li>
	<li>KPI Review Meetings and Initiative Management</li>
	<li>KPI Management Evaluation</li>
</ul>
<strong>Banner</strong>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Abu_Dhabi.png"><img class="aligncenter size-full wp-image-14550" title="kpi training Abu Dhabi" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Abu_Dhabi.png" alt="kpi training Abu Dhabi" width="580" height="214" /></a>
<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">12-16 October 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Abu Dhabi, UAE</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>5 days</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>9 October 2014</td>
</tr>
<tr>
<td></td>
<td></td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/abu-dhabi-kpi-professional-and-practitioner-certifications.html" target="_blank">Visit course   presentation page</a></td>
</tr>
<tr>
<td><strong>Complete agenda and   templates provided</strong></td>
<td>Download PDF brochure</td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14293</wp:post_id>
<wp:post_date>2014-02-04 01:08:55</wp:post_date>
<wp:post_date_gmt>2014-02-03 14:08:55</wp:post_date_gmt>
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<title>Performance Expo: Dashboard - Washington Transportation Improvement Board </title>
<link>http://www.smartkpis.com/blog/performance-expo-dashboard-washington-transportation-improvement-board/</link>
<pubDate>Tue, 04 Feb 2014 12:38:45 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Dashboard]]></category>

		<category domain="tag" nicename="dashboard"><![CDATA[Dashboard]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

		<category domain="tag"><![CDATA[Transportation Improvement Board]]></category>

		<category domain="tag" nicename="transportation-improvement-board"><![CDATA[Transportation Improvement Board]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14095</guid>
<description></description>
<content:encoded><![CDATA[The Transportation Improvement Board (TIB) is an independent state agency in charge of street construction and maintenance grants for 320 cities and urban counties throughout the Washington State. The Agency funds high priority transportation projects in communities throughout the state to enhance the movement of people, goods and services.

TIB is not accountable only towards the Government, but also towards Washington’s citizens. The performance of the Agency is made available for the large public through an interactive dashboard on the organization’s website.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Dashboards-TIB-2014.jpg"><img class="aligncenter size-full wp-image-14096" title="Dashboards-TIB-2014" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Dashboards-TIB-2014.jpg" width="634" height="380" /></a><!--more--></p>
The dashboard has two sections that are relevant and important for TIB’s activity: Financial Status and Project Status. For the first section, 5 KPIs are monitored to reflect revenues, accounts payable, funding and project payments. In regards to project management, the volume of active projects, completed projects or under construction are displayed, and there is also data about each phase of the project. A map of Washington State allows the user to choose a region and see details about the projects and the TIB financial commitment towards that area.

Other KPIs displayed are:
<ul>
	<li>% Delayed projects</li>
	<li>% Transactions processing</li>
	<li>$ Net revenue</li>
	<li>% Construction payments</li>
	<li>% Average payment cycle</li>
</ul>
Interactive dashboards are useful instruments to present data for the public as they engage the reader by providing the opportunity to select and visualize only the information the user is interested in. However, seeing the meaning beyond the numbers implies an efficient data visualization.

Positive aspects in displaying data:
<ul>
	<li>The KPIs - $ TIB fund balance and $ SCPSA fund balance are not presented just as numbers, but also using <a href="http://www.edwardtufte.com/bboard/q-and-a-fetch-msg?msg_id=0001OR" target="_blank">sparklines</a> that mark the top and bottom level of the KPI and provide a visual representation of its evolution;</li>
	<li>Bar charts are very simple and yet, very expressive representations of data;</li>
	<li>Maps can be helpful in presenting information, and the colors used are meaningful – red for areas with projects at risk, green for regions where there is no project at risk, grey for counties that are not under TIB’s responsibility;</li>
	<li>The same color code is used to reflect the status of the KPIs. They are not displayed in a graphic, but on a scrolling bar at the bottom of the screen. By clicking on each KPI, additional information is provided, like definition and the current value.</li>
</ul>
Recommendations to improve data visualization:
<ul>
	<li>The <a href="http://www.hichert.com/en/shop/poster/203" target="_blank">pie chart</a> can be replaced with bar charts, as they will ensure labels for each set of data and a better utilization of the dashboard’s space;</li>
	<li>There should be a <a href="http://www.hichert.com/en/shop/poster/203" target="_blank">color combination</a> that applies to all graphics, simple and yet capable to outline the data;</li>
	<li>The scrolling bar is confusing in terms of visualizing data – the KPIs can be set in a table or in graphics.</li>
</ul>
TIB doesn’t provide only an interactive dashboard for the public, but its entire performance management architecture. On the same website page, users can access TIB’s 2013-2023 Strategic Plan, the Balanced Scorecard, Portfolio of Data, Financial and Performance Reports.

References:
<ul>
	<li style="text-align: left;">TIB (2014), Performance management dashboard, available at: <a href="http://www.tib.wa.gov/TIBDashboard/" target="_blank">http://www.tib.wa.gov/TIBDashboard/</a></li>
	<li style="text-align: left;">Hichert (2014), Success rules, available at: <a href="http://www.hichert.com/en/shop/poster/203" target="_blank">http://www.hichert.com/en/shop/poster/203</a></li>
	<li style="text-align: left;">Tufte, E. (2013), Sparkline theory and practice Edward Tufte , available at: <a href="http://www.edwardtufte.com/bboard/q-and-a-fetch-msg?msg_id=0001OR" target="_blank">http://www.edwardtufte.com/bboard/q-and-a-fetch-msg?msg_id=0001OR</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.tib.wa.gov/TIBDashboard/" target="_blank">http://www.tib.wa.gov/TIBDashboard/</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14095</wp:post_id>
<wp:post_date>2014-02-04 23:38:45</wp:post_date>
<wp:post_date_gmt>2014-02-04 12:38:45</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course – Bucharest, Romania</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-bucharest-romania-2/</link>
<pubDate>Tue, 04 Feb 2014 14:31:35 +0000</pubDate>
<dc:creator><![CDATA[cristinad]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

		<category domain="tag"><![CDATA[KPI training Bucharest]]></category>

		<category domain="tag" nicename="kpi-training-bucharest"><![CDATA[KPI training Bucharest]]></category>

		<category domain="tag"><![CDATA[KPI Training Course]]></category>

		<category domain="tag" nicename="kpi-training-course"><![CDATA[KPI Training Course]]></category>

		<category domain="tag"><![CDATA[KPI training Romania]]></category>

		<category domain="tag" nicename="kpi-training-romania"><![CDATA[KPI training Romania]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14336</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Bucharest_v2.jpg"><img class="alignright size-full wp-image-14552" style="border: 1px solid black;" title="kpi course Bucharest" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Bucharest_v2.jpg" alt="kpi course Bucharest" width="225" height="320" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in Bucharest, Romania : <strong>21-23 October 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/bucharest-certified-kpi-professional-556.html" target="_blank">KPI training course </a>is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong><strong>from The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Bucharest KPI Professional Certification" href="http://store.kpiinstitute.org/bucharest-certified-kpi-professional-556.html" target="_blank">Bucharest KPI Professional Certification</a><span style="font-size: 13px;"> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:</span>

<strong> </strong>

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Bucharest.png"><img class="aligncenter size-full wp-image-14550" title="kpi training Bucharest" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Bucharest.png" alt="kpi training Bucharest" width="580" height="214" /></a>
<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">21 – 23 October 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Bucharest, Romania</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>17 October 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$950 - $1,500 (GST included,   details in the course brochure)</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/bucharest-certified-kpi-professional-556.html" target="_blank">Visit course   presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and   templates provided</strong></td>
<td><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Bucharest-Oct-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14336</wp:post_id>
<wp:post_date>2014-02-05 01:31:35</wp:post_date>
<wp:post_date_gmt>2014-02-04 14:31:35</wp:post_date_gmt>
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<title>Performance Expo: Employee Satisfaction Survey – Midwest Clinicians` Network</title>
<link>http://www.smartkpis.com/blog/performance-expo-employee-satisfaction-survey-%e2%80%93-midwest-clinicians-network/</link>
<pubDate>Wed, 05 Feb 2014 10:44:21 +0000</pubDate>
<dc:creator><![CDATA[Mihai]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag" nicename="employee-satisfaction"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Midwest Clinicians` Network]]></category>

		<category domain="tag" nicename="midwest-clinicians-network"><![CDATA[Midwest Clinicians` Network]]></category>

		<category domain="tag"><![CDATA[Report Aanalysis]]></category>

		<category domain="tag" nicename="report-aanalysis"><![CDATA[Report Aanalysis]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14106</guid>
<description></description>
<content:encoded><![CDATA[The Midwest Clinicians` Network (MWCN) is a nonprofit corporation operating in ten states: Illinois, Indiana, Iowa, Kansas, Michigan, Minnesota, Missouri, Nebraska, Ohio and Wisconsin.

MWCN provides research opportunities, mentoring programs and education opportunities for all its members. The organization’s mission is to enhance professional and personal growth for clinicians to become effective leaders for their health centers and promoters of quality, community-based primary health care.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Employee_Satisfaction_Survey_â€“_Midwest_Clinicians_Network11.jpg" target="_blank"><img class="size-full wp-image-14108 aligncenter" title="Employee_Satisfaction_Survey_â€“_Midwest_Clinicians`_Network[1]" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Employee_Satisfaction_Survey_â€“_Midwest_Clinicians_Network11.jpg" width="640" height="500" /></a><!--more--></p>
<p style="text-align: center;"><em>To see the entire survey, access <a href="http://www.midwestclinicians.org/downloads/EmployeeSatisfaction1007.pdf" target="_blank">Employee Satisfaction Survey – Midwest Clinicians` Network</a></em></p>
Positive aspects of the presented survey:
<ul>
	<li>The survey starts with the explanation of its purpose and ends by thanking participants for their participation;</li>
	<li>Clear instructions are provided in the beginning, in order to ensure a correct completion. Moreover, further instructions can also be found at the beginning of the sections and pages;</li>
	<li>The survey items are <a href="http://books.google.ro/books?id=zbnzeAR34LcC&amp;printsec=frontcover&amp;dq=surveys.pdf&amp;hl=en&amp;sa=X&amp;ei=hLvwUs-tGc71yAO4t4G4Bw&amp;redir_esc=y#v=onepage&amp;q&amp;f=false" target="_blank">clear and concise</a>;</li>
	<li>A large space for additional comments and suggestions is a plus because it offers participants the chance to comment on aspects that may not be included in the survey, but may be valuable for the company.</li>
</ul>
As a recommendation for the presented survey, dividing the questions in several clusters would provide more structure to the survey, as well as a better visualization.
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Midwest Clinicians` Network (2008), Employee satisfaction survey, available at: <a href="http://www.midwestclinicians.org/downloads/EmployeeSatisfaction1007.pdf" target="_blank">http://www.midwestclinicians.org/downloads/EmployeeSatisfaction1007.pdf</a></li>
	<li>Whitehouse, Office of Management and Budget Standards (2006), Guidelines for statistical surveys, available at: <a href="http://www.whitehouse.gov/sites/default/files/omb/inforeg/statpolicy/standards_stat_surveys.pdf" target="_blank">http://www.whitehouse.gov/sites/default/files/omb/inforeg/statpolicy/standards_stat_surveys.pdf</a></li>
	<li>Church, A. H. and Waclawski, J. (1998), Designing and using organizational surveys. Hampshire, England: Gower Publishing Limited, available at: <a style="font-size: 13px;" href="http://goo.gl/x1xGan" target="_blank">http://goo.gl/x1xGan</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul style="text-align: left;">
	<li style="text-align: left;"><a href="http://www.midwestclinicians.org/downloads/EmployeeSatisfaction1007.pdf" target="_blank">http://www.midwestclinicians.org/downloads/EmployeeSatisfaction1007.pdf</a></li>
</ul>
<p style="text-align: left;"></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14106</wp:post_id>
<wp:post_date>2014-02-05 21:44:21</wp:post_date>
<wp:post_date_gmt>2014-02-05 10:44:21</wp:post_date_gmt>
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<title>Performance Expo: Training Evaluation Form – Media Programme Training</title>
<link>http://www.smartkpis.com/blog/performance-expo-training-evaluation-form-%e2%80%93-media-programme-training/</link>
<pubDate>Wed, 05 Feb 2014 14:02:17 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Media]]></category>

		<category domain="tag" nicename="media"><![CDATA[Media]]></category>

		<category domain="tag"><![CDATA[MEDIA (2007-2013)]]></category>

		<category domain="tag" nicename="media-2007-2013"><![CDATA[MEDIA (2007-2013)]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Training Evaluation]]></category>

		<category domain="tag" nicename="training-evaluation"><![CDATA[Training Evaluation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14116</guid>
<description></description>
<content:encoded><![CDATA[MEDIA (2007-2013) was a European Union training programme for professionals in the audio-visual industry. Its purpose was to help people in this industry adapt to the European and international dimension of the market by promoting continuous vocational training and the use of new technologies.

In order to assess the efficiency of the training courses included in the program, the Education, Audiovisual &amp; Culture Executive Agency has put in place an extensive survey.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Training-Evaluation-Survey-Media-Programme-Training-13.jpg"><img class="aligncenter size-full wp-image-14124" title="Training-Evaluation-Survey-Media-Programme-Training-1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Training-Evaluation-Survey-Media-Programme-Training-13.jpg" width="634" height="478" /></a></p>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Training-Evaluation-Survey-Media-Programme-Training-11.jpg"><!--more--></a>
<p style="text-align: center;"><em>To see the entire survey, access </em><a href="http://goo.gl/EbOI9f" target="_blank"><em>Training Evaluation Form – Media Programme Training</em></a></p>
Positive aspects of the presented survey:
<ul>
	<li>It contains an introductory page that identifies the sending authority, the survey’s importance and the confidentiality policies;</li>
	<li>It requests information about the information sources used. This practice is useful in assessing the efficiency of different communication means and enhancing the ones with low impact;</li>
	<li>Most of the questions allow the respondents to add extra comments regarding the aspect assessed. The layout of the survey imposes no limits regarding the comments’ size, so respondents can provide a rich and useful feedback to the event organizers.</li>
</ul>
Recommendations for the presented survey:
<ul>
	<li>The scales used are different within the survey. Although the responses match the aspects assessed, using different scales and labels within the same question might affects the questionnaire’s unity. It is recommended to keep the labels <a href="http://www.uwex.edu/ces/4h/evaluation/documents/Wordingforratingscales.pdf" target="_blank">consistent</a>;</li>
</ul>
<p style="text-align: center;"><a style="font-size: 13px;" href="http://www.smartkpis.com/blog/wp-content/uploads/Training-Evaluation-Survey-Media-Programme-Training-2.jpg"><img class="aligncenter size-full wp-image-14119" title="Training-Evaluation-Survey-Media-Programme-Training-2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Training-Evaluation-Survey-Media-Programme-Training-2.jpg" width="634" height="180" /></a></p>

<ul>
	<li>Most of the questions can be answered on a four points scale (eg. Excellent, Good, Satisfactory, Unsatisfactory). It is recommended for scales to have an odd number of possibilities, including a <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#open-ended" target="_blank">neutral</a> one, for a better balance;</li>
	<li>A scale could be used instead of writing the exact labels for each answer, in order to make the questionnaire less crowded;</li>
	<li>In terms of looks and feel, the survey could also be improved by using a more attractive layout.</li>
</ul>
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Eurodesk (2011), MEDIA (2007-2013) – Training, available at: <a href="http://www.eurodesk.org/edesk/SearchDb.do?go=2&amp;progId=EU0010000010&amp;country=EU&amp;show" target="_blank">http://www.eurodesk.org/edesk/SearchDb.do?go=2&amp;progId=EU0010000010&amp;country=EU&amp;show</a></li>
	<li>Education, Audiovisual &amp; Culture Executive Agency (2007), Media Programme Training (2007 – 2013), Evaluation questionnaire, available at: <a href="http://goo.gl/EbOI9f" target="_blank">http://goo.gl/EbOI9f</a></li>
	<li>Flagg R. (2013), Basics of survey and question design, HowTo.gov, available at: <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#open-ended" target="_blank">http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#open-ended</a></li>
	<li>Powell, E. T. (2008), Wording for rating scales, available at: <a href="http://www.uwex.edu/ces/4h/evaluation/documents/Wordingforratingscales.pdf" target="_blank">http://www.uwex.edu/ces/4h/evaluation/documents/Wordingforratingscales.pdf</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul style="text-align: left;">
	<li style="text-align: left;"><a href="http://goo.gl/EbOI9f" target="_blank">http://goo.gl/EbOI9f</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14116</wp:post_id>
<wp:post_date>2014-02-06 01:02:17</wp:post_date>
<wp:post_date_gmt>2014-02-05 14:02:17</wp:post_date_gmt>
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<title>Performance-based bonus – Infographic</title>
<link>http://www.smartkpis.com/blog/performance-based-bonus-%e2%80%93-infographic/</link>
<pubDate>Wed, 05 Feb 2014 14:15:49 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Individual Performance]]></category>

		<category domain="tag" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Infographic]]></category>

		<category domain="tag" nicename="infographic"><![CDATA[Infographic]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14127</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Performance-based-bonus–Infographic.pdf-page-001.jpg"><img class="aligncenter size-full wp-image-14128" title="Performance-based-bonus–Infographic.pdf-page-001" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Performance-based-bonus–Infographic.pdf-page-001.jpg" width="634" height="1252" /><!--more--></a></p>
Positive aspects of the presented infographic:
<ul>
	<li>It is very efficient and easy to follow due to its reduced <a href="http://www.marketingweekly.com/social-media/7-dos-and-donts-design-tips-for-infographics/?mode=featured" target="_blank">dimensions</a>;</li>
	<li>The layout is well adapted to the audience, which consists of professionals – government employees;</li>
	<li>The infographic is built on a narrow color palette, which ensures <a href="http://www.smashingmagazine.com/2011/10/14/the-dos-and-donts-of-infographic-design/" target="_blank">cohesion</a>;</li>
	<li>It contains an explicit header, which clearly states the topic and explains the context;</li>
	<li>The content is divided in <a href="http://dashburst.com/infographic/viral-infographics-rules/" target="_blank">blocks</a> whose content is summarized in short headers. This structure makes the infographic even easier to be read.</li>
</ul>
Recommendations for the presented infographic:
<ul>
	<li>One of the main rules for creating good infographics is “<a href="http://www.smashingmagazine.com/2011/10/14/the-dos-and-donts-of-infographic-design/" target="_blank">Show, don’t tell</a>”. Using more visual representation methods would make the infographic more attractive;</li>
	<li>In order to create an interesting infographic, it is recommended to <a href="http://gpo.co/infographics-the-dos-and-donts-of-data-visualization/" target="_blank">think outside of the box</a>, step out of the conventional and use multiple and creative types of data visualization.</li>
</ul>
Infographic source:
<ul>
	<li><a href="http://pcdspo.gov.ph/downloads/01-PBB-Infographic-7Dec.pdf" target="_blank">http://pcdspo.gov.ph/downloads/01-PBB-Infographic-7Dec.pdf</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14127</wp:post_id>
<wp:post_date>2014-02-06 01:15:49</wp:post_date>
<wp:post_date_gmt>2014-02-05 14:15:49</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course – Sydney, Australia</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-sydney-australia-2/</link>
<pubDate>Wed, 05 Feb 2014 14:43:02 +0000</pubDate>
<dc:creator><![CDATA[cristinad]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

		<category domain="tag"><![CDATA[KPI training]]></category>

		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

		<category domain="tag"><![CDATA[KPI training Australia]]></category>

		<category domain="tag" nicename="kpi-training-australia"><![CDATA[KPI training Australia]]></category>

		<category domain="tag"><![CDATA[KPI Training Course]]></category>

		<category domain="tag" nicename="kpi-training-course"><![CDATA[KPI Training Course]]></category>

		<category domain="tag"><![CDATA[KPI training course Sydney]]></category>

		<category domain="tag" nicename="kpi-training-course-sydney"><![CDATA[KPI training course Sydney]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14377</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Sydney_v1.jpg"><img class="alignright size-full wp-image-14552" style="border: 1px solid black;" title="kpi course Sydney" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Sydney_v1.jpg" alt="kpi course Sydney" width="225" height="320" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in Sydney, Australia: 27-29 October 2014.

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/sydney-certified-kpi-professional.html" target="_blank">KPI training course </a>is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong><strong>from The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Sydney KPI Professional Certification" href="http://store.kpiinstitute.org/sydney-certified-kpi-professional.html" target="_blank">Sydney KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:<strong> </strong>

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Sydney.png"><img class="aligncenter size-full wp-image-14550" title="kpi training Sydney" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Sydney.png" alt="kpi training Sydney" width="580" height="214" /></a>
<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">27-29 October 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Sydney, Australia</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2 and   9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum of 16   participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>24 October 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$2,300 – $3,300 (GST included,   details in the course brochure)</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/sydney-certified-kpi-professional.html" target="_blank">Visit course   presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and templates provided</strong></td>
<td><a href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Sydney-Oct-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14377</wp:post_id>
<wp:post_date>2014-02-06 01:43:02</wp:post_date>
<wp:post_date_gmt>2014-02-05 14:43:02</wp:post_date_gmt>
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<title>Performance Expo: Training Evaluation Survey, East of England Healthcare Libraries, 2014</title>
<link>http://www.smartkpis.com/blog/performance-expo-training-evaluation-survey-east-of-england-health-care-libraries-2014/</link>
<pubDate>Thu, 06 Feb 2014 08:37:05 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[East of England Healthcare Libraries]]></category>

		<category domain="tag" nicename="east-of-england-healthcare-libraries"><![CDATA[East of England Healthcare Libraries]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Training Evaluation]]></category>

		<category domain="tag" nicename="training-evaluation"><![CDATA[Training Evaluation]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14131</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">At the beginning of 2014, the Health Care Libraries from the Eastern part of England have conducted a post-training evaluation survey, meant to help them understand better the strengths and weaknesses of their training courses and improve their future practices.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Healthcare-Libraries-Post-Training-Evaluation-Survey.jpg"><img class="aligncenter size-full wp-image-14132" title="Healthcare-Libraries-Post-Training-Evaluation-Survey" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Healthcare-Libraries-Post-Training-Evaluation-Survey.jpg" width="634" height="700" /></a><!--more--></p>
<p style="text-align: center;"><em>To see the entire survey, access <a href="https://www.surveymonkey.com/s/post-training-evaluation-new" target="_blank">Post Training Evaluation- East of England Healthcare Libraries</a></em></p>
<p style="text-align: justify;">Positive aspects:</p>

<ul>
	<li style="text-align: left;">It offers information about the <a href="http://www.nedarc.org/media/pdf/survey_survey_design.pdf" target="_blank">purpose of the survey</a>, confidentiality policies and states clearly the number of questions so that people partaking in this survey know what to expect and have an estimated time of completion;</li>
	<li style="text-align: left;">The questions are clear, easy to understand, <a href="http://help.surveymonkey.com/articles/en_US/kb/Design-Tips-How-to-create-and-administer-effective-surveys" target="_blank">have a logical flow</a> and additional information on how to answer them is provided wherever the case;</li>
	<li style="text-align: left;">It incorporates both open-ended questions and close-ended questions. An additional blank space for further comments is added almost after every close-ended question, in case people have other opinions than the answers provided by the survey, thus offering valuable feedback.</li>
	<li style="text-align: left;">The rating scale system has a <a href="http://www.uwex.edu/ces/4h/evaluation/documents/Wordingforratingscales.pdf" target="_blank">5 level scale</a>, which is ideal for a better analysis of the survey.</li>
</ul>
It is a good training evaluation survey, as it has all the required components and tweaks necessary to extract the information needed from the participants, and it is also easy to understand and complete. The survey can be further improved by:
<ul>
	<li>Adding an estimated time of completion at the beginning;</li>
	<li><a href="http://help.surveymonkey.com/articles/en_US/kb/Design-Tips-How-to-create-and-administer-effective-surveys" target="_blank">Demographics</a> or other sensitive questions should be placed at the end, in order to avoid participants opting out early.</li>
</ul>
<p style="text-align: justify;">References:</p>

<ul>
	<li style="text-align: left;"><span style="font-size: 13px;">East of England Health Care Libraries (2014), Post-training evaluation, available at: </span><a style="font-size: 13px;" href="https://www.surveymonkey.com/s/post-training-evaluation-new" target="_blank">https://www.surveymonkey.com/s/post-training-evaluation-new</a></li>
	<li style="text-align: left;">SurveyMonkey Help Center (2014), Survey design best practices, available at: <a href="http://help.surveymonkey.com/articles/en_US/kb/Design-Tips-How-to-create-and-administer-effective-surveys" target="_blank">http://help.surveymonkey.com/articles/en_US/kb/Design-Tips-How-to-create-and-administer-effective-surveys</a></li>
	<li style="text-align: left;">Powell, E. T. (2008), Wording for rating scales, available at: <a href="http://www.uwex.edu/ces/4h/evaluation/documents/Wordingforratingscales.pdf" target="_blank">http://www.uwex.edu/ces/4h/evaluation/documents/Wordingforratingscales.pdf</a></li>
	<li style="text-align: left;">National EMSC Data Analysis Resource Center (n.d.), Do’s and don’ts of questionnaire design in survey research, available at: <a href="http://www.nedarc.org/media/pdf/survey_survey_design.pdf" target="_blank">http://www.nedarc.org/media/pdf/survey_survey_design.pdf</a></li>
</ul>
<p style="text-align: justify;">Image source:</p>

<ul>
	<li style="text-align: left;"><a href="https://www.surveymonkey.com/s/post-training-evaluation-new" target="_blank">https://www.surveymonkey.com/s/post-training-evaluation-new</a></li>
</ul>
<p style="text-align: left;"></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14131</wp:post_id>
<wp:post_date>2014-02-06 19:37:05</wp:post_date>
<wp:post_date_gmt>2014-02-06 08:37:05</wp:post_date_gmt>
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<title>Certified KPI Professional and Practitioner Training Course – Istanbul, Turkey</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-and-practitioner-training-course-istanbul-turkey-2/</link>
<pubDate>Thu, 06 Feb 2014 15:55:15 +0000</pubDate>
<dc:creator><![CDATA[denisa]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[Certified KPI Practitioner Course Istanbul]]></category>

		<category domain="tag" nicename="certified-kpi-practitioner-course-istanbul"><![CDATA[Certified KPI Practitioner Course Istanbul]]></category>

		<category domain="tag"><![CDATA[Certified KPI Professional Training Course – Turkey]]></category>

		<category domain="tag" nicename="certified-kpi-professional-training-course-%e2%80%93-turkey"><![CDATA[Certified KPI Professional Training Course – Turkey]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI Course Istanbul]]></category>

		<category domain="tag" nicename="kpi-course-istanbul"><![CDATA[KPI Course Istanbul]]></category>

		<category domain="tag"><![CDATA[KPI Course Turkey]]></category>

		<category domain="tag" nicename="kpi-course-turkey"><![CDATA[KPI Course Turkey]]></category>

		<category domain="tag"><![CDATA[KPI Professional and Practitioner Course Turkey]]></category>

		<category domain="tag" nicename="kpi-professional-and-practitioner-course-turkey"><![CDATA[KPI Professional and Practitioner Course Turkey]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14538</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Istanbul_v3.jpg"><img class="alignright size-full wp-image-14552" style="border: 1px solid black;" title="kpi course Istanbul" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Istanbul_v3.jpg" alt="" width="225" height="300" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Istanbul</strong>, <strong>Turkey</strong>: <strong>10-14 November 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/istanbul-certified-kpi-professional-and-practitioner-576.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional &amp; Practitioner" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional &amp; Practitioner</strong></a><strong> </strong><strong>from The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Istanbul KPI Professional and Practitioner Certification" href="http://store.kpiinstitute.org/istanbul-certified-kpi-professional-and-practitioner-576.html" target="_blank">Istanbul KPI Professional and Practitioner Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:

<strong> </strong>

<strong><em>Certified KPI Professional Agenda</em></strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<em><strong>Certified KPI Practitioner Agenda</strong></em>

<strong>Day One Agenda – Establishing KPIs</strong>
<ul>
	<li>KPI Project Coordination</li>
	<li>KPI Selection</li>
	<li>Scorecard - Dashboard Development &amp; Documentation</li>
</ul>
<strong>Day Two Agenda – Managing with KPIs</strong>
<ul>
	<li>Data Collection, Analysis and Reporting</li>
	<li>KPI Review Meetings and Initiative Management</li>
	<li>KPI Management Evaluation</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Istanbul.png"><img class="aligncenter size-full wp-image-14550" title="kpi training Istanbul" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Istanbul.png" alt="kpi training Istanbul" width="580" height="214" /></a>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">10-14 November 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Istanbul, Turkey</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2 and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts, certificate for course   completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>7 November 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$2400-$3400</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/istanbul-certified-kpi-professional-and-practitioner-576.html" target="_blank">Visit course presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and templates provided</strong></td>
<td><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Istanbul-Nov-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14538</wp:post_id>
<wp:post_date>2014-02-07 02:55:15</wp:post_date>
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<title>Certified KPI Professional Training Course – Shanghai, China</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-shanghai-china/</link>
<pubDate>Thu, 06 Feb 2014 15:56:43 +0000</pubDate>
<dc:creator><![CDATA[denisa]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI accreditation China]]></category>

		<category domain="tag" nicename="kpi-accreditation-china"><![CDATA[KPI accreditation China]]></category>

		<category domain="tag"><![CDATA[KPI accreditation Shanghai]]></category>

		<category domain="tag" nicename="kpi-accreditation-shanghai"><![CDATA[KPI accreditation Shanghai]]></category>

		<category domain="tag"><![CDATA[KPI courses China]]></category>

		<category domain="tag" nicename="kpi-courses-china"><![CDATA[KPI courses China]]></category>

		<category domain="tag"><![CDATA[KPI courses Shanghai]]></category>

		<category domain="tag" nicename="kpi-courses-shanghai"><![CDATA[KPI courses Shanghai]]></category>

		<category domain="tag"><![CDATA[KPI Training China]]></category>

		<category domain="tag" nicename="kpi-training-china"><![CDATA[KPI Training China]]></category>

		<category domain="tag"><![CDATA[KPI Training Shanghai]]></category>

		<category domain="tag" nicename="kpi-training-shanghai"><![CDATA[KPI Training Shanghai]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14512</guid>
<description></description>
<content:encoded><![CDATA[<a title="kpi course Shanghai" href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Shanghai.jpg"><img class="alignright size-full wp-image-14521" style="border: 1px solid black;" title="kpi course Shanghai" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Shanghai.jpg" alt="kpi course Shanghai" width="225" height="300" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Shanghai, China</strong><strong> </strong>: <strong>5-7 November 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/shanghai-certified-kpi-professional.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong><strong>from The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Shanghai KPI Professional Certification" href="http://store.kpiinstitute.org/shanghai-certified-kpi-professional.html" target="_blank">Shanghai KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:<strong> </strong>

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Shanghai.png"><img class="aligncenter size-full wp-image-14550" title="kpi training Shanghai" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Shanghai.png" alt="kpi training Shanghai" width="580" height="214" /></a>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">5-7 November 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Shanghai, China</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2 and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts, certificate for course   completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>3 November 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$2400-$3400</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/shanghai-certified-kpi-professional.html" target="_blank">Visit   course presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and templates provided</strong></td>
<td><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Shanghai-Nov-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14512</wp:post_id>
<wp:post_date>2014-02-07 02:56:43</wp:post_date>
<wp:post_date_gmt>2014-02-06 15:56:43</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
<wp:ping_status>open</wp:ping_status>
<wp:post_name>certified-kpi-professional-training-course-shanghai-china</wp:post_name>
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<title>Certified KPI Professional Training Course – Bangalore, India</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-bangalore-india/</link>
<pubDate>Thu, 06 Feb 2014 16:13:33 +0000</pubDate>
<dc:creator><![CDATA[admin]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

		<category domain="tag"><![CDATA[KPI training]]></category>

		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

		<category domain="tag"><![CDATA[KPI training Bangalore]]></category>

		<category domain="tag" nicename="kpi-training-bangalore"><![CDATA[KPI training Bangalore]]></category>

		<category domain="tag"><![CDATA[KPI Training Course]]></category>

		<category domain="tag" nicename="kpi-training-course"><![CDATA[KPI Training Course]]></category>

		<category domain="tag"><![CDATA[KPI training India]]></category>

		<category domain="tag" nicename="kpi-training-india"><![CDATA[KPI training India]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14549</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Bangalore_v1.jpg"><img class="alignright size-full wp-image-9715" style="border: 1px solid black; margin-left: 6px; margin-right: 6px;" title="kpi course Bangalore" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Bangalore_v1.jpg" alt="kpi course Banghalore" width="250" height="350" /></a>The KPI Institute has announced the dates for its next <strong><a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://www.smartkpis.com/premium/services/open-training-courses/sydney-certified-kpi-professional-training-course-102.html" target="_blank">KPI certification training course</a></strong> taking place in Sydney, Australia: <strong>5-7 November 2014</strong>, in <strong>Bangalore, India.</strong></p>
<p style="text-align: justify;">The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.</p>
<p style="text-align: justify;"><span style="text-align: justify;">This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/bangalore-certified-kpi-professional.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying </span><span style="text-align: justify;">business management systems and BI software by developing the next </span><span style="text-align: justify;">generation of KPI professionals. These KPI specialists will </span><span style="text-align: justify;">become </span><span style="text-align: justify;">the go-to place for advice around understanding, establishing, activating, </span><span style="text-align: justify;">reporting and generating value by using KPI across organizations.
</span></p>
<p style="text-align: justify;">By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.</p>

<h3><strong>Participant Certification</strong></h3>
<p style="text-align: justify;">Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong><strong>from The KPI Institute</strong>.</p>

<h3><span style="font-weight: bold;"><!--more-->Key Business Benefits</span></h3>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<h3>Reasons for attending</h3>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the www.smartKPIs.com premium content.</li>
</ul>
<h3><span style="text-align: justify;">Agenda overview</span></h3>
<div style="text-align: justify;">

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
</div>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<div style="text-align: justify;">
<h3>Course details and investment</h3>
</div>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Bangalore.png"><img class="aligncenter size-full wp-image-14550" title="kpi training Bangalore" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Bangalore.png" alt="kpi training Bangalore" width="580" height="214" /></a>
<table style="font-family: Arial, Helvetica, sans-serif; font-size: 13px; color: #000000; line-height: 19px;" border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td style="text-align: left;" width="180"><strong>Date</strong></td>
<td style="text-align: left;" width="400">3-5 December 2012</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Karstens Conference and Training Center, Harrington St., Sydney</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2 and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts, certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>1 December 2012</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$2300-$3300 (GST included, details in the course brochure)</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><span style="color: #008000;"><a href="http://store.kpiinstitute.org/bangalore-certified-kpi-professional.html" target="_blank">Visit course presentation page</a></span></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and templates provided</strong></td>
<td style="text-align: left;"><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Bangalore-Nov-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14549</wp:post_id>
<wp:post_date>2014-02-07 03:13:33</wp:post_date>
<wp:post_date_gmt>2014-02-06 16:13:33</wp:post_date_gmt>
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<title>Performance Expo: Community Dashboard – Greater Austin and Travis County</title>
<link>http://www.smartkpis.com/blog/performance-expo-community-dashboard-%e2%80%93-greater-austin-and-travis-county/</link>
<pubDate>Fri, 07 Feb 2014 13:15:39 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Community Action Network]]></category>

		<category domain="tag" nicename="community-action-network"><![CDATA[Community Action Network]]></category>

		<category domain="tag"><![CDATA[Dashboard]]></category>

		<category domain="tag" nicename="dashboard"><![CDATA[Dashboard]]></category>

		<category domain="tag"><![CDATA[Greater Austin]]></category>

		<category domain="tag" nicename="greater-austin"><![CDATA[Greater Austin]]></category>

		<category domain="tag"><![CDATA[Non-Governmental]]></category>

		<category domain="tag" nicename="non-governmental"><![CDATA[Non-Governmental]]></category>

		<category domain="tag"><![CDATA[Non-Profit]]></category>

		<category domain="tag" nicename="non-profit"><![CDATA[Non-Profit]]></category>

		<category domain="tag"><![CDATA[Travis County]]></category>

		<category domain="tag" nicename="travis-county"><![CDATA[Travis County]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14145</guid>
<description></description>
<content:encoded><![CDATA[The Community Action Network (CAN), a partnership of governmental, non-profit, private and faith-based organizations played a key role in improving the social health and well-being of the Austin and Travis County.

In 2008, CAN developed a performance dashboard with the purpose of measuring the community’s progress over time. The committee began with more than 80 key performance indicators (KPIs), but after several meetings, they have decided to monitor only 16 KPIs related to their areas of interest.
<p style="text-align: center;"><a href="http://austintexas.gov/sites/default/files/files/City_Manager/CANCommunityDashboard2013.pdf" target="_blank"><img class="aligncenter size-full wp-image-14146" title="Dashboard-Austin-and-Travis-County-2013" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Dashboard-Austin-and-Travis-County-2013.png" width="634" height="400" /><!--more--></a></p>
<p style="text-align: center;"><em>To see the entire dashboard, access: </em><a href="http://austintexas.gov/sites/default/files/files/City_Manager/CANCommunityDashboard2013.pdf" target="_blank"><em>Greater Austin and Travis County Community Dashboard</em></a></p>
The Community Dashboard provides a snapshot of the overall social, health, criminal justice, educational and economic well-being of Travis County and the greater Austin metro area, helping the CAN partner organizations and the community in assessing whether they are heading to the right direction on an annual basis.

However, this dashboard resembles more to a scorecard. Dashboards should enable quick decision making and display data in a way that enhances data analysis. This is why graphics and charts are more recommended in dashboards than tables. It is easier for the human brain to <a href="http://www.sas.com/en_us/insights/big-data/data-visualization.html" target="_blank">grasp the meaning of data </a>when it is visually represented. Different graphs can be used to provide an instant snapshot of the KPIs’ results, for example: line graphs – they allow viewers to easily track trends and KPIs evolution in time against specific targets, or bar charts – to allow quick comparisons between the data displayed.

Another recommendation is to standardize the KPIs names according to the KPI Institute’s best practices - when symbols are used ($ - value of, % - percentage of, # - number of) the communication becomes more efficient (e.g. % Adults reporting poor mental health, # People identified in the annual point-in-time homeless count).
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Sarria, V., Dodd, M., Bottoms, C., Paris, K. (2013), Community dashboard 2013: Key socioeconomic indicators for Greater Austin and Travis County, available at: <a href="http://austintexas.gov/sites/default/files/files/City_Manager/CANCommunityDashboard2013.pdf">http://austintexas.gov/sites/default/files/files/City_Manager/CANCommunityDashboard2013.pdf</a></li>
	<li>Community Action Network (2010), Community dashboard 2010: Key social indicators for Austin and Travis County, available at: <a href="http://canatx.org/CAN-Research/Publications/files/CANCommunityDashboard2010.pdf">http://canatx.org/CAN-Research/Publications/files/CANCommunityDashboard2010.pdf</a></li>
	<li>SAS (n.d.), Data visualization: What it is and why it is important, available at: <a href="http://www.sas.com/en_us/insights/big-data/data-visualization.html">http://www.sas.com/en_us/insights/big-data/data-visualization.html</a></li>
	<li>The KPI Institute (2014), Certified KPI Professional Training Course, available at: <a href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html">http://store.kpiinstitute.org/kpi-professional-certification-training-course.html</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul style="text-align: left;">
	<li><a href="http://austintexas.gov/sites/default/files/files/City_Manager/CANCommunityDashboard2013.pdf">http://austintexas.gov/sites/default/files/files/City_Manager/CANCommunityDashboard2013.pdf</a></li>
</ul>
<p style="text-align: left;"><em>
</em></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14145</wp:post_id>
<wp:post_date>2014-02-08 00:15:39</wp:post_date>
<wp:post_date_gmt>2014-02-07 13:15:39</wp:post_date_gmt>
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<title>Assessing Governmental Performance – Sierra Leone </title>
<link>http://www.smartkpis.com/blog/assessing-governmental-performance-%e2%80%93-sierra-leone/</link>
<pubDate>Mon, 10 Feb 2014 10:32:02 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Government - Local]]></category>

		<category domain="tag" nicename="government-local"><![CDATA[Government - Local]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Service Delivery Directorate]]></category>

		<category domain="tag" nicename="service-delivery-directorate"><![CDATA[Service Delivery Directorate]]></category>

		<category domain="tag"><![CDATA[Sierra Leone]]></category>

		<category domain="tag" nicename="sierra-leone"><![CDATA[Sierra Leone]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14153</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The Government of Sierra Leone has felt the need for improvement and in order to do so, in 2008 it started implementing the Performance Contracts. In this context, all Governmental Institutions, Local Councils and Parastatals Tertiary Institutions have to monitor and evaluate their performance every year. To ensure the success of their own programs, they study Performance Management best practice examples from all around the world and adapt them to their own needs and situations.</p>
<p style="text-align: justify;">All these efforts are coordinated by the president himself, each Contract is signed between the institution and the president, and they represent means to improve the quality of life in Sierra Leone.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Sierra-Leone.png"><img class="aligncenter size-full wp-image-14159" title="Sierra-Leone" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Sierra-Leone.png" width="650" height="450" /></a><!--more--></p>
<p style="text-align: justify;">At the end of every year, a Performance Management and Service Delivery Directorate evaluates the performance of each institution. Reports are made public, in order to illustrate progress and to boost people’s confidence in the program and in the State. During the 3 days evaluation process, challenges and future plans are also assessed and approved if necessary.</p>
<p style="text-align: justify;">At the end of 2013, during the performance assessment process each Ministry presented progress reports on programs and initiatives, as follows:</p>

<ul>
	<li style="text-align: left;">Ministry of Transport and Aviation:</li>
</ul>
-        The progress made with the construction of the new airport Mamamah and the rehabilitation of the old one;

-        A future plan of purchasing 100 buses to ease public transportation in Freetown.
<ul>
	<li>Ministry of Attorney General and Justice:</li>
</ul>
-        The high completion of court cases;

-        A computerized data base that keeps track of them.
<ul>
	<li style="text-align: left;">Ministry of Information and Communication:</li>
</ul>
<p style="text-align: left;">-        The challenges encountered with mobile phone networks</p>
<p style="text-align: left;">-        The success of passing the Access to Information Act. Also in coordination with the Ministry of Justice,</p>
<p style="text-align: left;">-        Efforts have been made to introduce fiber-optics to improve internet connectivity and ease internet access.</p>

<ul style="text-align: left;">
	<li style="text-align: left;">Ministry of Energy and Water Resources: the evolution of extending their grid, covering all the parts of Freetown and other regions.</li>
</ul>
<p style="text-align: justify;">The evaluation goes further with assessing each institution within the Ministry. This way, the performance evaluation system is cascaded down to reach even the smallest Governmental unit.</p>
<p style="text-align: justify;">In order to stimulate and create a benefic competitive environment at the end of 2014, Sierra Leone Government is planning to create a top of best and poor performing Ministries, Departments and Agencies.</p>
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Times Newspaper (2014), In sierra Leone, State Institutions Performance Contracts session ends day one, available at: <a href="http://news.sl/drwebsite/publish/article_200524653.shtml" target="_blank">http://news.sl/drwebsite/publish/article_200524653.shtml</a></li>
	<li>Government of Sierra Leone Press Release (2014), Institutions face assessment, available at: <a href="http://www.statehouse.gov.sl/index.php/component/content/article/34-news-articles/803-government-of-sierra-leone-press-release-institutions-face-assessment" target="_blank">http://www.statehouse.gov.sl/index.php/component/content/article/34-news-articles/803-government-of-sierra-leone-press-release-institutions-face-assessment</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul style="text-align: left;">
	<li style="text-align: left;"><a href="http://goo.gl/QrmVVh" target="_blank">http://goo.gl/QrmVVh</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14153</wp:post_id>
<wp:post_date>2014-02-10 21:32:02</wp:post_date>
<wp:post_date_gmt>2014-02-10 10:32:02</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>What is the difference between metrics, KPIs and KRIs?</title>
<link>http://www.smartkpis.com/blog/what-is-the-difference-between-metrics-kpis-and-kris/</link>
<pubDate>Mon, 10 Feb 2014 13:35:04 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Ask the Experts]]></category>

		<category domain="tag" nicename="ask-the-experts"><![CDATA[Ask the Experts]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KRI]]></category>

		<category domain="tag" nicename="kri"><![CDATA[KRI]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14162</guid>
<description></description>
<content:encoded><![CDATA[A metric refers to something we can measure. It has its roots in the word “metron”, used in ancient Greece to reflect measurement. For instance, air pollution, air temperature, water depth, people’s height or weight are all metrics.

When metrics reflect the achievement of a desired state, they become Key Performance Indicators (KPIs). A KPI expresses the achievement of a desired level of results in an area relevant to the evaluated entity’s activity.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Metrics-KPIs-KRIs.png"><img class="aligncenter size-full wp-image-14163" title="Metrics-KPIs-KRIs" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Metrics-KPIs-KRIs.png" width="634" height="574" /></a><!--more--></p>
For example # Air pollution may be just a metric, but for an organization that is concerned with reducing the environmental impact of its production process, it becomes an important KPI for the Health, Safety, Security and Environment (HSSE) Department.

When metrics provide an early warning regarding an increased risk exposure in certain area of operations, they become Key Risk Indicators (KRIs).

% Large customers in financial difficulty can be a KRI as it indicates how large the company’s exposure is towards its clients. A large percentage of customers with financial problems can affect the cash flow of the organization.

Therefore, everything we measure is a metric. If it reflects performance it becomes a KPI. If it reflects risk it becomes a KRI. With all of these tools: metrics, KPIs and KRIs we can do analytics to explore trends, data patterns and interdependencies, all for supporting better decision making and ultimately the achievement of desired results.

References:
<ul>
	<li>The KPI Institute (2014), The Certified KPI Professional training course, available at: <a href="http://store.kpiinstitute.org/scheduled-courses.html" target="_blank">http://store.kpiinstitute.org/scheduled-courses.html</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank">http://store.kpiinstitute.org/kpi-professional-certification-training-course.html</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14162</wp:post_id>
<wp:post_date>2014-02-11 00:35:04</wp:post_date>
<wp:post_date_gmt>2014-02-10 13:35:04</wp:post_date_gmt>
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<wp:post_name>what-is-the-difference-between-metrics-kpis-and-kris</wp:post_name>
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<title>Which are the challenges in setting targets?</title>
<link>http://www.smartkpis.com/blog/which-are-the-challenges-in-setting-targets/</link>
<pubDate>Mon, 10 Feb 2014 15:07:51 +0000</pubDate>
<dc:creator><![CDATA[Mihai]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Ask the Experts]]></category>

		<category domain="tag" nicename="ask-the-experts"><![CDATA[Ask the Experts]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

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		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[target setting]]></category>

		<category domain="tag" nicename="target-setting"><![CDATA[target setting]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14166</guid>
<description></description>
<content:encoded><![CDATA[A target reflects the desired level of a Key Performance Indicator (KPI). Targets make the results derived from measurement meaningful and provide organizations with feedback regarding performance.

Targets are a mandatory prerequisite for each KPI measured, they should be quantifiable and clearly expressed. The process of setting targets should be based on sound research. Sources of relevant information are: internal historical data, benchmarking reports and, in some instances, even annual reports from competitors or other companies from the same or a similar industry.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Target-Pic.png"><img class="alignnone size-full wp-image-14167" title="Target Pic" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Target-Pic.png" width="634" height="230" /></a><!--more-->

Setting the right targets is, in most cases, an adjustment process. Acknowledging the internal capabilities of the company is essential, but testing different target level can lead to experiential learning and eventually to the right target.

Challenges:
<ul>
	<li>Keeping targets ambitious, but yet attainable;</li>
	<li>Preventing negative behaviors that may occur by overemphasizing reaching targets;</li>
	<li>Maintaining flexibility and adjusting targets.</li>
</ul>
Establishing targets is just the first step towards high performance, as adjustments to the internal processes and constant analysis on achieved results compared to fixed targets are necessary to achieve targets in a healthy manner.]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14166</wp:post_id>
<wp:post_date>2014-02-11 02:07:51</wp:post_date>
<wp:post_date_gmt>2014-02-10 15:07:51</wp:post_date_gmt>
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<title>Certified KPI Professional and Practitioner Training Course – Riyadh, Saudi Arabia</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-and-practitioner-training-course-riyadh-saudi-arabia-2-2/</link>
<pubDate>Mon, 10 Feb 2014 15:33:30 +0000</pubDate>
<dc:creator><![CDATA[diana1]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

		<category domain="tag"><![CDATA[KPI training]]></category>

		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

		<category domain="tag"><![CDATA[KPI Training Course]]></category>

		<category domain="tag" nicename="kpi-training-course"><![CDATA[KPI Training Course]]></category>

		<category domain="tag"><![CDATA[KPI training Riyadh]]></category>

		<category domain="tag" nicename="kpi-training-riyadh"><![CDATA[KPI training Riyadh]]></category>

		<category domain="tag"><![CDATA[KPI Training Saudi Arabia]]></category>

		<category domain="tag" nicename="kpi-training-saudi-arabia"><![CDATA[KPI Training Saudi Arabia]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14514</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Riyadh_v2.jpg"><img class="alignright size-full wp-image-14275" style="border: 1px solid black; margin-left: 6px; margin-right: 6px;" title="kpi courses Riyadh" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Riyadh_v2.jpg" alt="kpi courses Riyadh" width="225" height="300" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Riyadh, Saudi Arabia</strong>: <strong>16</strong><strong><strong><strong>-2</strong></strong><strong>0</strong></strong><strong> November 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/riyadh-certified-kpi-professional-and-practitioner-537.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong>from<strong> The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Riyadh KPI Professional &amp; Practitioner  Certification" href="http://store.kpiinstitute.org/riyadh-certified-kpi-professional-and-practitioner-537.html" target="_blank">Riyadh KPI Professional &amp; Practitioner Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:<strong> </strong>

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<em><strong>Certified KPI Practitioner Agenda</strong></em>

<strong>Day One Agenda – Establishing KPIs</strong>
<ul>
	<li>KPI Project Coordination</li>
	<li>KPI Selection</li>
	<li>Scorecard - Dashboard Development &amp; Documentation</li>
</ul>
<strong>Day Two Agenda – Managing with KPIs</strong>
<ul>
	<li>Data Collection, Analysis and Reporting</li>
	<li>KPI Review Meetings and Initiative Management</li>
	<li>KPI Management Evaluation</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Riyadh.png"><img class="aligncenter size-full wp-image-14550" title="kpi training Riyadh" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Riyadh.png" alt="kpi training Riyadh" width="580" height="214" /></a>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">16-20 November 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Riyadh, Saudi Arabia</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>13 November 2014</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/scheduled-courses/riyadh-certified-kpi-professional-and-practitioner-537.html" target="_blank">Visit course   presentation page</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14514</wp:post_id>
<wp:post_date>2014-02-11 02:33:30</wp:post_date>
<wp:post_date_gmt>2014-02-10 15:33:30</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course – Singapore</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-singapore/</link>
<pubDate>Mon, 10 Feb 2014 15:59:29 +0000</pubDate>
<dc:creator><![CDATA[ovidiu]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14536</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Singapore_v3.jpg"><img class="alignright size-full wp-image-14310" style="border: 1px solid black; margin-left: 6px; margin-right: 6px;" title="kpi course Singapore" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Singapore_v3.jpg" alt="kpi course Singapore" width="225" height="300" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/singapore-certified-kpi-professional-550.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Singapore</strong>: <strong>12-14 November 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/singapore-certified-kpi-professional-550.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong>from <strong>The KPI Institute</strong>.<!--more-->

<strong>Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Singapore KPI Professional Certification" href="http://store.kpiinstitute.org/singapore-certified-kpi-professional-550.html" target="_blank">Singapore KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:

<strong> </strong>

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Singapore.png"><img class="aligncenter size-full wp-image-14550" title="kpi training Singapore" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Singapore.png" alt="kpi training Singapore" width="580" height="214" /></a>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">12-14 November 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Singapore</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion,  lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>10 November 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$2,400 – $3,400 (GST   included, details in the course brochure)</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/singapore-certified-kpi-professional-550.html" target="_blank">Visit course   presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and  templates provided</strong></td>
<td><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Singapore-Nov-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14536</wp:post_id>
<wp:post_date>2014-02-11 02:59:29</wp:post_date>
<wp:post_date_gmt>2014-02-10 15:59:29</wp:post_date_gmt>
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<title>What techniques to use to select KPIs?</title>
<link>http://www.smartkpis.com/blog/what-techniques-to-use-to-select-kpis/</link>
<pubDate>Mon, 10 Feb 2014 16:07:04 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Ask the Experts]]></category>

		<category domain="tag" nicename="ask-the-experts"><![CDATA[Ask the Experts]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

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		<category domain="tag"><![CDATA[KPI Selection]]></category>

		<category domain="tag" nicename="kpi-selection"><![CDATA[KPI Selection]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14174</guid>
<description></description>
<content:encoded><![CDATA[&nbsp;

Selecting KPIs is the main challenge in establishing a performance management framework based on Key Performance Indicators.

What techniques can be used to facilitate the KPI selection phase of the project?
<ol>
	<li>KPI expo</li>
	<li>KPI wall clustering</li>
	<li>KPI selection criteria</li>
</ol>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi-selection-techniques.png"><img class="aligncenter size-full wp-image-14175" title="kpi-selection-techniques" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi-selection-techniques.png" width="382" height="409" /></a><!--more-->

The KPI expo consists in presenting a list of KPIs during the KPI selection workshop to offer participants an idea of how KPIs look like and to start the process with the end in mind. This is not a list that has to be refined to finalize the selection.

KPI wall clustering is an exercise used to group KPIs based on objectives or relevant activities. It is important to ensure interactivity between workshop participants during the exercise. Discussing each KPI and deciding on appropriate clustering ensures involvement and helps the buy-in process.

KPI selection criteria refers to defining clear specifications that will help to filter all the KPI examples brainstormed.  A variety of criteria that can be established, but it is important to keep the process simple and avoid using a vast array of complex filtering features. Three basic characteristics need to be taken into consideration. KPIs should be:
<ul>
	<li>Relevant – The KPI reflects a measurable expression for the achievement of a desired level of results in an area significant to the organization. It can be the achievement of a strategic objective or an aspect that is essential for decision making;</li>
	<li>Clearly defined – KPIs should be described by using clear and intelligible terms. Management jargon or abstract concepts are recommended to be avoided;</li>
	<li>Balanced – Ideally, when selecting KPIs, two KPIs are recommended to be monitored for each objective in order avoid negative behaviors. The risk of attaining the target for one performance indicator, while ignoring the achievement of the other can be reduced if KPIs are balanced.</li>
</ul>
References:
<ul>
	<li>The KPI Institute (2014), The Certified KPI Professional training course, available at: <a href="http://store.kpiinstitute.org/scheduled-courses.html">http://store.kpiinstitute.org/scheduled-courses.html</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14174</wp:post_id>
<wp:post_date>2014-02-11 03:07:04</wp:post_date>
<wp:post_date_gmt>2014-02-10 16:07:04</wp:post_date_gmt>
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<title>Certified KPI Professional and Practitioner Training Course – Riyadh, Saudi Arabia</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-and-practitioner-training-course-riyadh-saudi-arabia/</link>
<pubDate>Tue, 11 Feb 2014 15:21:39 +0000</pubDate>
<dc:creator><![CDATA[diana1]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14456</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Riyadh_v3.jpg"><img class="alignright size-full wp-image-14275" style="border: 1px solid black; margin-left: 6px; margin-right: 6px;" title="kpi course Muscat" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Riyadh_v3.jpg" alt="kpi course Muscat" width="225" height="300" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Riyadh, Saudi Arabia</strong>: <strong>7</strong><strong><strong>-11</strong></strong><strong> Decembrie 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/riyadh-certified-kpi-professional-and-practitioner-573.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong>from<strong> The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Riyadh KPI Professional and Practitioner Certification" href="http://store.kpiinstitute.org/riyadh-certified-kpi-professional-and-practitioner-573.html" target="_blank">Riyadh KPI Professional and Practitioner Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:<strong> </strong>

<strong> </strong>

<em><strong>Certified KPI Professional Agenda</strong></em>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<em><strong>Certified KPI Practitioner Agenda</strong></em>

<strong>Day One Agenda – Establishing KPIs</strong>
<ul>
	<li>KPI Project Coordination</li>
	<li>KPI Selection</li>
	<li>Scorecard - Dashboard Development &amp; Documentation</li>
</ul>
<strong>Day Two Agenda – Managing with KPIs</strong>
<ul>
	<li>Data Collection, Analysis and Reporting</li>
	<li>KPI Review Meetings and Initiative Management</li>
	<li>KPI Management Evaluation</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Riyadh.png"><img class="aligncenter size-full wp-image-14271" title="kpi training Riyadh" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Riyadh.png" alt="" width="580" height="214" /></a>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">7-11 December 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Riyadh, Saudi Arabia</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,  certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>4 Decembrie 2014</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/scheduled-courses/riyadh-certified-kpi-professional-and-practitioner-573.html" target="_blank">Visit course presentation page</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14456</wp:post_id>
<wp:post_date>2014-02-12 02:21:39</wp:post_date>
<wp:post_date_gmt>2014-02-11 15:21:39</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course – Johannesburg, South Africa</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-johannesburg-south-africa/</link>
<pubDate>Tue, 11 Feb 2014 15:23:20 +0000</pubDate>
<dc:creator><![CDATA[diana1]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14497</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Johannesburg_v2.jpg"><img class="alignright size-full wp-image-14484" style="border: 1px solid black; margin-left: 6px; margin-right: 6px;" title="kpi course Johannesburg" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Johannesburg_v2.jpg" alt="" width="225" height="300" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Johannesburg, South Africa</strong>: <strong>26-28 November 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/johannesburg-certified-kpi-professional-571.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong><strong>from </strong><strong>The KPI Institute</strong>.

<strong><!--more-->Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Johannesburg KPI Professional Certification" href="http://store.kpiinstitute.org/johannesburg-certified-kpi-professional-571.html" target="_blank">Johannesburg KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:<strong> </strong>

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<strong><a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Johannesburg.png"><img class="aligncenter size-full wp-image-14486" title="kpi training Johannesburg" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Johannesburg.png" alt="kpi training Johannesburg" width="580" height="214" /></a>
</strong>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">26-28 November 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Johannesburg, South Africa</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>24 November 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$1,700 – $2,400 (GST   included, details in the course brochure)</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/scheduled-courses/johannesburg-certified-kpi-professional-571.html" target="_blank">Visit course  presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and   templates provided</strong></td>
<td><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Johannesburg-Nov-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14497</wp:post_id>
<wp:post_date>2014-02-12 02:23:20</wp:post_date>
<wp:post_date_gmt>2014-02-11 15:23:20</wp:post_date_gmt>
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<title>Certified KPI Professional Training Course – Rio de Janeiro, Brazil</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-rio-de-janeiro-brazil/</link>
<pubDate>Tue, 11 Feb 2014 16:12:22 +0000</pubDate>
<dc:creator><![CDATA[ovidiu]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

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<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14483</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Rio_de_Janeiro_v1.jpg"><img class="alignright size-full wp-image-14310" style="border: 1px solid black; margin-left: 6px; margin-right: 6px;" title="KPI certification training course" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Rio_de_Janeiro_v1.jpg" alt="kpi course Rio de Janeiro" width="225" height="300" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Rio de Janeiro, Brazil</strong>: <strong>3-5 December 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/rio-de-janeiro-certified-kpi-professional.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong>from <strong>The KPI Institute</strong>.<!--more-->

<strong>Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Rio de Janeiro KPI Professional Certification" href="http://store.kpiinstitute.org/rio-de-janeiro-certified-kpi-professional.html" target="_blank">Rio de Janeiro KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:

<strong> </strong>

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<a title="kpi training Rio de Janeiro" href="http://www.smartkpis.com/Courses_Banners/kpi_training_Rio_de_Janeiro.png"><img class="aligncenter size-full wp-image-14550" title="kpi training Rio de Janeiro" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Rio_de_Janeiro.png" alt="kpi training Rio de Janeiro" width="580" height="214" /></a>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">3-5 December 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Rio de Janeiro, Brazil</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion,  lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>28 November 2014</td>
</tr>
<tr>
<td><strong>Course attendance fee</strong></td>
<td>$1,700 – $2,400 (GST   included, details in the course brochure)</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a href="http://store.kpiinstitute.org/rio-de-janeiro-certified-kpi-professional.html" target="_blank">Visit course   presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and  templates provided</strong></td>
<td><a href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Rio_de_Janeiro-Dec-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
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<wp:post_id>14483</wp:post_id>
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<title>Open data – The roadmap for success in Houston, Texas</title>
<link>http://www.smartkpis.com/blog/open-data-%e2%80%93-the-roadmap-for-success-in-houston-texas/</link>
<pubDate>Wed, 12 Feb 2014 07:22:49 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Government - State / Federal]]></category>

		<category domain="tag" nicename="government-state-federal"><![CDATA[Government - State / Federal]]></category>

		<category domain="tag"><![CDATA[Performance Improvement Portal]]></category>

		<category domain="tag" nicename="performance-improvement-portal"><![CDATA[Performance Improvement Portal]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14179</guid>
<description></description>
<content:encoded><![CDATA[“Open data will encourage civic involvement and increase the pace of innovation in the city.”  These are the words of Mayor Parker, who strongly believes that a more transparent approach towards reporting public performance will support Houston’s development.

The <a href="http://performance.houstontx.gov/" target="_blank">Performance Improvement Portal</a> is a hub where the city’s performance data is made available for the citizens. Quarterly Performance Management reports, interactive dashboards, civic innovation initiatives and the open data portal can all be accessed from here.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Houston-quarterly-performance-management-report-20141.png"><img class="aligncenter size-large wp-image-14182" title="Houston-quarterly-performance-management-report-2014" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Houston-quarterly-performance-management-report-20141-1023x543.png" width="634" height="340" /></a>
<!--more--></p>
The table above is part of the city’s quarterly reporting and it shows for each KPI the target, its current result, the status and the trend. Each department of the local administration is in charge of several metrics, whose performance will be regularly monitored to track progress. The focus will remain on the areas that need improvement, which will be addressed through Performance Improvement Engagements (PIEs).

Moreover, the hub is intended to create an environment where citizens interested in improving performance monitoring can create useful applications for the community. This initiative is seen as an innovative approach towards an effective business-to-government (B2G) management. Until now, this sector has been run by big IT players, including Microsoft and IBM. However, Houston city believes that the civic tech can become a part of the technology market: “we could pay hundreds of thousands of dollars for big software solutions, but a homegrown developer or entrepreneur could show us a custom solution that oftentimes will work better and be more user-friendly”, <a href="http://www.bizjournals.com/houston/blog/nuts-and-bolts/2014/02/city-s-open-data-initiative-aims-to-spark-new-b2g.html" target="_blank">Jesse Bounds</a>, the acting deputy of Houston’s Performance Improvement Division.

References:
<ul>
	<li>The City of Houston (2014), Performance Improvement Portal, available at: <a href="http://performance.houstontx.gov/">http://performance.houstontx.gov/</a></li>
	<li>Ryan, M. (2014), City’s open data initiative aims to spark new B2G tech sector, available at: <a href="http://www.bizjournals.com/houston/blog/nuts-and-bolts/2014/02/city-s-open-data-initiative-aims-to-spark-new-b2g.html">http://www.bizjournals.com/houston/blog/nuts-and-bolts/2014/02/city-s-open-data-initiative-aims-to-spark-new-b2g.html</a></li>
	<li>McCann, B. (2014), Houston, TX uses open data for biz to gov initiative, available at: <a href="http://civsourceonline.com/2014/02/07/houston-tx-uses-open-data-for-biz-to-gov-initiative/">http://civsourceonline.com/2014/02/07/houston-tx-uses-open-data-for-biz-to-gov-initiative/</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.houstontx.gov/budget/mfr/fy14/dec/pm.pdf">http://www.houstontx.gov/budget/mfr/fy14/dec/pm.pdf</a></li>
</ul>]]></content:encoded>
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<wp:post_id>14179</wp:post_id>
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<title>Innovation in big data</title>
<link>http://www.smartkpis.com/blog/innovation-in-big-data/</link>
<pubDate>Wed, 12 Feb 2014 08:32:29 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Information Technology]]></category>

		<category domain="tag" nicename="information-technology"><![CDATA[Information Technology]]></category>

		<category domain="tag"><![CDATA[Innovation]]></category>

		<category domain="tag" nicename="innovation"><![CDATA[Innovation]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14187</guid>
<description></description>
<content:encoded><![CDATA[During the past years, a new information source has become increasingly important to achieve success for companies worldwide. This new information source is represented by large data sets, recently named big data. The increasing volume and the sheer detail of this information available with the rise of technology and social media makes analyzing big data a mandatory prerequisite for companies that want to establish themselves on the global market.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/big-data.png"><img class="aligncenter size-full wp-image-14188" title="big-data" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/big-data.png" width="634" height="385" /></a>

&nbsp;

<!--more-->The rise of big data is evident by recent projections that estimate that big data related products and services sales surpassed the $18 billion mark during the last year.

Innovation is one of the driving keys for success in handling big data. Companies are competing in coming up with the most profitable and creative manners to analyze and use big data in order to gain a competitive advantage.

This topic is addressed by Fast Company in its World’s Top 10 Most Innovative Companies in Big Data, part of the Most Innovative Companies 2014 report.

The top 10 most innovative companies in big data are the following:
<ol>
	<li><strong>General Electric</strong>: Connected the industrial sector with the internet and helped airlines and railroads to gain access hard data in order to optimize internal processes;</li>
	<li><strong>Kaggle</strong>: With over 150,000 data scientists employed, it solves complex “data puzzles”;</li>
	<li><strong>Ayasdi</strong>: Links data visualization with big data in order to reveal new data trends;</li>
	<li><strong>IBM</strong>: Teaches the world the importance and benefits of big data through the Smarter Cities initiatives;</li>
	<li><strong>Mount Sinai Icahn School of Medicine</strong>: Links big data with medicine and establishes the basis for new-era medicine.</li>
	<li><strong>The Weather Company</strong>: Predicts shopping behaviours based on local climates and weather patterns;<strong> </strong></li>
	<li><strong>Knewton</strong>: Their digital platforms analyses the evolution of millions of students in order to develop quiz questions and personalized learning objectives;</li>
	<li><strong>Splunk</strong>: Free big data service that can analyze data and generate a large array of visualizations;</li>
	<li><strong>Gnip</strong>: Offers the possibility to monitor and dissect the social media universe by keywords or locations;</li>
	<li><strong>Evolv</strong>: This HR software analyzes employee performance by evaluating competencies, experience and behaviors.</li>
</ol>
References:
<ul>
	<li>Fast Company (2014), The World’s Top 10 Most Innovative Companies in Big Data, available at: <a href="http://www.fastcompany.com/most-innovative-companies/2014/industry/big-data">http://www.fastcompany.com/most-innovative-companies/2014/industry/big-data</a></li>
	<li>Manyika, J., Chui, M., brown, B., Bughin, J., Dobbs, R., Roxburgh, C., Hung Byers, A. (2011), Big data: The next frontier for innovation, competition, and productivity, McKinsey Global Institute, available at: <a href="http://www.mckinsey.com/insights/business_technology/big_data_the_next_frontier_for_innovation">http://www.mckinsey.com/insights/business_technology/big_data_the_next_frontier_for_innovation</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.opentracker.net/sites/all/themes/ot3/images/big-data-infographic_504f4d2f5bd2f.jpg">http://www.opentracker.net/sites/all/themes/ot3/images/big-data-infographic_504f4d2f5bd2f.jpg</a></li>
</ul>]]></content:encoded>
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<wp:post_id>14187</wp:post_id>
<wp:post_date>2014-02-12 19:32:29</wp:post_date>
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<title>Certified KPI Professional Training Course – Muscat, Oman</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-training-course-muscat-oman-2/</link>
<pubDate>Wed, 12 Feb 2014 14:58:46 +0000</pubDate>
<dc:creator><![CDATA[diana1]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

		<category domain="tag"><![CDATA[KPI training]]></category>

		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

		<category domain="tag"><![CDATA[KPI Training Course]]></category>

		<category domain="tag" nicename="kpi-training-course"><![CDATA[KPI Training Course]]></category>

		<category domain="tag"><![CDATA[KPI training Muscat]]></category>

		<category domain="tag" nicename="kpi-training-muscat"><![CDATA[KPI training Muscat]]></category>

		<category domain="tag"><![CDATA[KPI training Oman]]></category>

		<category domain="tag" nicename="kpi-training-oman"><![CDATA[KPI training Oman]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14329</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Muscat_v2.jpg"><img class="alignright size-full wp-image-14275" style="border: 1px solid black; margin-left: 6px; margin-right: 6px;" title="kpi courses Muscat" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Muscat_v2.jpg" alt="kpi courses Muscat" width="225" height="300" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Muscat</strong><strong>, Oman</strong>: <strong>9<strong>-11</strong></strong><strong> Decembrie 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/muscat-certified-kpi-professional-544.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong>from<strong> The KPI Institute</strong>.<!--more-->

<strong>Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Muscat KPI Professional Certification" href="http://store.kpiinstitute.org/muscat-certified-kpi-professional-544.html" target="_blank">Muscat KPI Professional Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:<strong> </strong>

<strong> </strong>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<a href="http://www.smartkpis.com/Courses_Banners/kpi_training_Muscat.png"><img class="aligncenter size-full wp-image-14271" title="kpi training courses" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Muscat.png" alt="" width="580" height="214" /></a>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">9-11 December 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Muscat, Oman</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion, lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>4 Decembrie 2014</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a title="Visit course presentation page" href="http://store.kpiinstitute.org/scheduled-courses/muscat-certified-kpi-professional-577.html" target="_blank">Visit course presentation page</a></td>
</tr>
<tr>
<td style="text-align: left;"><strong>Complete agenda and   templates provided</strong></td>
<td><a title="Download PDF brochure" href="http://www.smartkpis.com/KPI-Courses/Certified-KPI-Professional-Course-Muscat-Dec-2014.pdf" target="_blank">Download PDF brochure</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14329</wp:post_id>
<wp:post_date>2014-02-13 01:58:46</wp:post_date>
<wp:post_date_gmt>2014-02-12 14:58:46</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
<wp:ping_status>open</wp:ping_status>
<wp:post_name>certified-kpi-professional-training-course-muscat-oman-2</wp:post_name>
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<title>Certified KPI Professional and Practitioner Training Course – Dubai,United Arab Emirates</title>
<link>http://www.smartkpis.com/blog/certified-kpi-professional-and-practitioner-training-course-dubaiunited-arab-emirates/</link>
<pubDate>Wed, 12 Feb 2014 16:15:57 +0000</pubDate>
<dc:creator><![CDATA[ovidiu]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[KPI accreditation]]></category>

		<category domain="tag" nicename="kpi-accreditation"><![CDATA[KPI accreditation]]></category>

		<category domain="tag"><![CDATA[KPI Course]]></category>

		<category domain="tag" nicename="kpi-course"><![CDATA[KPI Course]]></category>

		<category domain="tag"><![CDATA[KPI training]]></category>

		<category domain="tag" nicename="kpi-training"><![CDATA[KPI training]]></category>

		<category domain="tag"><![CDATA[KPI Training Course]]></category>

		<category domain="tag" nicename="kpi-training-course"><![CDATA[KPI Training Course]]></category>

		<category domain="tag"><![CDATA[KPI training Dubai]]></category>

		<category domain="tag" nicename="kpi-training-dubai"><![CDATA[KPI training Dubai]]></category>

		<category domain="tag"><![CDATA[KPI training United Arab Emirates]]></category>

		<category domain="tag" nicename="kpi-training-united-arab-emirates"><![CDATA[KPI training United Arab Emirates]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14346</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Dubai_v4.jpg"><img class="alignright size-full wp-image-14310" style="border: 1px solid black; margin-left: 6px; margin-right: 6px;" title="kpi courses Dubai" src="http://www.smartkpis.com/blog/wp-content/uploads/kpi_course_Dubai_v4.jpg" alt="kpi courses Dubai" width="225" height="300" /></a>The KPI Institute has announced the dates for its next <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI certification training course" href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank"><strong>KPI certification training course</strong></a> taking place in <strong>Dubai, United Arab Emirates</strong>: <strong>14-18 December 2014.</strong>

The course offers participants the opportunity to get certified on the ability to deploy and use KPIs in accordance with The KPI Institute’s Key Performance Indicators Management Framework, the main body of knowledge on the rigorous use of KPIs in business.

This <a style="font-weight: bold; text-decoration: none; color: #008000;" title="KPI training course" href="http://store.kpiinstitute.org/dubai-certified-kpi-professional-and-practitioner.html" target="_blank">KPI training course</a> is designed to provide a strong foundation to deploying business management systems and BI software by developing the next generation of KPI professionals. These KPI specialists will become the go-to place for advice around understanding, establishing, activating, reporting and generating value by using KPI across organizations.

By completing the course, participants will gain both the theoretical understanding and practical experience of using a variety of performance management tools and techniques for KPI management.

<strong>Participant Certification</strong>

Participants will be pre-tested by using a multiple choice questionnaire at the beginning of each session. On Day 3, delegates can opt in to attend a final test to obtain the <a style="font-weight: bold; text-decoration: none; color: #008000;" title="Certified KPI Professional Certification" href="http://kpiinstitute.org/certification-courses/professional/" target="_blank"><strong>Certified KPI Professional Certification</strong></a><strong> </strong>from <strong>The KPI Institute</strong>.<!--more-->

<strong>Key Business Benefits</strong>
<ul>
	<li>Have a clear understanding of the KPI management challenges and how to address them</li>
	<li>Facilitate the KPI selection process and establishment of scorecards and dashboards at a functional and organisational level</li>
	<li>Choose the right tools from the KPI management toolkit to maximise the impact of performance management in practice</li>
	<li>Deploy and promote good practice in KPI activation, reporting and visualisation</li>
	<li>Provide advice and coach colleagues on the rigorous approach to establish and use KPIs.</li>
</ul>
<strong>Reasons for attending</strong>
<ul>
	<li>10s of performance management system implementations informing the course content</li>
	<li>18 hours of technical training, complemented by over 2 hours of interactive discussions</li>
	<li>15 key concepts clarified</li>
	<li>13 insights into implementing and using KPIs smartly</li>
	<li>12 templates to support deployment of course learning</li>
	<li>11 years of experience in performance management synthesized in the course material</li>
	<li>10 smartKPIs explored in detail</li>
	<li>9 interactive exercises and group activities</li>
	<li>8 quick reference guides</li>
	<li>6 months of free access to the <a href="http://www.smartkpis.com/" target="_blank">www.smartkpis.com</a> premium content.</li>
</ul>
<strong>Agenda overview</strong>

<a style="font-weight: bold; text-decoration: none; color: #008000;" title="Dubai KPI Professional and Practitioner Certification" href="http://store.kpiinstitute.org/dubai-certified-kpi-professional-and-practitioner.html" target="_blank">Dubai KPI Professional and Practitioner Certification</a> is structured in three major modules introducing and detailing different particularities of the KPI Management Framework as developed by The KPI Institute:

<strong> </strong>

<strong> </strong>

<em><strong>Certified KPI Professional Agenda</strong></em>

<strong>Day One: Establishing KPIs</strong>
<ul>
	<li>Introduction To The World Of KPIs</li>
	<li>The Pillars Of KPI Architecture</li>
	<li>KPI Selection</li>
</ul>
<strong>Day Two: Activating KPIs</strong>
<ul>
	<li>KPI Documentation</li>
	<li>Data Visualisation: Designing KPI Dashboards And Scorecards</li>
	<li>KPI Data Gathering And Reporting</li>
</ul>
<strong>Day Three: Generating value with KPIs</strong>
<ul>
	<li>KPI Management Enablers: Software, Hardware, Communication And Culture</li>
	<li>Generating Value From Using KPIs</li>
	<li>Measuring And Learning With KPIs</li>
</ul>
<em><strong>Certified KPI Practitioner Agenda</strong></em>

<strong>Day One Agenda – Establishing KPIs</strong>
<ul>
	<li>KPI Project Coordination</li>
	<li>KPI Selection</li>
	<li>Scorecard - Dashboard Development &amp; Documentation</li>
</ul>
<strong>Day Two Agenda – Managing with KPIs</strong>
<ul>
	<li>Data Collection, Analysis and Reporting</li>
	<li>KPI Review Meetings and Initiative Management</li>
	<li>KPI Management Evaluation</li>
</ul>
<strong><a title="kpi training dubai" href="http://www.smartkpis.com/Courses_Banners/kpi_training_Dubai.png"><img class="aligncenter size-full wp-image-14309" title="kpi training dubai" src="http://www.smartkpis.com/Courses_Banners/kpi_training_Dubai.png" alt="kpi training dubai" width="580" height="214" /></a></strong>

<strong>Course details and investment</strong>
<table border="0" cellspacing="0" cellpadding="0" width="100%">
<tbody>
<tr>
<td width="180"><strong>Date</strong></td>
<td width="400">14-18 December 2014</td>
</tr>
<tr>
<td><strong>Location</strong></td>
<td>Dubai, United Arab Emirates</td>
</tr>
<tr>
<td><strong>Course duration</strong></td>
<td>9:00-17:00 on Day 1-2   and 9:00-16:45 on Day 3</td>
</tr>
<tr>
<td><strong>Other inclusions</strong></td>
<td>Course support handouts,   certificate for course completion,  lunch-catering service, coffee breaks</td>
</tr>
<tr>
<td><strong>Class size</strong></td>
<td>Limited to a maximum   of 16 participants</td>
</tr>
<tr>
<td><strong>Registration deadline</strong></td>
<td>11 December 2014</td>
</tr>
<tr>
<td><strong>Special offers</strong></td>
<td><a title="Visit course  presentation page" href="http://store.kpiinstitute.org/dubai-certified-kpi-professional-and-practitioner.html" target="_blank">Visit course  presentation page</a></td>
</tr>
</tbody>
</table>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14346</wp:post_id>
<wp:post_date>2014-02-13 03:15:57</wp:post_date>
<wp:post_date_gmt>2014-02-12 16:15:57</wp:post_date_gmt>
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<title>Performance Expo: Employee Engagement Survey – University of Prince Edward Island</title>
<link>http://www.smartkpis.com/blog/employee-engagement-survey-%e2%80%93-university-of-prince-eduard-island/</link>
<pubDate>Thu, 13 Feb 2014 07:23:38 +0000</pubDate>
<dc:creator><![CDATA[Mihai]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Canada]]></category>

		<category domain="tag" nicename="canada"><![CDATA[Canada]]></category>

		<category domain="tag"><![CDATA[Employee Engagement]]></category>

		<category domain="tag" nicename="employee-engagement"><![CDATA[Employee Engagement]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[University of Prince Edward Island]]></category>

		<category domain="tag" nicename="university-of-prince-edward-island"><![CDATA[University of Prince Edward Island]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14194</guid>
<description></description>
<content:encoded><![CDATA[University of Prince Edward Island (UPEI) has a rich history with roots in two founding institutions: Prince of Wales College (1834) and St. Dunstan`s University (1855). Today, UPEI has four faculties (Arts, Education, Science and Veterinary Medicine) and two schools (Business and Nursing).

The UPEI has developed a partnership with Saint Mary`s University CN Centre for Occupational Health and Safety to conduct a survey about workplace culture and supportive environment.

The overall research objective of this study is to measure employee engagement and key aspects of the work environment at UPEI.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Employee-engagement-Survey-UPEI11.jpg" target="_blank"><img class="size-full wp-image-14196 aligncenter" title="Employee-engagement-Survey-UPEI[1]" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Employee-engagement-Survey-UPEI11.jpg" width="634" height="250" /></a></p>
<p style="text-align: center;"><em><!--more-->To see the entire survey, access <a href="https://cab.upei.ca/sites/default/files/attachments/UPEIEmployeeEngagementSurveyReport.pdf" target="_blank">UPEI Employee Engagement Survey</a></em></p>
Positive aspects:
<ul>
	<li>The survey starts with explanation of its purpose and ends by thanking participants for their participation;</li>
	<li>The survey uses open-ended questions, which offer more accurate insights into the respondent`s point of view;</li>
	<li>UPEI included a <a href="http://www.psu.edu/president/pia/innovation/insights014.pdf" target="_blank">neutral</a> response in their rating scale (“Neither agree nor disagree”) which is important in order to balance responses;</li>
	<li>The <a href="http://oqi.wisc.edu/resourcelibrary/uploads/resources/Survey_Guide.pdf" target="_blank">survey does not use jargons</a>, technical terms or complex words, which makes it easy to be understood and completed;</li>
	<li>The <a href="http://help.surveymonkey.com/articles/en_US/kb/Design-Tips-How-to-create-and-administer-effective-surveys" target="_blank">demographics</a> are placed at the end of the survey, which is a recommended practice. If they are in the beginning, participants may opt out early;</li>
	<li>Clear instructions are provided in order to ensure a correct completion.</li>
</ul>
As a recommendation, the survey should have a lower number of questions in order to be more time effective and ensure a higher and more accurate response rate. An efficient survey should gather the needed information in order to achieve its goal, but without requiring much <a href="http://www.psu.edu/president/pia/innovation/insights014.pdf" target="_blank">time and effort</a> from the employees.

Some examples of useful KPIs in this area are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/employee-engagement-index-1836.html" target="_blank"># Employee Engagement Index</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/employee-commitment-index-1835.html" target="_blank"># Employee commitment index</a></li>
</ul>
For more useful HR KPIs, access <a href="http://store.kpiinstitute.org/top-25-hr-kpis-of-2011-2012.html" target="_blank">Top 25 HR KPIs of 2011-2012</a>

References:
<ul>
	<li>University of Prince Edward Island, (2012) Employee engagement survey, available at: <a href="https://cab.upei.ca/sites/default/files/attachments/UPEIEmployeeEngagementSurveyReport.pdf" target="_blank">https://cab.upei.ca/sites/default/files/attachments/UPEIEmployeeEngagementSurveyReport.pdf</a></li>
	<li>Pennsylvania University of State (2006), Innovation insights, available at: <a href="http://www.psu.edu/president/pia/innovation/insights014.pdf" target="_blank">http://www.psu.edu/president/pia/innovation/insights014.pdf</a></li>
	<li>University of Wisconsin-Madison, (2010), Survey Fundamentals, available at:  <a href="http://oqi.wisc.edu/resourcelibrary/uploads/resources/Survey_Guide.pdf" target="_blank">http://oqi.wisc.edu/resourcelibrary/uploads/resources/Survey_Guide.pdf</a></li>
	<li>Church, A. H. and Waclawski, J. (1998), Designing and using organizational surveys. Hampshire, England: Gower Publishing Limited, available at:  <a href="http://books.google.com/books?id=zbnzeAR34LcC&amp;printsec=frontcover&amp;dq=surveys.pdf&amp;hl=en&amp;sa=X&amp;ei=hLvwUs-tGc71yAO4t4G4Bw&amp;ved=0CD0Q6AEwAw#v=onepage&amp;q&amp;f=false" target="_blank">http://books.google.com/books?id=zbnzeAR34LcC&amp;printsec=frontcover&amp;dq=surveys.pdf&amp;hl=en&amp;sa=X&amp;ei=hLvwUs-tGc71yAO4t4G4Bw&amp;ved=0CD0Q6AEwAw#v=onepage&amp;q&amp;f=false</a></li>
	<li>SurveyMonkey Help Center (2014), Survey design best practices, available at: <a href="http://help.surveymonkey.com/articles/en_US/kb/Design-Tips-How-to-create-and-administer-effective-surveys" target="_blank">http://help.surveymonkey.com/articles/en_US/kb/Design-Tips-How-to-create-and-administer-effective-surveys</a></li>
</ul>
Image source:
<ul>
	<li><a href="https://cab.upei.ca/sites/default/files/attachments/UPEIEmployeeEngagementSurveyReport.pdf" target="_blank">https://cab.upei.ca/sites/default/files/attachments/UPEIEmployeeEngagementSurveyReport.pdf</a></li>
</ul>

<hr size="1" />]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14194</wp:post_id>
<wp:post_date>2014-02-13 18:23:38</wp:post_date>
<wp:post_date_gmt>2014-02-13 07:23:38</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<wp:post_name>employee-engagement-survey-%e2%80%93-university-of-prince-eduard-island</wp:post_name>
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<title>WOSC 2014 call for papers!</title>
<link>http://www.smartkpis.com/blog/wosc-2014-call-for-papers/</link>
<pubDate>Thu, 13 Feb 2014 09:35:03 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Colombia]]></category>

		<category domain="tag" nicename="colombia"><![CDATA[Colombia]]></category>

		<category domain="tag"><![CDATA[University of Ibagué]]></category>

		<category domain="tag" nicename="university-of-ibague"><![CDATA[University of Ibagué]]></category>

		<category domain="tag"><![CDATA[World Organisation of Systems and Cybernetics]]></category>

		<category domain="tag" nicename="world-organisation-of-systems-and-cybernetics"><![CDATA[World Organisation of Systems and Cybernetics]]></category>

		<category domain="tag"><![CDATA[WOSC]]></category>

		<category domain="tag" nicename="wosc"><![CDATA[WOSC]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14207</guid>
<description></description>
<content:encoded><![CDATA[The call for papers for the <strong>World Organisation of Systems and Cybernetics (WOSC) 16<sup>th</sup> Congress</strong> is now open! The deadline for submitting papers is March 31<sup>st</sup>, 2014.

Abstracts can be submitted by selecting one or more preferences, out of 15 proposed themes. Submitters will be notified of acceptance or rejection no later than the 30<sup>th</sup> of April, on <a href="http://wosc-congress.unibague.edu.co/" target="_blank">WOSC 2014</a>.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/WOSC.png"><img class="aligncenter size-full wp-image-14208" title="WOSC" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/WOSC.png" width="634" height="289" /><!--more--></a></p>
The WOSC Congress, organised by the University of Ibagué, Colombia, and the World Organisation of Systems and Cybernetics will take place this year between 15 - 17 October.

One of WOSC’s purposes is fostering international collaboration between parties interested in Systems and Cybernetics. WOSC disseminates systems thinking and cybernetics, by providing forums for conversations among professionals working in these fields, and between these and all other fields of knowledge and action (such as art, design, technology and policy-making).

Detailed submission instructions are available here: <a title="Instructions for Authors" href="http://wosc-congress.unibague.edu.co/index.php/instruction-for-authors" target="_blank">Instructions for Authors</a>.]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>14207</wp:post_id>
<wp:post_date>2014-02-13 20:35:03</wp:post_date>
<wp:post_date_gmt>2014-02-13 09:35:03</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<wp:post_name>wosc-2014-call-for-papers</wp:post_name>
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<title>Performance Expo: Customer Satisfaction Survey used in pastry – PAUL Franchise</title>
<link>http://www.smartkpis.com/blog/performance-expo-customer-satisfaction-survey-used-in-pastry-%e2%80%93-paul-franchise/</link>
<pubDate>Thu, 13 Feb 2014 15:58:28 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Food and Bever]]></category>

		<category domain="tag" nicename="food-and-bever"><![CDATA[Food and Bever]]></category>

		<category domain="tag"><![CDATA[France]]></category>

		<category domain="tag" nicename="france"><![CDATA[France]]></category>

		<category domain="tag"><![CDATA[PAUL]]></category>

		<category domain="tag" nicename="paul"><![CDATA[PAUL]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=14554</guid>
<description></description>
<content:encoded><![CDATA[PAUL (Maison de Qualité fondée en 1889) is a French based company specialized in bakery and pastry with 500 selling points open in 29 countries. It belongs to Group Holder, which also owns the French luxury bakery Ladurée.

As stated on their official website, one of the main values is their “passion and demanding expectations of good products”. Consequently, for a quality and tradition oriented company, customer satisfaction is essential. In order to improve their products and services, PAUL has developed a survey that is offered to customers in all their café restaurants.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Customer-Satisfaction-Survey-PAUL-01.jpg"><img class="aligncenter size-full wp-image-14560" title="Customer-Satisfaction-Survey-PAUL-01" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Customer-Satisfaction-Survey-PAUL-01.jpg" width="590" height="563" /><!--more--></a><a href="http://www.smartkpis.com/blog/wp-content/uploads/Paul.pdf" target="_blank">Click here to see the entire survey</a>

The Customer Satisfaction Survey implemented by PAUL assesses numerous items that address the quality of the products, the services offered, the atmosphere and PAUL’s popularity among different printed and online media channels.

Although the questionnaire is mainly built on multiple choice questions, one <a href="http://www.uwex.edu/ces/tobaccoeval/resources/surveyquestionstype.html" target="_blank">open-ended question</a> is also included at the end. This makes the survey both time effective and efficient when it comes to gathering suggestions and assessing aspects not included in the previous questions.

Another useful aspect is assessing the customer’s interest in receiving further notifications about PAUL’s activities, either by printed media, radio, email, SMS, Facebook or not at all. When centralizing data, the company should have a clear image of the most suitable means to use for their future marketing campaigns.

Also, in order to increase the number of customers who provide feedback, the surveys are also translated in the languages that correspond to different selling points.

Even if the survey is, all in all, efficient in gathering useful information for further development, it could still be further improved. The scale used for the multiple choice questions includes a neutral answer, as recommended, but it is not well balanced, as customers can only choose from four possibilities, two of which describe good services: Delightful, Good, Average, Unsatisfactory. To prevent bias, an <a href="http://www.psu.edu/president/pia/innovation/insights014.pdf" target="_blank">equal number of positive and negative responses</a> should be offered and the responses at both ends of the scale should be the same in weight. Some examples of scales that could be used in the presented survey are: “Very good, Good, Average, Bad, Very bad” or “Delightful, Satisfactory, Average, Unsatisfactory, Awful”.

Some examples of KPIs useful in assessing customer satisfaction are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-satisfaction-with-new-products-and-services-108.html" target="_blank">% Customer satisfaction with new products and services</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-retention-3.html" target="_blank">% Customer retention</a></li>
</ul>
For more useful restaurant KPIs, access: <a href="http://store.kpiinstitute.org/top-25-restaurant-kpis-of-2011-2012.html" target="_blank">Top 25 Restaurant KPIs of 2011-2012</a>

References:
<ul>
	<li>PAUL. Maison de Qualité fondée en 1889 (2013), Customer satisfaction survey</li>
	<li>PAUL. Maison de Qualité fondée en 1889 (2014), PAUL’s values, available at: <a href="http://www.paul-international.com/kren" target="_blank">http://www.paul-international.com/kren</a></li>
	<li>Pennsylvania University of State (2006), Innovation insights, available at: <a href="http://www.psu.edu/president/pia/innovation/insights014.pdf" target="_blank">http://www.psu.edu/president/pia/innovation/insights014.pdf</a></li>
	<li>University of Wisconsin (2004) When should I use open-ended questions?, available at: <a href="http://www.uwex.edu/ces/tobaccoeval/resources/surveyquestionstype.html" target="_blank">http://www.uwex.edu/ces/tobaccoeval/resources/surveyquestionstype.html</a></li>
</ul>
Image source:
<ul>
	<li>PAUL. Maison de Qualité fondée en 1889 (2013), Customer satisfaction survey</li>
</ul>]]></content:encoded>
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<title>Performance Expo: HR Scorecard – University of Westminster</title>
<link>http://www.smartkpis.com/blog/performance-expo-hr-scorecard-%e2%80%93-university-of-westminster/</link>
<pubDate>Fri, 14 Feb 2014 09:00:13 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

		<category domain="tag"><![CDATA[University of Westminster]]></category>

		<category domain="tag" nicename="university-of-westminster"><![CDATA[University of Westminster]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15260</guid>
<description></description>
<content:encoded><![CDATA[The University of Westminster is a public research university in London, United Kingdom, characterised by its commitment to educating students for a professional life through its innovative programs.

As part of its strategy, the University’s HR department developed a scorecard to monitor and report a quarterly summary analysis of key HR trends in the University, along with the actions taken to address the undesired outcomes.
<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/University-of-Westminster-Scorecard-2012.png"><img class="aligncenter size-full wp-image-15262" title="University-of-Westminster-Scorecard-2012" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/University-of-Westminster-Scorecard-2012.png" width="634" height="400" /><!--more--></a></p>
<p style="text-align: center;"><em>To see the entire scorecard, access: </em><a href="http://www.westminster.ac.uk/action=%22/?a=151725" target="_blank"><em>University of Westminster HR Scorecard</em></a></p>
Positive aspects of the presented scorecard:
<ul>
	<li>Several KPIs have been identified and monitored against specific targets;</li>
	<li>Initiatives are included in the scorecard;</li>
	<li>Benchmark information is also available to help the university position itself better in the educational sector;</li>
	<li>“Traffic lights” make the scorecard more interactive and provide an instant visualization of KPIs results.</li>
</ul>
According to <a href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank">The KPI Institute’s best practices</a> in developing scorecards, some recommendations are:
<ul>
	<li>The scorecard should follow the four perspectives of the Balanced Scorecard (financial, customer, internal processes and learning and growth) in order to get a broader picture of the department’s performance;</li>
	<li>For each perspective, objectives have to be established and linked to at least 2 KPIs, in order to ensure a balanced monitoring;</li>
	<li>A section with previous and current results would provide a clear understanding regarding the KPIs’ evolution in time;</li>
	<li>Some of the performance indicators monitored are not properly named. For example, “Gender”, should be named and divided as follows: “% Female staff and % Male staff”;</li>
	<li>KPI names should be standardized - symbols should be used in front of the KPIs’ name, making them easier to read and understand (e.g. % Voluntary turnover, # Working days lost per employee).</li>
</ul>
For more relevant KPIs, access <a href="http://store.kpiinstitute.org/kpis-for-hr-scorecard.html" target="_blank">KPIs for HR Scorecard. </a>
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Harrison, J., Davles, N. and Allen, S. (2012), HR key performance indicators report: January – March 2012, University of Westminster, available at: <a href="http://www.westminster.ac.uk/action=%22/?a=151725">http://www.westminster.ac.uk/action=%22/?a=151725</a></li>
	<li>Digital Academy (n.d.), University of Westminster, available at: <a href="http://www.dafilmschool.com/about-us/aboutus_affiliates.html">http://www.dafilmschool.com/about-us/aboutus_affiliates.html</a></li>
	<li>The KPI Institute (2014), Certified KPI Professional Training Course, available at: <a href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html">http://store.kpiinstitute.org/kpi-professional-certification-training-course.html</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul style="text-align: left;">
	<li style="text-align: left;"><a href="http://www.westminster.ac.uk/action=%22/?a=151725">http://www.westminster.ac.uk/action=%22/?a=151725</a></li>
</ul>]]></content:encoded>
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<title>Performance Related Pay Schemes in the British Public Service</title>
<link>http://www.smartkpis.com/blog/performance-related-pay-schemes-in-the-british-public-service/</link>
<pubDate>Fri, 14 Feb 2014 11:50:16 +0000</pubDate>
<dc:creator><![CDATA[denisa]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Government - Local]]></category>

		<category domain="tag" nicename="government-local"><![CDATA[Government - Local]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Pay]]></category>

		<category domain="tag" nicename="performance-pay"><![CDATA[Performance Pay]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

		<category domain="tag"><![CDATA[UNISON Bargaining Support Group]]></category>

		<category domain="tag" nicename="unison-bargaining-support-group"><![CDATA[UNISON Bargaining Support Group]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15376</guid>
<description></description>
<content:encoded><![CDATA[Stemming from the study conducted by John Makinson in 2000, the British social service sector has embraced recommendations to remodel and rethink incentive schemes.

Compared to the private sector, the relatively constant trend in performance related incentivising in the UK public sector might indicate that payment schemes do not take employee performance into account.

The trend to implement performance related pay is currently gaining more attention in the public sector, as suggested by the 2013 report, provided by the UNISON Bargaining Support Group, which reiterates the plans for performance related pay schemes (in use in the UK for the year 2012).

<a href="http://www.smartkpis.com/blog/wp-content/uploads/How-pay-rises-in-the-public-and-private-sector.jpg"><img class="aligncenter size-full wp-image-15377" title="How-pay-rises-in-the-public-and-private-sector" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/How-pay-rises-in-the-public-and-private-sector.jpg" width="634" height="379" /></a><!--more-->

Summarizing data provided by the British Income Data Services, the following plans are listed by the UNISON Bargaining Support Group as being used in different areas of the public sector:
<ul>
	<li>Education – Increases in financial incentives are provided based on annual performance appraisals;</li>
	<li>National Health Service – An amendment to the Agenda for Change (the grading and pay system for medical staff) was made to accommodate a new pay structure, based on formal performance appraisals;</li>
	<li>Police Service – The Winsor review suggests a performance related progression through pay scales, based on performance assessments;</li>
	<li>Civil Service – The Treasury proposes to allow an increase in departmental pay, if they forward a plan for removing pay progression methods that exclude performance management. This is aimed at establishing a performance related pay scheme.</li>
</ul>
As argued by David Marsden, in a 2004 article, the process of implementing performance-related pay schemes within the British public sector has gradually contributed to a rise in the sector’s overall performance. Marsden emphasizes the fact that the increasing use of these schemes has insidiously and positively influenced the way employees perform, as it constitutes a means for renegotiating work effort. In this sense, he argues that the value of the financial incentive is non-significant, statistically. This means that, if a person receives the maximum of his respective pay scale, the perceived incentive diminishes. Thus, the results indicate that performance appraisals prove to be a robust means for negotiating incentives in the public sector where, as Marsden states, “management has to renegotiate performance norms within a budget constraint”.

The essence of these findings suggests the potential benefit the public sector might derive from implementing a performance related pay system, which will ultimately contribute to raising the overall performance for their respective departments, as in the case of British public services.

Examples of KPIs for public administration can be found at: <a href="http://store.kpiinstitute.org/top-25-state-government-kpis-of-2011-2012.html" target="_blank">Top 25 State Government KPIs of 2011-2012</a>

References:
<ul>
	<li>Marsden, D. (2003), Role of Performance-Related Pay in Renegotiating the “Effort Bargain”: The Case of the British Public Service, Industrial and Labor Relations Review<em>,</em> Vol. 57, No. 3, available at: <a href="http://goo.gl/qRZ9zA" target="_blank">http://goo.gl/qRZ9zA</a></li>
	<li><em> </em>UNISON Bargaining Support (2013), Performance Related Pay, available at: <a href="http://goo.gl/EudMBs" target="_blank">http://goo.gl/EudMBs</a><em> </em></li>
</ul>
&nbsp;

Image source:
<ul>
	<li><a href="http://goo.gl/7IDEfH" target="_blank">http://goo.gl/7IDEfH</a></li>
</ul>]]></content:encoded>
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<title>Motivating High Performing Employees</title>
<link>http://www.smartkpis.com/blog/motivating-high-performing-employees/</link>
<pubDate>Mon, 17 Feb 2014 10:30:21 +0000</pubDate>
<dc:creator><![CDATA[andrei]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[High Performing Employees]]></category>

		<category domain="tag" nicename="high-performing-employees"><![CDATA[High Performing Employees]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Motivating Employees]]></category>

		<category domain="tag" nicename="motivating-employees"><![CDATA[Motivating Employees]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15380</guid>
<description></description>
<content:encoded><![CDATA[The fact that the employees are a company’s most valuable asset is nowadays understood by an increasing number of organizations. In today’s economic competitive environment, being able to motivate your employees is a key factor in achieving performance, and often can make the difference between success and failure.

In this regard, an important task the manager has is to motivate the employees, as their activity and performance level have a direct impact on the company’s results. Ensuring that they perform at the top level should be a priority for any manager.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Motivating-the-High-Performane-Employees.jpg"><!--more--></a></p>
Motivating the high performing employees, in particular, can be a challenge. Naturally, as they are already highly skilled, they must be continually inspired in order to further improve their performance and to keep them interested in the company’s activity. Providing them with new challenges, ensuring they don’t get stuck in routine tasks, and showing that they are valued for their results are key initiatives a manager can take to maintain the motivation level of employees.

André de Waal, Associate Professor of High Performance Organizations at the Maastricht School of Management offers a few tools a manager can use:
<ul>
	<li>Be passionate about the organization, show enthusiasm for the organization’s goals;</li>
	<li>Connect with the employees by finding what motivates them, what are they values and personal goals;</li>
	<li>Give the employees challenging work tasks, in a way that allows them to use at maximum their potential;</li>
	<li>Allow the employees to take more responsibility, but also to schedule their own tasks, while at the same time keeping an eye open for possible setbacks;</li>
	<li>Having an “outside the box” attitude, being open to new ideas, operating outside established organizational boundaries and comfort zone and allowing the employees to do the same is also important.</li>
</ul>
Some examples of KPIs that could be useful in measuring employee engagement and satisfaction are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/employee-satisfaction-5912.html" target="_blank">% Employee satisfaction</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/employee-engagement-index-1836.html" target="_blank"># Employee engagement index</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/employee-commitment-index-1835.html" target="_blank"># Employee commitment index</a></li>
</ul>
For more useful KPIs, access: <a href="http://store.kpiinstitute.org/top-25-hr-kpis-of-2011-2012.html" target="_blank">Top 25 HR KPIS of 2011-2012</a>

While there is no unique formula for motivating the high performing employees, the ideas presented above can be a useful start point for any manager who wants to improve the performance of his employees.

References:
<ul>
	<li>De Waal, A. (2012), How to inspire and motivate high performance employees, available at:
<a href="http://www.tlnt.com/2012/07/05/how-to-inspire-and-motivate-high-performance-employees/" target="_blank">http://www.tlnt.com/2012/07/05/how-to-inspire-and-motivate-high-performance-employees/</a></li>
	<li>Folkman, J. (2013), Everything counts: The 6 ways to Inspire and motivate top performance, Forbes Magazine, available at:
<a href="http://www.forbes.com/sites/joefolkman/2013/05/20/everything-counts-the-6-ways-to-inspire-and-motivate-top-performance/" target="_blank">http://www.forbes.com/sites/joefolkman/2013/05/20/everything-counts-the-6-ways-to-inspire-and-motivate-top-performance/</a></li>
</ul>
Image source:
<ul>
	<li><span style="text-decoration: underline;">http://www.afiniti.co.uk/wp-content/uploads/2013/04/employee-engagement.jpg</span></li>
</ul>]]></content:encoded>
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<title>Reporting performance in the healthcare industry - Canadian Institute for Health Information</title>
<link>http://www.smartkpis.com/blog/reporting-performance-in-the-healthcare-industry-canadian-institute-for-health-information/</link>
<pubDate>Mon, 17 Feb 2014 12:26:25 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Canada]]></category>

		<category domain="tag" nicename="canada"><![CDATA[Canada]]></category>

		<category domain="tag"><![CDATA[Canadian Institute for Health Information]]></category>

		<category domain="tag" nicename="canadian-institute-for-health-information"><![CDATA[Canadian Institute for Health Information]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15388</guid>
<description></description>
<content:encoded><![CDATA[The Canadian Hospital Reporting Project (CHRP) is a national initiative aimed at increasing transparency across the healthcare industry. It provides both hospital managers and citizens with access to Key Performance Indicators’ (KPIs) results for more than 600 hospitals across Canada.

Data can be accessed <a href="http://www.cihi.ca/CIHI-ext-portal/internet/EN/TabbedContent/health+system+performance/indicators/performance/cihi010657" target="_blank">online</a>, as an interactive tool was designed to help assess healthcare performance. It allows comparisons across regional and national hospitals, between various indicators over multiple years. <a href="http://www.cihi.ca/CIHI-ext-portal/pdf/internet/CHRP_TNCI_PDF_EN" target="_blank">Reports</a> are available to present a summary of the KPIs across the entire healthcare industry, but <a href="http://www.cihi.ca/CIHI-ext-portal/internet/en/document/health+system+performance/indicators/performance/chrp_ireport_financial" target="_blank">hospital individual performances</a> can also be accessed, to show progress in terms of KPI target achievement and allow comparisons with the national average.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Canadian-hospital-reporting-project.png"><img class="size-full wp-image-15389  aligncenter" title="Canadian-hospital-reporting-project" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Canadian-hospital-reporting-project.png" width="634" height="450" /></a></p>
<!--more-->

The graph above presents the results across Canadian regions for the KPI <a href="http://www.smartkpis.com/kpi-key-performance-indicator/unplanned-readmission-rate-42.html" target="_blank">% 30-day readmission</a>. Besides the graph, KPI definition, national results and comments are also available, making the analysis of the current results easier. Similar KPIs, with explanations and visual elements are also available on the <a href="http://www.cihi.ca/CIHI-ext-portal/internet/en/document/health+system+performance/indicators/performance/chrp_ireport_findings" target="_blank">online platform</a>. For more relevant indicators in the field, access The KPI Institute’s <a href="http://store.kpiinstitute.org/industry/healthcare.html" target="_blank">Healthcare reports</a>.

Such an approach towards reporting results enables not only hospital managers to take action where performance is not at the desired level, but it is also of a real help for citizens. They can decide the hospital which better serves their needs. This puts peer pressure on hospitals to continue their efforts for improving, as poor results will translate in fewer patients.
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Canadian Institute for Health Information (2014), Canadian Hospital Reporting Project (CHRP), available at: <a href="http://www.cihi.ca/CIHI-ext-portal/internet/EN/TabbedContent/health+system+performance/indicators/performance/cihi010657">http://www.cihi.ca/CIHI-ext-portal/internet/EN/TabbedContent/health+system+performance/indicators/performance/cihi010657</a></li>
	<li>Canadian Institute for Health Information (2013), Canadian Hospital Reporting Project technical notes – Clinical indicators, available at: <a href="http://www.cihi.ca/CIHI-ext-portal/pdf/internet/CHRP_TNCI_PDF_EN">http://www.cihi.ca/CIHI-ext-portal/pdf/internet/CHRP_TNCI_PDF_EN</a></li>
	<li>Canadian Institute for Health Information (2013), Canadian Hospital Reporting Project 2013: Financial indicator trending, available at: <a href="http://www.cihi.ca/CIHI-ext-portal/internet/en/document/health+system+performance/indicators/performance/chrp_ireport_financial">http://www.cihi.ca/CIHI-ext-portal/internet/en/document/health+system+performance/indicators/performance/chrp_ireport_financial</a></li>
</ul>
<p style="text-align: left;">Image source:</p>
<p style="text-align: left;"><a href="http://www.cihi.ca/cihi-ext-portal/internet/en/document/health+system+performance/indicators/performance/chrp_ireport_findings_a">http://www.cihi.ca/cihi-ext-portal/internet/en/document/health+system+performance/indicators/performance/chrp_ireport_findings_a</a></p>]]></content:encoded>
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<title>Performance Expo: Employee Engagement Survey - The Australian Aviation Industry</title>
<link>http://www.smartkpis.com/blog/performance-expo-employee-engagement-survey-the-australian-aviation-industry/</link>
<pubDate>Mon, 17 Feb 2014 14:27:43 +0000</pubDate>
<dc:creator><![CDATA[denisa]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Australian Aviation Industry]]></category>

		<category domain="tag" nicename="australian-aviation-industry"><![CDATA[Australian Aviation Industry]]></category>

		<category domain="tag"><![CDATA[Employee Engagement]]></category>

		<category domain="tag" nicename="employee-engagement"><![CDATA[Employee Engagement]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15397</guid>
<description></description>
<content:encoded><![CDATA[The Australian Licensed Aircraft Engineers Association (ALAEA), formed in 1964, is a federal organization that serves as a professional association to employees within the aviation industry.

In 2012, ALAEA has commissioned a survey on employee engagement, which involved multiple groups of aviation employees, from a number of Australian airlines, such as Quantas, Virgin Group, Jetstar, Qantaslink, Alliance, Skywest, Forstaff Aviation, CHC Helicopters and others.

ALAEA states that, although surveys have been conducted individually, within these respective companies, the results are non-representative unless compared to corresponding companies within the industry. Hence, a survey for assessing employee engagement was addressed to the Professional Employee Associations and Unions. The union, comprised of more than 60% of the employees within the Australian Aviation Industry, accounts for the majority of the employees within the field.

What resulted was the 2012 Australian Aviation Industry Employee Engagement Survey. The survey was designed using an online platform, and submitted, or made available, to various employee groups from the Australian Aviation Industry.
<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Australian-Airlines-Engineers-Survey-20122.jpg"><img class="aligncenter size-full wp-image-15401" title="Australian-Airlines-Engineers-Survey-2012" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Australian-Airlines-Engineers-Survey-20122.jpg" width="634" height="307" /><!--more--></a></p>
<p style="text-align: center;"><em>To view the entire report, access: </em><a href="http://www.alaea.asn.au/Aviation_Survey_2012.pdf" target="_blank"><em>ALAEA Aviation Survey 2012</em></a></p>
A number of 2750 employees, which included pilots, engineers, flight attendants, ramp service staff, customer service staff, support staff and managers responded to the 54 question survey, which addressed their opinion on company management and how their employees are treated. Although it may seem like the survey exceeds the scope of an employee engagement measure, the authors state that in order to properly frame and explain the phenomenon, an overview of the aviation industry needs to be taken into account.

The domains which subsumed the 54 questions are:
<ul>
	<li>Communication: the employees’ opinion regarding the effectiveness of organizational communication;</li>
	<li>Safety: observations concerning the company’s safety measures;</li>
	<li>Perception: a global perception of the company they work for;</li>
	<li>Management: their opinions about the top management’s performance;</li>
	<li>Individual: the employee’s assessment of the opportunities offered to them within the company.</li>
</ul>
Positive aspects of the present survey include the fact that it seeks to have a broader understanding of employee opinion, to better define parameters for their work engagement. Furthermore, another positive aspect is derived from the fact that it starts with a conceptualization of the terms used (e.g. manager), which is consistent throughout the survey. This is a recommended practice, in order <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#survey-design" target="_blank">to obtain accurate feedback</a>.

The questions are drawn from previous airlines studies. This is recommended in creating <a href="http://oqi.wisc.edu/resourcelibrary/uploads/resources/Survey_Guide.pdf" target="_blank">relevant question content</a>. Close ended questions with a 5-point Likert rating scale are used, which helps balance the positive and negative responses. This is a recommended and <a href="http://www.uwex.edu/ces/4h/evaluation/documents/Wordingforratingscales.pdf" target="_blank">common practice for unipolar scales</a>.

However, there are a few negative aspects worth mentioning.

Firstly, the survey does not have a clear statement of goals, benefits and outcomes of the measured responses, nor a time estimation in the beginning. Such mentions are <a href="http://books.google.ro/books?id=zbnzeAR34LcC&amp;printsec=frontcover&amp;dq=surveys.pdf&amp;hl=en&amp;sa=X&amp;ei=hLvwUs-tGc71yAO4t4G4Bw&amp;redir_esc=y#v=onepage&amp;q=conceptualizing&amp;f=false" target="_blank">necessary within the introduction</a>.

Secondly, the exclusive use of close-ended question induces the <a href="http://srmo.sagepub.com/view/encyclopedia-of-survey-research-methods/n488.xml" target="_blank">response-order effect</a>. A recommendation in this sense is <a href="http://marketresearch.about.com/od/market.research.surveys/a/Surveys-Research-Closed-End-Questions-Or-Open-End-Questions.htm" target="_blank">alternating closed and open ended questions</a>.

And finally, the survey does not prove to be time effective. Due to it’s increased number of questions, in order to receive the desired feedback, a greater period of time is required.

This type of surveys constitutes the premises for calculating the more sophisticated <a href="http://www.smartkpis.com/kpi-key-performance-indicator/employee-engagement-index-1836.html" target="_blank"># Employee engagement index</a>

For more relevant human resources KPIs, access: <a href="http://store.kpiinstitute.org/top-25-hr-kpis-of-2011-2012.html" target="_blank">Top 25 HR KPIS of 2011-2012</a>

References:
<ul>
	<li>Australian Licensed Aircraft Engineers Association (2012) Australian Aviation Industry Employee Engagement Survey, available at: <a href="http://www.alaea.asn.au/Aviation_Survey_2012.pdf" target="_blank">http://www.alaea.asn.au/Aviation_Survey_2012.pdf</a></li>
	<li>Australian Licensed Aircraft Engineers Association (2012) Aviation Employee Engagement Survey, available at: <a href="https://www.surveymonkey.com/s.aspx?sm=1%2fkJTkLIKGRjYBl0KlBZkg%3d%3d" target="_blank">https://www.surveymonkey.com/s.aspx?sm=1%2fkJTkLIKGRjYBl0KlBZkg%3d%3d</a></li>
	<li>Australian Licensed Aircraft Engineers Association (2010) About the ALAEA, available at: <a href="http://www.alaea.asn.au/about/about-alaea" target="_blank">http://www.alaea.asn.au/about/about-alaea</a></li>
</ul>
Image source:

<a href="https://www.surveymonkey.com/s.aspx?sm=1%2fkJTkLIKGRjYBl0KlBZkg%3d%3d" target="_blank">https://www.surveymonkey.com/s.aspx?sm=1%2fkJTkLIKGRjYBl0KlBZkg%3d%3d</a>]]></content:encoded>
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<wp:post_id>15397</wp:post_id>
<wp:post_date>2014-02-18 01:27:43</wp:post_date>
<wp:post_date_gmt>2014-02-17 14:27:43</wp:post_date_gmt>
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<title>The KPI Institute launches “Performance Management in 2013”</title>
<link>http://www.smartkpis.com/blog/the-kpi-institute-launches-%e2%80%9cperformance-management-in-2013%e2%80%9d/</link>
<pubDate>Tue, 18 Feb 2014 10:24:05 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[smartKPIs.com]]></category>

		<category domain="category" nicename="smartkpiscom"><![CDATA[smartKPIs.com]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15412</guid>
<description></description>
<content:encoded><![CDATA[February 18<sup>th</sup>, 2014, Melbourne, Australia – <em>The KPI Institute, </em><em>the global authority on Key Performance Indicators (KPIs) research and education,</em><em> announces the launch of “Performance Management in 2013”, the second from a series of annual publications which provides an overview on the state of the discipline. </em>

As Performance Management is continuously growing in popularity and maturity, assessing the exact position and development of the discipline each year is essential. The report <em>Performance Management in 2013</em> is the result of a qualitative research study conducted in the period September 2013 - January 2014, by The KPI Institute. The research study used both primary and secondary sources.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Performance-Management-in-2013.png"><img class="aligncenter size-full wp-image-15427" title="Performance Management in 2013" src="http://www.smartkpis.com/blog/wp-content/uploads/Performance-Management-in-2013.png" alt="" width="634" height="285" /></a></p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/PM2013.png"><!--more--></a></p>
The magazine<em> </em>covers a broad range of topics meant to provide an overview on the discipline, such as:
<ul>
	<li><strong>Perspectives</strong>: 20 semi-structured interviews with practitioners, academics and consultants from all the continents;</li>
	<li><strong>Around the World</strong>: 200 countries reviewed for performance related legislation;</li>
	<li><strong>Trends in Search</strong>: the Google search popularity and media exposure of performance related keywords;</li>
	<li><strong>Education</strong>: 20 relevant university degrees, 30 relevant university subjects, 22 performance related events;</li>
	<li><strong>Career</strong>: Performance Manager and Strategy Manager jobs and salaries;</li>
	<li><strong>Resources</strong>: 100 performance related bestselling books, 100 latest published books, 15, journal articles, 10 portals and 13 communities;</li>
	<li><strong>Software</strong>: 50 softwares clustered by Gartner in three categories: Corporate Performance Management, Business Intelligence, Employee Performance Management.</li>
</ul>
Based on the belief that a discipline can only evolve through the combined efforts of practitioners, academics and consultants, the report presents interviews with a wide range of specialists from 18 countries, who offered rich insights into the state of the discipline in 2013. In order to provide a complete and comprehensive image, opinions from both private and public sector, from all the corners of the world are included in the report – from USA to Australia and from Nigeria to Malaysia.

The content was compiled in such manner as to provide opinions and extensive analysis through the interviews, as well as specific information through topics such as events, media exposure, resources and software.

The report is available in two formats:
<ul>
	<li>Electronic      (free): <a href="http://issuu.com/thekpiinstitute/docs/performance-management-in-2013" target="_blank">view      here</a></li>
	<li>Paper copy      ($13): <a href="https://www.createspace.com/4613489" target="_blank">order here</a></li>
</ul>]]></content:encoded>
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<wp:post_id>15412</wp:post_id>
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<title>Performance Based Bonus – Philippines Government</title>
<link>http://www.smartkpis.com/blog/performance-based-bonus-%e2%80%93-philippines-government/</link>
<pubDate>Tue, 18 Feb 2014 13:38:57 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Government - State / Federal]]></category>

		<category domain="tag" nicename="government-state-federal"><![CDATA[Government - State / Federal]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Pay]]></category>

		<category domain="tag" nicename="performance-pay"><![CDATA[Performance Pay]]></category>

		<category domain="tag"><![CDATA[Philippines]]></category>

		<category domain="tag" nicename="philippines"><![CDATA[Philippines]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15417</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: left;">Before 2012, the Philippines Government rewarded employees from the board uniformily, regardless of their performance. In time, this approach proved to be limited in terms of motivating employees and stimulating progress. Therefore, an initiative to promote a performance and result oriented culture was implemented - The Performance Based Incetitives System (PBIS). Based on it, employees may receive two incentives: the Productivity Enhancement Incentive (PEI) - the financial bonus mentioned above, and the Performance Based Bonus (PBB) given on individual performance and contribution to the achievement of the employee’s department targets. However, this new bonus doesn’t affect other existing benefits, such as a mid-year and year-end bonuses, the Cash Gift or the Collective Negotiation Agreement (CNA) bonus.<!--more--></p>
<strong>How does it work?</strong>

For a Government Agency to receive access to the PBB it must meet several criteria. The bureaus or delivery units will be ranked according to their performance and categorized under the following clusters: Best Bureaus, Better Bureaus, Good Bureaus and Poor Bureaus (bureaus that failed to accomplish 90% of their targets). Employees are eligible for the bonus only if their department is among the first three categories and if their individual performance was not ranked as Below Satisfactory. The value of the bonus each employee receives is calculated taken into consideration also the bureau’s performance, as it can be seen in the matrix below:

<img class="size-full wp-image-15418 aligncenter" title="Peformance-based-bonus-Philippines-Government" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Peformance-based-bonus-Philippines-Government.png" width="634" height="248" />

<strong>How performance is measured?</strong>

Performance is assessed through performance indicators (PI) defined by the Government „<em>as a characteristic of performance i.e. quantity, quality, timeliness or cost that is to be measured and will illustrate the standard by which a Department is expected to deliver its services</em>.”

For an Agency to be eligible for PBB, it must meet 90% of the performance indicators targets set for:
<ul>
	<li>The Major Final Outputs (MFOs)</li>
	<li>Support Operations Services (SOS) and General Administration Support Services (GASS)</li>
	<li>Priority Program targets under the five Key Result Areas (KRAs)</li>
</ul>
Three performance indicators must be selected  for each MFOs to reflect quality, quantity, and timeliness. For SOS and GASS, performance indicators should only reflect quality and timeliness.

<strong>Who evaluates performance?</strong>

In the case of bureaus and delivery units, the Secretary or the Head of the Agency will make the evaluation with the help of a Performance Management Group (PMG), consisting of senior officials that directly oversee and observe performance. In the case of individual performance, the heads of the bureaus or delivery units are responsible for ranking employees within these units.

<strong>Governance</strong>

The implementation of this performance pay based system is governed by the Department of Budget and Management and the Office of the Executive Secretary. At the Agency and Department level, the responsibility belongs to the Department Secretaries or Heads of Agencies. Performance Management Groups are established for each Department or Agency to support this project.

To make it easier for government employees to understand the new performance pay system, all the details of the program are incorporated in an <a href="http://www.smartkpis.com/blog/performance-based-bonus-%E2%80%93-infographic/">infographic</a> available on the government’s website together with a long list of frequently asked question.

Best practices suggest that individual performance should not be stimulated only through financial incentives, but also through non-financial rewards. The effect of money on employee’s motivation is limited. It is recommended to have a holistic approach in rewarding employees, by including non-financial incentives like movie tickets, performance awards (diplomas, trophies), recognition during an official ceremony or even smaller attentions like  "Thank you”.

References:
<ul>
	<li>Philippines Government (2012), Performance-Based Incentitive Syste: Frequently asked questions, Official Gazette, available at: <a href="http://www.gov.ph/pbb/faqs/">http://www.gov.ph/pbb/faqs/</a></li>
	<li>smartKPIs.com (2014), Performance-based bonus – Infographic, available at: <a href="http://www.smartkpis.com/blog/performance-based-bonus-%E2%80%93-infographic/">http://www.smartkpis.com/blog/performance-based-bonus-%E2%80%93-infographic/</a></li>
</ul>
Image source:
<ul>
	<li>http://www.gov.ph/pbb/faqs/</li>
</ul>]]></content:encoded>
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<wp:post_id>15417</wp:post_id>
<wp:post_date>2014-02-19 00:38:57</wp:post_date>
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<title>Expert Interview – Carmine Bianchi, Full Professor of Business &amp; Public Management, University of Palermo, Italy</title>
<link>http://www.smartkpis.com/blog/expert-interview-%e2%80%93-carmine-bianchi-full-professor-of-business-public-management-university-of-palermo-italy/</link>
<pubDate>Wed, 19 Feb 2014 08:33:06 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Interviews]]></category>

		<category domain="category" nicename="interviews"><![CDATA[Interviews]]></category>

		<category domain="tag"><![CDATA[Italy]]></category>

		<category domain="tag" nicename="italy"><![CDATA[Italy]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Management in 2013]]></category>

		<category domain="tag" nicename="performance-management-in-2013"><![CDATA[Performance Management in 2013]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15474</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/Carmine-Bianchi-21.jpg"><img class="alignright size-medium wp-image-15521" title="Carmine-Bianchi-2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Carmine-Bianchi-21-257x300.jpg" width="257" height="300" /></a>For the report <a href="http://store.kpiinstitute.org/performance-management-in-2013.html" target="_blank">Performance Management in 2013</a>, The KPI Institute conducted 20 semi-structured interviews with practitioners, academics and consultants from 18 countries, who offered a detailed image on the state of Performance Management as a discipline.

Carmine Bianchi, Full Professor of Business &amp; Public Management at the University of Palermo, Italy,<strong> </strong>was one of the academics that The KPI Institute interviewed.

<strong>1. What does the term Performance Management mean to you?</strong>

To me, Performance Management is, first of all, understanding the results of an organization, secondly understanding the factors impacting on results, thirdly understanding the levels on which it is possible to act in order to influence the factors that affect the results and also understanding how the results will affect future performance. Of course, this is not a mechanistic activity, so it’s not only about making calculations, there is an organization behind this concept, there is a responsibility about performance measures, so when you ask me about Performance Management, in my mind there is the Performance Management cycle, starting from the definition of objectives, not only at the operational level, but primarily starting from a strategic point of view, then there is the definition of actions and performance indicators, the implementation, the responsibilities assigned to the people in order to be able to understand how each area will contribute to the final results and then monitoring in progress and ex-post, after the implementation, the results. So that’s primarily Performance Management.

What I don’t include, something which is often considered as Performance Management, is external reporting. It is very important for an organization to communicate to external parties the performance results, like reporting about intellectual capital or social capital, but it is not primarily Performance Management, this is about the transparency of the organization. It facilitates the implementation of Performance Management, but it is not purely Performance Management.
<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Carmine-Bianchi-2.jpg"><!--more--></a><span style="font-weight: bold;">2. What drives interest in Performance Management?</span></p>
Let’s first of all make a distinction between the different patterns I envisage about the interest in performance management in private and public sector organizations. There is, of course, a historical interest in using performance management systems into private sector organizations, mainly in businesses. The Balanced Scorecard is a typical example of Performance Management application, tool and approach that was primarily used in private sector organizations. In my opinion, the reason why people are interested in Performance Management is to generate some kind of value added to the planning and control systems, i.e.: those traditional, conventional planning and control systems that businesses still have. These planning and control systems are focused on the measurement of only or primarily financial values, not the non-financial values. So the interest in the area of businesses is related to the lack of flexibility of conventional planning and control systems focused on financial values to measure what actually drives performance, which are usually non-financial indicators. This is what, to me, drives interest in Performance Management on the business point of view.

Today, in my perception, there is a rising interest in Performance Management also in the public sector. From this perspective, as I have seen in the last ten years, I can say I am surprised by the fact that Performance Management is becoming a buzzword, in the public sector and in the public opinion, rather than a means to help an organization understanding how it can generate the desired outcomes for the achievement of which it exists. There is a sort of abuse of Performance Management as a term: I think people often don’t understand properly what really Performance Management is. <em>Doing</em> <em>more with less</em> is a typical slogan that has been used in many governments in the last decade. There is an interest to pursue efficiency and effectiveness at the same time, and to use proper tools. Concerning this, what I am going to say maybe is quite strong, but this is what I perceive: regarding the reason for using for performance management in the public sector, the public interest tends to be shifted towards the means, rather than the ends. I mean the focus is primarily on the <em>tools</em> that might allow different stakeholders in a society to <em>control</em> from outside a public sector organization. The interest is very much focused on compliance, on reporting, on transparency. But in my opinion, in the public sector, there is not a corresponding strong interest about the possibility to have internal drivers of change inside public sector organization. I mean: to staff such organizations with good analysts, good people who can support the line functions in different steps of the Performance Management cycle.

So, the dynamics I can see in the public sector, particularly in Italy (as I live in Italy - though at the moment I’m in the USA - but I see that similar dynamics sometimes also in other countries), it’s quite different from the dynamics that it is possible to see in the private sector. In the public sector, the effect of this strange focus is the fact that organizations tend to accumulate huge amounts of data, and then they have difficulties in using it. So why do they have these difficulties? Because there is not a focus on design, and because, in my opinion, the driving forces are not genuinely working towards the possibility to help an organization to get better, to improve, so it’s like a control, not really a way to be interested in improving the organization. This is originated by the fact that it is probably implied that organizations hold the necessary skills to design and implement a good Performance Management system. But this is not granted at all – particularly in the public sector – due to the big cultural, knowledge and organizational gaps that such institutions have in this field.

<strong>3. What are your thoughts on the relationship between Performance Management at organizational, departmental and individual level?</strong>

Performance Management is not something that can be seen as a monolith, as one single block, because at the very end Performance Management is the <em>management of an organization’s performance</em>; and, to achieve organizational performance, the departments – and inside departments, the groups and individuals – should understand their own role.

Concerning this, we have to take two aspects into consideration. My thought is that the three levels are deeply interrelated to each other, and there should be a consequential relationship between them. I would even add another level before the organizational, which is the inter-organizational one, meaning that both the public and private sector organizations today must also see their own performance related to the territory. So, the question is: “to what extent is my organization contributing to the results, to the performance of the territory where I operate?” and “to what extent and how can the territory’s performance feedback on my organization’s performance?”. So this relation, seeing also the inter-organizational and the territorial performance, is very, very strong, particularly for public sector organizations. A municipality cannot, in my opinion, evaluate and manage its own performance by only considering the institutional results, i.e. the results of the municipality, since the institution converges into a territory. So it is very simplistic to say that in order to establish a financial equilibrium, which is of course very important for a municipality, a wise policy is to simply and irrationally cut a number of expenditures, without considering the negative effects that this might generate into the territory. Furthermore, it is simplistic to only focus the financial results of a Municipality, since often these measures are not able to gauge the outcomes of the municipal services on the territory. Generating poor outcomes on the territory due to irrational spending reviews, may lead in the long term to more financial problems for a Municipality. I believe this is an important cause underlying the vicious circle where a number of local governments I know are struggling today. Detecting such vicious circles and finding the proper levers to counteract them is an important part of the learning process underling performance management.

So, the first thought is that the institutional, i.e. organizational, performance is very important as a synthetic measure of performance. This level should be considered as related to an inter-organizational or territorial performance.

I give you an example of the relevance of this issue also concerning enterprises: as an entrepreneur, I can do very well on the financial and competitive points of view for my business, but at the same time I may pollute the environment, the territory, I pollute the rivers, I am always exploiting the local labor force. Is my performance going well? Probably, in a proper evaluation of my performance I should consider that in the long run this way of managing the company will generate problems, will contribute to reduce the social capital in the territory and this, sooner or later, will feedback negatively into my performance. It’s just a matter of time. So this kind of analysis cannot be a static one, it should be articulated in both space (so an organizational vs. inter-organizational or territorial dimension) and time, as when we adopt broader system boundaries in our analysis, we can get a better perspective of the time variable, which is really essential in managing and in assessing performance.

My specific thoughts about the relationships between organizational, departmental and individual levels are the following: there are two dichotomous perspectives in order to design a Performance Management system. In my opinion, one is top-down, the other one is bottom-up. If I want to understand how each part of the institution will contribute to the organizational results, there are two possibilities: starting from the bottom in analyzing what each individual does, then grouping these activities into departmental or intradepartmental activities and then understanding how the department contributes to the organization’s performance. I have respect towards such an approach, which I call as bottom-up, but I don’t believe that this approach is very productive, particularly when an organization doesn’t have experience and an established Performance Management system, or when the organization is very large – I’m thinking about a number of public sector organizations particularly. I would describe this relation not as if you put commas or dashes between the three elements, organizational, departmental, individual, but if you would put arrows. I would put arrows from left to right, organizational vs. departmental vs. maybe intra-departmental, groups in a department, and then individuals. This goes to the need to understand how strategic goals at organizational level can be articulated into lower level goals, so how each department with specific objectives will contribute to them, how to measure them, which actions will be taken, what each department will have to produce. In order to develop a viable action plan at an aggregated level into a department, it is needed to envisage how each lower level in the organization will contribute. Analyzing performance and articulating it from organizational to departmental and to the bottom, i.e. at an individual level, is not that easy when the object of an organization is not producing shoes, but it’s delivering services. This is particularly true for public services, where the problem of linking different components of the organization (back and front offices) is a key for producing a viable action plan. Very often, in the public sector, back office units operate in a far remote environment from the delivery of service to the users. So the way through which Performance Management system designers should have to implement such a sequential analysis, organizational à departmental à individual, should be once more from top to bottom, from the synthesis to detail, otherwise it might be an asymmetrical analysis.

I have a last thought concerning this point: when you mention the individual level, you give for granted that each individual in an organization at all levels must be accountable for his or her contribution to the overall performance, and that’s fine for me. But when formal Performance Management systems are established, particularly when you pretend to measure the performance of the individuals who are operating at the very bottom levels of an organization, it becomes quite hard or illusory to use the same performance management metrics for them. I want to be very straight with a very simple example about this: using performance indicators to measure the performance of a car driver it’s illusory. Here what is needed is more a qualitative analysis, i.e. a description of how the car driver has to behave and actually behaves. Therefore, I think that the performance management/measurement metrics can be properly used if applied to individual performance at management or middle management level.  In the public sector, for instance, I would apply it to the first three organizational levels in a department, and therefore to all the managers and direct collaborators operating in the three departmental levels. When it comes that the performance of a gate keeper or a car driver in a department is evaluated, is it realistic to adopt the same kind of system or metrics that we have for the upper levels of the organization? We should use different metrics. Probably this is a different field from Performance Management. It’s understanding what kind of behavior the person should have to adopt and how to motivate individuals and communicate with them. Of course, this is also common to the other levels of an organization. But here it’s hard to find a direct link from individual to organizational performance. Maybe also in the lowest levels of an organization we might also have the possibility to identify some kind of measures. But it would be very hard to include such measures into a broader organizational performance management system. The more one goes in detail through the organizational chart, the harder it becomes applying the same logics of Performance Management to individuals who just have a very operational task. When you have a very low employee level, the metrics and the logics of Performance Management can be borrowed, but not applied in the same way they are applied for managers and middle managers. I see very often in public sector organizations very risky, very dangerous approaches which try to measure everything and they actually measuring nothing, as they gather a very chaotic mass of data, and the final result is bureaucratization of the Performance Management system, so it’s mismanagement.

<strong>4. What are the 2013 key trends in Performance Management?</strong>

Well, in my perception, an important trend is linking the different elements of the Performance Management cycle. In my opinion today there is an overemphasis on only the transparency of organizational results towards stakeholders, i.e. on only the last segment of the performance management cycle. When an organization does not have a viable Performance Management system, it’s hard to make results transparent. Results transparency is not only the availability of information on the services provided, but also is related to the possibility that an organization is able to identify how to modify actions to improve results, as claimed by stakeholders.

But if we want to consider the genuine term of Performance Management, I see a key trend on understanding how an organization is able to contribute, not only to generate financial results, but also to generate value for the territory, as I said before. This is another key trend, which can be found actually in the system, in nowadays life, so there is a trend regarding the measurement and the management of results, of performance regarding intellectual capital for instance. This is not a new phenomenon actually, but in general social reporting it is a very important trend.

Another trend I envisage is related to the possibility to connect to Performance Management intended as information system (oriented on only accounting measures), to the other components of Performance Management, i.e. the organizational and the strategic one. So we have different aspects of performance that should be taken into account.

This issue also leads to the discussion of the functional role of the performance management unit. Very often, in organizations it’s hard to understand that such unit should have to take a staff position. So, understanding the role of the staff of analysts, of those people who design Performance Management system is another key trend which should be taken into account. If you consider, for instance, the relatively recent reform we had in Performance Management in the public sector in Italy, there is no emphasis about this, there is a big implicit consideration that by default someone in the organization has designed the Performance Management system and someone will implement it. Therefore, the role of the designers is a very important trend that should be taken into consideration.

Last, but not the least, there is another important trend, which is related to innovative tools that can be used in Performance Management. They are very important but they can become useless or even dangerous in their use if you don’t have a proper design of Performance Management systems. Of course, intrinsic to the Performance Management design there is the design of tools, then the use of tools that can be more responsive towards strategic decision making and the possibility to link strategic decision making with implementation. Simulation is part of this trend, for instance I use system dynamics, which is a methodology that is adopted to model the feedback loops which drive the dynamics of performance measures. I call this as “Dynamic Performance Management” (DPM).  DPM can facilitate the understanding of the linkages between variables and between different parts of the organization, in order to generate the results. So, one important aspect of DPM refers to the modeling of performance indicators (i.e. drivers and end results, and related strategic resources) through a system dynamics model, and how to link this model with the existing Performance Management system. So the possibility to use, to combine and to link system dynamics models and traditional performance management systems is another interesting and important trend.

Let me clarify one thing: when I mention the term “trend”, I don’t necessarily have in mind positive trends. There are also erratic and dangerous trends on this concern. Sometimes I envisage a <em>stop-and-go</em> behavior, concerning Performance Management in public sector organizations. As it emerges from a research I have recently conducted with a colleague in North Carolina, particularly in the public sector, governments are only focused on Performance Management when there is some kind of financial relaxation. When it comes to – like it happens today – big budget cuts, and problems in the allocation of resources arise, then Performance Management paradoxically is taken out from the governments’ agenda. Rather, the governments’ focus tends to become only the very “last mile”, i.e. the very last segment of Performance Management, i.e. transparency, communication to the parties. Only this last aspect becomes crucial and part of this transparency, also with the purpose to prevent and detect corruption in the public sector. Though such activity is very important, I would not define it as “Performance Management”.

<strong>5. What aspects of Performance Management should be explored more through research?</strong>

Well, my previous answers in a sense may give insights for this question, so I mentioned before the relationship between organizational and inter-organizational performance, this is what I am exploring more through my applied research.

Another one that I mentioned is the role of the staff function and the staff units, i.e. the analysts, or Performance Management system designers and how this role should be better focused. It’s a very old topic; research has been done on this topic since the early 70s, but paradoxically if you look at the actual behavior of many organizations, the design of Performance Management system is not taken in very high consideration, it’s more a matter of using tools, so this is a very important element as well.

I also mentioned the use of simulation to facilitate the understanding, the measurement and the framing of strategy, very often strategic plans are just, as we say in Italian, <em>fried air</em>, very intangible, not easy to understand, just pure declarations of intents, even in very good organizations, and there is a difficulty to understand actually what are the purposes, what are the goals and how to implement them so this is a very important and difficult activity that can be facilitated through the use of proper methods and tools, and Dynamic Performance Management can substantially help, concerning this.

The last element I mentioned before is the method through which you can design and then implement a Performance Management and measurement system starting from the organization towards the departmental and the individual, so the synthesis vs. details vs. analysis. This is another important element and the measurement of results in those organizations can be hard when back offices may have difficulties understanding what their own role is. This implies the possibility to go towards the measurement of performance and not only in terms of input, process and output, but even in terms of outcome.

The very last that comes to my mind, which I am also researching, is related to the unintended consequences of Performance Management on behavior of people in an organization. When you have a formal Performance Management system and the matter of measurement and individual performance evaluation is related to social issues, like policing, for instance, or education, you have to be very careful, as you can run the risk that employees, individuals or even managers will try to achieve “the numbers”, regardless of the implications, the actions they will implement to get the result, so making the number of the performance measure. This is specifically related to the linkages between the Performance Management system and the rewards systems. There is a risk of cannibalization: the reward system can cannibalize the Performance Management system in some areas, particularly in some situations.

<strong>6. Which companies would you recommend to be looked at due to their particular approach to Performance Management and their consequent results?</strong>

I could give as examples those companies who have implemented the Balanced Scorecard, or those companies who have tried to move from a static Balanced Scorecard towards a dynamic Balanced Scorecard, there is a literature about this. I envisage that I didn’t mention the Balanced Scorecard until now, I just implicitly mentioned it but now I’m explicitly mentioning it. I have been consulting for a company in the telecommunications industry, they had a static Balanced Scorecard and they asked me to help them in creating a dynamic Balanced Scorecard. In the causal analysis of the linkages between different performance measures, this kind of conversion through the Balanced Scorecard method is a little bit difficult and dangerous as sometimes performance drivers, i.e. measures which drive other measures, are confused with indexes, just the ratios, such as for instance the return on investment. The ROI is not generally a driver; it is just an index measuring profitability.

<strong>7. What are the main challenges of Performance Management in practice today?</strong>

In practice, first of all, it’s about having good Performance Management system designers, if you don’t have Performance Management system designers you have just an automatic, a mechanistic activity and this is why performance is becoming, or has become in many areas, buzzword and has lost a lot of possibilities to generate good results. For a more detailed answer regarding challenges, you have to go back to my answers about the key trends and about the aspects that should be explored more through research.

<strong>8. What do you think that should be improved in the use of Performance Management tools and processes? </strong>

Again, this is related to what I said before, so I anticipated a number of issues which are here in the practice section. In terms of tools I mentioned before simulation tools. I didn’t mention precisely, as I am doing now, performance measures. This is not a matter of reinventing the wheel, but very often performance measures are inappropriately calibrated, before I said that there is a confusion sometimes between what I called performance indexes and performance drivers, and this generates confusion. Sometimes there is a confusion between performance measures and resource measures. If I want to measure performance, I have to measure a result not the means, I must measure and manage the factors which lead to the result from the use of the means. Sometimes there is a confusion, so the proper use of performance measures is another important element.

Another aspect is related to what I said before. It’s not a theoretical concept, it’s very practical one. I will give you an example. In the telecommunication industry, there is the phenomenon of customer churn, i.e. the high and frequent mobility of customers from a provider to another. You can measure the number of customers in a given time, but if you want to understand the behavior of critical variables affecting the customer base over time, you must be able to link the different dots, the different elements together. This may allow organizations to understand the patterns of behavior of critical variables over time. Only then you may say “I’m in the right lane to manage and measure performance”.

Another important aspect is avoiding to be obsessed about the objective measurement. An objective measurement is not disputable in terms of errors in measurement. So, if I want to measure customer satisfaction, this is not that an objective measure. However, understanding non-objective measures and the factors which generates them, which have an impact on them is very important, if those measures relate to critical success factors from the financial, competitive or social point of view. Jay Forrester recently said something like this: if you ignore an intangible measure and an intangible variable, since it is very difficult to measure it, and that intangible variable is critical for the results, you are giving a precise value to this variable, and the value is 0. So when you ignore something because those factors are not objectively measurable you are just taking a precise position that they are not important but you are saying that they are important. So dealing with the complexity, accepting complexity and understanding that Performance Management is not just clicking buttons in a computer machine, but first of all framing reality, learning from the system, putting people around the table in a possibility to have a learning process around the performance of the company to improve or to keep it stable is very important and this is not something which happens from a day to another in an organization, this goes to the mental models of an organization. So there is a soft part of Performance Management which is as important as the hard part in terms of tools or reports. Learning facilitators and modelers have an important role too, I believe that the learning facilitator and the modeler role can be embedded in the role of the Performance Management systems analysts, the designers, that’s why I give such big importance to the design; is not the design itself, but the design as a means to verify whether the Performance Management system is used in a way that it is really functional to the development of an organization, or is just a bureaucratic tool and, therefore, a useless tool.

<strong>9. What would you consider best practice in Performance Management? </strong>

Using Performance Management as a learning vehicle, meaning what I said before, this can be perceived as very abstract. But this means verifying, even when you have performance measures, which can be counterproductive, which can induce unintended behavior in people, which can measure something that actually does not matter in terms of results, but it’s just a resource. In synthesis, I consider best practice a “learning oriented” approach to Performance Management, embodying what I said before, the proper use of performance measures, the possibility to use performance measurement in order to force a collaboration between different people in a group, understanding the counterintuitive and unintended effects as I mentioned earlier. So, I would label such best practice as a “learning oriented” planning and control system design and implementation, leading to good Performance Management. If you want a specific term, I would say “Dynamic Performance Management”. I published several articles about this and now I’m writing a book.

<strong>10 What aspects of Performance Management you think should be emphasized more during educational programs?</strong>

I think that in education, one aspect is related to the organizational implications of Performance Management, so I go back to what I said before. Another aspect is related to the tools, so I go back again to what I said before, to the method for setting performance measures, again – what I said before.

An aspect, which I didn’t mention, and it comes to my mind now, is the proper use of benchmarking tools. Benchmarking is very important in Performance Management, but when you don’t have an idea of how your company or your organization is performing, benchmarking can be very difficult to implement, as you don’t have an idea of what to measure, how to measure and whether the measure is a realistic one, and why the results have been produced when you don’t have a Performance Management system. So benchmarking is very interesting and potentially useful, as it can become a powerful lever for an organization which has a sophisticated and advanced Performance Management system to improve.

Simulation is another important aspect to consider, I mentioned it before.

<strong>11. Which are the limits in order to achieve high levels of proficiency in Performance Management among practitioners? </strong>

I believe that the major limitation relates to the linkage between line and staff. When I say staff I refer to the Performance Management systems designers, those people who have the keys of the Performance Management systems in their own minds and hands, metaphorically speaking. It is not possible to disregard the controller; once upon a time they were called controllers, now we talk about performance managers, but again this is a role of a learning facilitator. We’re talking about a group of people, a staff, trying to help other people operating in a line position in understanding the factors impacting on results, and in better setting goals and objectives, to link different parts of the organization, and the organization with its environment.

On this regard, particularly in the public sector, it is crucial the role of the controller in facilitating the communication between elected officials and managers. So, I can also mention, from the experience that I’ve done in the last decade in the public sector, the number of limitations related to the relationship between the political and the managerial level in an organization, political goals vs. managerial objectives, but also the design and implementation of action plans and the possibility to have viable action plans until you reach the individual level, so this goes back to your third question.

<strong>12. If you are to name in a few words the main aspects governing Performance Management today, what would they be?</strong>

In a few words, Performance Management should be driven, or should be governed by a learning oriented perspective, a dynamic perspective, so considering time, considering linkages, considering how, from the synthesis to the detail and not vice versa, the organization can perform. I would mention “learning oriented”, as a first element, and from synthesis to analysis, and dynamic. But these are just very, very few words, just symbols that should be explained.

I would say that the keywords for Performance Management today are: Learning oriented, meaning that you, as an organization, don’t have to implement a mechanistic approach to Performance Management systems.

The other keyword is related to the approach from synthesis to analysis. When implementing a system of performance measures, you have to first of all understand from the synthesis, i.e. what kind of results are getting produced and then to analyze the factors impacting on them. This relates – on the one side – to what I call the instrumental view of Dynamic Performance Management, i.e. relationship between end results, performance drivers and the strategic resources. On the other side, it goes back to what I call the objective view of Dynamic Performance Management, meaning the processes. Analyzing processes is not going from detail to synthesis, but going from synthesis to detail; from the synthesis you then understand what factors impact on results. So, process analysis becomes a selective method, to understand how each part of the organization contributes to the KPIs of the organization, and understanding how such KPIs can be found not only at organizational or departmental level but also at the intra-departmental level, inside a department. Through process analysis it becomes a very important element.

I mentioned a third one which relates to using a dynamic approach, so nothing is static in real world and not everything can be objectively measured, even financial values, like sales revenues, have inside them non-financial and even a bit difficult to measure factors. In order to understand and then manage performance one has to accept a level of difficulty and lack of precision in measuring performance, so performance measurement is not only something related to static and objective values. Understanding delays or patterns of behavior is critical, particularly in those dynamic and complex systems where the organization may operate, so it becomes crucial for those companies operating in unpredictable environments.

<strong>13. We are developing a database of Performance Management subjects and degrees. Which are the subjects/degrees you have come across and at which university? </strong>

I can mention a very good program which is delivered by the University of North Carolina at Chapel Hill in the USA by the School of Government. It’s on Performance Management but it’s also focused on benchmarking. There is also, at this university, a Benchmarking Program, they collect data from municipalities, they compare the results from organizations in their “research triangle”, which is an area of different municipalities around Chapel Hill, and they have periodical meetings with the managers, I think twice a year. I’ve been invited twice in such meetings and they are very well conducted, and although my colleagues at Chapel Hill don’t use system dynamics, the spirit is very similar, they try to understand the factors that may have given rise to different results in performance and it is very interesting to me the fact that the managers from different municipalities accept to talk about their own system in the same context with other colleagues coming from other “competing” municipalities, so that is something that I directly know and this is something that I really appreciated in terms of behavior.

In Europe I know there are a number of schools doing good stuff in Performance Management, in the last 10 years I’ve been more involved in public sector Performance Management so I can for instance mention a school in Leuven and Antwerp, in Belgium, but I don’t know in detail the programs they perform.

At the moment I’m here in the Albany University, they are not focused on Performance Management itself, but they actually do Performance Management through modeling so the work they have done, both in research and in education, on system dynamics modeling around performance is very interesting.

Another group of people with whom I’m in touch is the Baruch College, New York, and I’ve published even papers with a colleague of mine based in Baruch College, related exactly to the issue I mentioned before about the unintended effects of performance measurement systems. They also teach Performance Management in the public sector.

In Italy, the Bocconi University in Milan and the Pisa and Siena Universities come to my mind specifically, since I am in touch with them for Performance Management more closely than with the others, but I have a great respect also for many other colleagues in Performance Management in Italy.

At the University of Palermo, besides the PhD program in “Model Based Public Planning, Policy Design and Management”, we have also a master, European Master in System Dynamics, which covers only a semester in Performance Management, but we are going to launch a master in public management, which will be explicitly focused on Performance Management. Also we offer a one year program on Dynamic Performance management.

For more interviews with professionals from all over the world, access <span style="text-decoration: underline;"><a href="http://store.kpiinstitute.org/performance-management-in-2013.html" target="_blank">Performance Management in 2013</a></span>]]></content:encoded>
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<title>Performance Expo: Strategy Map – Simmons College, Boston</title>
<link>http://www.smartkpis.com/blog/performance-expo-strategy-map-%e2%80%93-simmons-college-boston/</link>
<pubDate>Wed, 19 Feb 2014 16:02:11 +0000</pubDate>
<dc:creator><![CDATA[mihai.toma]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Simmons College]]></category>

		<category domain="tag" nicename="simmons-college"><![CDATA[Simmons College]]></category>

		<category domain="tag"><![CDATA[Strategy Map]]></category>

		<category domain="tag" nicename="strategy-map"><![CDATA[Strategy Map]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

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<description></description>
<content:encoded><![CDATA[Considered one of America’s best colleges by publications such as the U.S. News &amp; World Report, The Princeton Review and the Kaplan college guidebook, Simmons College offers undergraduates and graduates the opportunity to receive education in areas such as: liberal arts, communications management, social work, education and many others.

In order to preserve its rank as one of the best colleges in the USA, Simmons College has implemented a Strategy Map taking into account input from all level within the college, as part of “Strategy 2015”.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Strategy-map-Simmons-College.png"><img class="aligncenter size-full wp-image-15430" title="Strategy-map-Simmons-College" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Strategy-map-Simmons-College.png" width="634" height="442" /></a></p>
<!--more-->Instead of adopting the traditional approach of developing Strategy Maps by using the four perspectives of the Balanced Scorecard: Financial, Customer, Internal Processes, Learning and Growth, Simmons College adapted them and created five themes which sustain the ‘Simmons Core Purpose: Transformative learning that links passion with lifelong purpose’.

Positive aspects of the strategy map developed by Simmons College:
<ul>
	<li>The main purpose of the college is supported by five themes: Build a vibrant student-centered educational community that inspires leadership and lifelong commitment; Envision Simmons as a university with a global perspective built on research, scholarship and teaching excellence; Attain and retain financial strength; Create. Innovate.; Promote a student-centered culture of learning, leadership, and making a difference;</li>
	<li>Selected objectives are clustered within each of the established perspectives;</li>
	<li>The objectives follow best practices in standardization by starting with verbs;</li>
	<li>Assigning codes and colour codes to objectives and perspectives allows viewers to easily read and understand the Strategy Map.</li>
</ul>
Recommendations for the presented strategy map:
<ul>
	<li>The inter-causal relationships between objectives can be mapped in order to provide the viewer with a transparent overview of the connections between strategic objectives;</li>
</ul>
Simmons College has managed to gather feedback from all stakeholders in the process of developing its strategy.This is reflected in the Strategy Map that was developed and which will serve as a one-page manifesto of the college’s strategy for 2015.

For details about the benefits of the strategy map and other performance management tools, access <a href="http://store.kpiinstitute.org/library-performance-management-system-toolkit.html">Performance Management Toolkit</a>.

References:
<ul>
	<li>Simmons College (2012), Strategy 2015: Two-year review: October 2010-2012, available at: http://www.simmons.edu/strategy2015/docs/SimmonsCollegeStrategy2015TwoYearUpdate.pdf</li>
	<li>Simmons College (2010), Simmons Strategy Map, available at: http://www.simmons.edu/strategy2015/docs/SimmonsStrategyMap.pdf</li>
</ul>
Image source:
<ul>
	<li>http://www.simmons.edu/strategy2015/docs/SimmonsStrategyMap.pdf</li>
</ul>]]></content:encoded>
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<wp:post_date_gmt>2014-02-19 16:02:11</wp:post_date_gmt>
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<title>Performance Expo: Employee Satisfaction Survey - Research and Training Center, University of Minnesota</title>
<link>http://www.smartkpis.com/blog/performance-expo-employee-satisfaction-survey-research-and-training-center-university-of-minnesota/</link>
<pubDate>Thu, 20 Feb 2014 09:15:51 +0000</pubDate>
<dc:creator><![CDATA[Mihai]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[employee satisfaction survey]]></category>

		<category domain="tag" nicename="employee-satisfaction-survey"><![CDATA[employee satisfaction survey]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[University of Minnesota]]></category>

		<category domain="tag" nicename="university-of-minnesota"><![CDATA[University of Minnesota]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15437</guid>
<description></description>
<content:encoded><![CDATA[The Research and Training Center (RTC) is an educational institution which provides research, evaluation, training, technical assistance and dissemination to support the aspirations of persons with developmental disabilities to live full, productive and integrated lives in their communities.

RTC has implemented an Employee Engagement Survey with the purpose of understanding the employees’ attitudes about workplace, increasing the <a href="http://www.smartkpis.com/kpi-key-performance-indicator/employee-satisfaction-5912.html" target="_blank">% Employee satisfaction</a> and improving workforce practices. This survey was sent to all employees, a practice that ensured RTC will be provided with an integrated image on employee satisfaction within the company.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Employee-Satisfacction-Survey-RTC-at-the-University-of-Minesota11.jpg" target="_blank"><img class="alignright size-full wp-image-15440" title="Employee-Satisfacction-Survey-RTC-at-the-University-of-Minesota[1]" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Employee-Satisfacction-Survey-RTC-at-the-University-of-Minesota11.jpg" width="634" height="450" /></a>
<p style="text-align: center;">To see the entire survey access – <a href="http://rtc.umn.edu/docs/staffsatisfaction.pdf" target="_blank">RTC Survey - University of Minnesota</a></p>
<p style="text-align: center;"><!--more--></p>
Positive aspects of the presented survey:
<ul>
	<li>The survey implemented by RTC uses a <a href="http://www.psu.edu/president/pia/innovation/insights014.pdf" target="_blank">No opinion/ Not Applicable</a> category, as it is often recommended. There may be respondents that have no knowledge of or experience with the question topic;</li>
	<li>The questions are clustered on different topics for a better visualization and to be easier for respondents to focus on a topic;</li>
	<li>The <a href="http://oqi.wisc.edu/resourcelibrary/uploads/resources/Survey_Guide.pdf" target="_blank">confidentiality policies</a> are clearly stated in the beginning, a practice which ensures a higher rate of responses;</li>
	<li>Before the beginning of survey there is a paragraph with <a href="http://books.google.ro/books?id=zbnzeAR34LcC&amp;printsec=frontcover&amp;dq=surveys.pdf&amp;hl=en&amp;sa=X&amp;ei=hLvwUs-tGc71yAO4t4G4Bw&amp;redir_esc=y#v=onepage&amp;q&amp;f=false" target="_blank">instructions</a> of how to complete it. This practice is recommended as it ensures a correct and unitary understanding of the survey and, therefore, more accurate results.</li>
</ul>
Recommendations:
<ul>
	<li>It is recommended to include a <a href="http://www.psu.edu/president/pia/innovation/insights014.pdf" target="_blank">neutral category</a> in the answer scale used in the survey, in order to balance responses;</li>
	<li>It is recommended to use the <a href="http://help.surveymonkey.com/articles/en_US/kb/Design-Tips-How-to-create-and-administer-effective-surveys" target="_blank">demographics</a> at the end of survey. Using them on the beginning may lead to a lower response rate;</li>
	<li>It is recommended to have an estimate time of completion at the beginning of the survey, offering respondents a broad image of the effort required and making them more likely to complete it.</li>
</ul>
Measuring <a href="http://www.smartkpis.com/kpi-key-performance-indicator/employee-satisfaction-5912.html" target="_blank">% Employee satisfaction</a> is an important component of the Human Resources function within any company. Relevant HR KPIs that can help organisations in measuring specific items within the field can be found in <a href="http://store.kpiinstitute.org/top-25-hr-kpis-of-2011-2012.html" target="_blank">Top 20 HR KPIs.</a>

References:
<ul>
	<li>University of Minnesota (n.d.), Staff satisfaction survey, Research and training center, available at: <a href="http://rtc.umn.edu/docs/staffsatisfaction.pdf" target="_blank">http://rtc.umn.edu/docs/staffsatisfaction.pdf</a></li>
	<li>Pennsylvania University of State (2006), Innovation insights, available at: <a href="http://www.psu.edu/president/pia/innovation/insights014.pdf" target="_blank">http://www.psu.edu/president/pia/innovation/insights014.pdf</a></li>
</ul>
<ul>
	<li>SurveyMonkey Help Center (2014), Survey design best practices, available at: <a href="http://help.surveymonkey.com/articles/en_US/kb/Design-Tips-How-to-create-and-administer-effective-surveys" target="_blank">http://help.surveymonkey.com/articles/en_US/kb/Design-Tips-How-to-create-and-administer-effective-surveys</a></li>
	<li>University of Wisconsin-Madison, (2010), Survey fundamentals, available at:  <a href="http://oqi.wisc.edu/resourcelibrary/uploads/resources/Survey_Guide.pdf" target="_blank">http://oqi.wisc.edu/resourcelibrary/uploads/resources/Survey_Guide.pdf</a></li>
	<li>Church, A. H. and Waclawski, J. (1998), Designing and using organizational surveys, Hampshire, England: Gower Publishing Limited, available at:  <a href="http://books.google.com/books?id=zbnzeAR34LcC&amp;printsec=frontcover&amp;dq=surveys.pdf&amp;hl=en&amp;sa=X&amp;ei=hLvwUs-tGc71yAO4t4G4Bw&amp;ved=0CD0Q6AEwAw#v=onepage&amp;q&amp;f=false" target="_blank">http://books.google.com/books?id=zbnzeAR34LcC&amp;printsec=frontcover&amp;dq=surveys.pdf&amp;hl=en&amp;sa=X&amp;ei=hLvwUs-tGc71yAO4t4G4Bw&amp;ved=0CD0Q6AEwAw#v=onepage&amp;q&amp;f=false</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://rtc.umn.edu/docs/staffsatisfaction.pdf" target="_blank">http://rtc.umn.edu/docs/staffsatisfaction.pdf</a></li>
</ul>]]></content:encoded>
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<wp:post_id>15437</wp:post_id>
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<title>Expert Interview – Luana Patacconi, Organisational Development Manager, European Space Agency, Netherlands</title>
<link>http://www.smartkpis.com/blog/expert-interview-%e2%80%93-luana-patacconi-organisational-development-manager-european-space-agency-netherlands/</link>
<pubDate>Thu, 20 Feb 2014 12:14:07 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Interviews]]></category>

		<category domain="category" nicename="interviews"><![CDATA[Interviews]]></category>

		<category domain="tag"><![CDATA[European Space Agency]]></category>

		<category domain="tag" nicename="european-space-agency"><![CDATA[European Space Agency]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Management in 2013]]></category>

		<category domain="tag" nicename="performance-management-in-2013"><![CDATA[Performance Management in 2013]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15448</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/6-Luana-Patacconi1.jpg"><img class="alignright size-medium wp-image-15517" title="6-Luana-Patacconi" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/6-Luana-Patacconi1-200x300.jpg" width="200" height="300" /></a>For the report <span style="text-decoration: underline;"><a href="http://store.kpiinstitute.org/performance-management-in-2013.html" target="_blank">Performance Management in 2013</a></span>, The KPI Institute conducted 20 semi-structured interviews with practitioners, academics and consultants from 18 countries, who offered a detailed image on the state of Performance Management as a discipline.

Luana Patacconi, Organisational Development Manager<strong> </strong>at the European Space Agency, Netherlands,<strong> </strong>was one of the practitioners that The KPI Institute interviewed.

<strong>1. What does the term Performance Management mean to you?</strong>

I think that Performance Management is becoming an area of emerging interest, in particular considering the economic situation of the contributors which has an impact in terms of funds availability and requires a more and more careful management.

Performance Management is a known discipline in our organization. It has been introduced by identifying some indicators to provide our contributors with information related to the strategic achievements of our Agency.

The challenge that I still see for Performance Management to exploit all its potentials is the culture change: from being perceived as a methodological exercise/tool for judgment to being seen as a practical tool for management being part of the daily life by providing a better awareness, improving communication and supporting decisions.
<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/6-Luana-Patacconi.jpg"><!--more--></a><span style="font-weight: bold;">2. What drives interest in Performance Management?</span></p>
The Agency has made in the past years quite a progress in formalising the internal processes and related responsibility. Setting up Performance Management is a natural step in order to increase process efficiency and accountability. In this respect, we are proposing to introduce more extensively Performance Management within our organization by starting from corporate functions such as Procurement, where the process is spread out among the entire organization. The aim is to provide the KPI Owners with some practical information and tools (scorecards and dashboards) to support and enhance management decision making and alignment with strategy.

<strong>3. What are your thoughts on the relationship between Performance Management at organizational, departmental and individual level? </strong>

A consistent Performance Management framework ensures that once the strategic objectives are defined they are cascaded to the departmental and individual levels. In such a framework, the communication is enhanced and people’s behaviour at the various levels of the organization are aligned with the strategy. The implementation of a framework like this is a key ingredient for a successful organization.

<strong>4. What are the 2013 key trends in Performance Management from your point of view?</strong>

Performance Management is a discipline that is becoming more and more mature. It is about providing concrete tools to measure progress, achieve results and to be successful. The research activities in this field, like yours, further support the development, concrete application and value added of such a discipline.

<strong>5. What aspects of Performance Management should be explored more through research?</strong>

Navigating your resources, we paid attention to the SMART objectives definition. The objective definition itself is not an easy task and it becomes even more difficult when we come to define an objective with the same standard terminology and understanding and the KPIs and targets have to be set. That would be an area to be more explored and documented in order to provide more concrete examples to users who face the challenge of implementing this new discipline for the first time.

<strong>6. Which companies would you recommend to be looked at due to their particular approach to Performance Management and subsequent results?</strong>

In terms of government and international organizations, I think that there are lots of opportunities to grow. In the public sector, the concept of performance is most of the times associated with the concept of judgment. I’ve seen several government organisations, when I was working in consulting, who had issues with measurement, feeling to perform an unique activity difficult to be assessed. To overcome this culture of uniqueness, it might be interesting to see whether there are some good practices that can be shown as an example, providing a good insight for the remaining organisations.

<strong>7. Which are main challenges of Performance Management in practice today?</strong>

I see data gathering as one of the main challenges, along with the clear definition of responsibilities about a KPI.

To be more specific, with regards to the data gathering, once we define what we need to measure, the challenge that we immediately face is the one of not having the underlying data available/ready. When this happens, the lead time to concretely activate the KPI might become long and a lack of interest might appear, as Performance Management might be perceived as an activity which is more methodological than practical. In this case, our approach is trying to identify among all the KPIs that emerge a few that eventually can be immediately activated as a quick win, always keeping in mind what is relevant to measure and not what is simply available

The second challenge that I see is the KPIs’ responsibilities definition, especially for those corporate processes that are spread out throughout the overall organization. This challenge can be overcome by clearly defining which part of the KPIs is responsibility of whom among the overall process in order to achieve the final result, and also to engage a larger and wider group of stakeholders to focus on the common expected outcome.

<strong>8. What do you think should be improved in the use of Performance Management tools and processes?</strong>

The target setting process is not an easy one, especially when establishing new KPIs. It would be useful to have more concrete examples of target setting that overcomes the typical issues connected with it.

<strong>9. What would you consider best practice in Performance Management? </strong>

For any organizations, I would consider a best practice having all the top executives on board, engaged, and being the ones sponsoring such a culture. This would make much easier for the overall organization to accept the model as a normal <em>modus operandi</em>, and therefore it would allow a smoother practical introduction of the tools into the daily working life.

<strong>10. Which aspects of Performance Management should be emphasized during educational programs?</strong>

I think it would be interesting to explore more the KPI balancing, used to avoid that KPIs are set by looking only at one component, without considering the overall picture. This risk is there when setting KPIs, especially at the operational level. There might be too much focus on a specific aspect bringing benefits only to one organizational unit without enough balance of the different needs to achieve the final outcome. Therefore, more insight about the balancing techniques in practice and more examples of how to balance the possible KPIs in different corporate areas like Procurement, Finance or HR would be an asset.

<strong>11. Which are the limits in order to achieve higher levels of proficiency in Performance Management among practitioners? </strong>

Well, the limit that I see is the limit that the organizational context might set to the implementation of the full Performance Management discipline and approach and this comes from the maturity knowledge within the organisation. Therefore, creating a common ground by promoting awareness sessions to have a common language and understanding is in my view a pre-requisite to the introduction of such a discipline.

<strong>12. If you are to name in a few words the main aspects governing Performance Management today, what would they be?</strong>

I would say: top management involvement and sponsorship, formal recognition of this function within the organization, structured approach and methodology in place to govern the overall Performance Management framework and culture development initiatives to boost the real adoption of such a discipline.

<strong>13. Which are the recent achievements in generating value as a result of Performance Management in your organization?</strong>

I consider a first important achievement the interest and attention we are receiving by Management and the availability to engage themselves in conducting a first KPI selection workshop within one of our corporate functions.

For more interviews with professionals from all over the world, access <span style="text-decoration: underline;"><a href="http://store.kpiinstitute.org/performance-management-in-2013.html" target="_blank">Performance Management in 2013</a></span>]]></content:encoded>
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<title>Economic forecasting - not an exact science. The Bank of England Forecast</title>
<link>http://www.smartkpis.com/blog/economic-forecasting-not-an-exact-science-the-bank-of-england-forecast/</link>
<pubDate>Thu, 20 Feb 2014 12:19:42 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[KPI]]></category>

		<category domain="category" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Bank of England Forecast]]></category>

		<category domain="tag" nicename="bank-of-england-forecast"><![CDATA[Bank of England Forecast]]></category>

		<category domain="tag"><![CDATA[Economic Forecast]]></category>

		<category domain="tag" nicename="economic-forecast"><![CDATA[Economic Forecast]]></category>

		<category domain="tag"><![CDATA[Economy]]></category>

		<category domain="tag" nicename="economy"><![CDATA[Economy]]></category>

		<category domain="tag"><![CDATA[Government]]></category>

		<category domain="tag" nicename="government-performance-management"><![CDATA[Government]]></category>

		<category domain="tag"><![CDATA[The Bank of England]]></category>

		<category domain="tag" nicename="the-bank-of-england"><![CDATA[The Bank of England]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

		<category domain="tag"><![CDATA[Unemployment Rate Forecast]]></category>

		<category domain="tag" nicename="unemployment-rate-forecast"><![CDATA[Unemployment Rate Forecast]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15447</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">An economic forecast refers to making prediction about the economy and identifying increasing, stagnant or declining trends. Economic forecasts are provided by international organizations like the International Monetary Fund (IMF) or the World Bank, but also by national governments and financial institutions. Forecasting is based on series of KPIs like <a href="http://www.smartkpis.com/kpi-key-performance-indicator/gross-national-product-gnp-per-capita-2902.html" target="_blank">$ Gross Domestic Product</a> (GDP), % Inflation, <a href="http://www.smartkpis.com/kpi-key-performance-indicator/unemployment-rate-5484.html" target="_blank">% Unemployment</a> or $ Fiscal deficit.</p>
<p style="text-align: justify;"><span style="font-size: 13px;">Economic forecasting influences on one hand the governments monetary policy and on the other hand the level of investment from international organizations in the public and private sector.</span></p>
<a href="http://www.smartkpis.com/blog/wp-content/uploads/Uk-unemployment-forecast-june-2010.gif"><img class="aligncenter size-full wp-image-15449" title="Uk-unemployment-forecast-june-2010" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Uk-unemployment-forecast-june-2010.gif" width="750" height="474" /></a><!--more-->
<p style="text-align: justify;">As economic forecasting is no exact science, understanding and assessing its uncertainty becomes essential. An example of organization which overlooked the field’s unpredictability is the Bank of England.</p>
<p style="text-align: justify;">In the final quarter of 2013, The Bank of England has predicted an increase in GDP, and also the chances of reaching a 7% unemployment rate by 2016 at 10%. Based on this predictions, in order to support UKs economy, The Bank of England declared maintaining the interest rate as it is until unemployment reached 7%.</p>
<p style="text-align: justify;">Unemployment rates in the UK are measured using two methods: the Claimant count method and the International Labour Organization (ILO) Labour Force Survey. The Claimant count method revolves around the beneficiaries of Job Seekers Allowance (JSA). The second one is compiled by using the ILO criteria, which compares unemployment differences between those who are actively looking for a job and those who already have a job and it is due to start in the next couple of weeks.</p>
<p style="text-align: justify;">Three months after the initial forecast, the first quarter of 2014, when the chances of reaching 7% in the unemployment rate skyrocketed at 70%, The Bank of England shifted its forward guidance philosophy. A more complex analysis of the labor force in UK was presented, based on this new model they created a new formula for calculating the interest rate. This new model focuses on stagnant wages and low productivity of people.   By doing so, they will benefit from both situations, no matter the outcome of unemployment rate in 2016.</p>
<p style="text-align: justify;">Engaging in new types of forecast puts the bank in a difficult position, as a poor forecasting rate reflects poorly on its image and economy itself. As a result, some companies might will lose faith and hold their investments, or the government itself could rethink the monetary policy.</p>
<p style="text-align: justify;">The actions taken by The Bank of England in an attempt to keep up with the sudden changes reflects the unpredictability of economy, as well as the uncertainty of economic forecasting.</p>
<p style="text-align: justify;">Economic forecasting is based on assumptions. Every forecaster predicts an economic development over a period of time based on the assumption that economic policies will not change in that period. This is a very confident assumption giving the fact that economic policies can change overnight due to unforeseen national and international events like: drops in foreign currency, law suits between corporate giants, wars, drops/ increases in oil prices, catastrophic natural events that can unbalance the economy of an entire region. These are the major factors that make economic forecasting such an uncertain science.</p>
References:
<ul>
	<li style="text-align: left;">Karaian J. (2014), The Bank of England has confirmed that economic forecasting is basically impossible, available at: <a href="http://qz.com/176430/the-bank-of-england-has-confirmed-that-economic-forecasting-is-basically-impossible/#/h/46915,2/" target="_blank">http://qz.com/176430/the-bank-of-england-has-confirmed-that-economic-forecasting-is-basically-impossible/#/h/46915,2/</a></li>
	<li style="text-align: left;">Pettinger, T. R. (2014), Measuring Unemployment in the UK, available at: <a href="http://www.economicshelp.org/macroeconomics/unemployment/measuring_unemployment/" target="_blank">http://www.economicshelp.org/macroeconomics/unemployment/measuring_unemployment/</a></li>
	<li style="text-align: left;">Laureant, T. and Kozluk, T. (2012), Measuring GDP forecast uncertainty using quantile regressions, available at: <a href="http://search.oecd.org/officialdocuments/displaydocumentpdf/?cote=ECO/WKP(2012)55&amp;docLanguage=En" target="_blank">http://search.oecd.org/officialdocuments/displaydocumentpdf/?cote=ECO/WKP(2012)55&amp;docLanguage=En</a></li>
	<li style="text-align: left;">Bank of England (n.d.), Monetary Policy Themes: Forecasting output and inflation, available at: <a href="http://www.bankofengland.co.uk/research/pages/monetary_themes_1.aspx" target="_blank">http://www.bankofengland.co.uk/research/pages/monetary_themes_1.aspx</a></li>
	<li style="text-align: left;">The Independent (2013), Bank of England upgrades growth forecast for UK economy as Mark Carney hints at rise in interest rates, available at: <a href="http://www.independent.co.uk/news/uk/home-news/recovery-finally-takes-hold-bank-of-england-upgrades-growth-forecast-for-uk-economy-as-mark-carney-hints-at-rise-in-interest-rates-8936721.html" target="_blank">http://www.independent.co.uk/news/uk/home-news/recovery-finally-takes-hold-bank-of-england-upgrades-growth-forecast-for-uk-economy-as-mark-carney-hints-at-rise-in-interest-rates-8936721.html</a></li>
</ul>
Image source:
<ul>
	<li style="text-align: left;"><a href="http://www.marketoracle.co.uk/Article21739.html" target="_blank">http://www.marketoracle.co.uk/Article21739.html</a></li>
</ul>]]></content:encoded>
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<wp:post_id>15447</wp:post_id>
<wp:post_date>2014-02-20 23:19:42</wp:post_date>
<wp:post_date_gmt>2014-02-20 12:19:42</wp:post_date_gmt>
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<title>Performance Expo: Customer Satisfaction Survey - California Environmental Protection Agency</title>
<link>http://www.smartkpis.com/blog/performance-expo-customer-satisfaction-survey-california-environmental-protection-agency/</link>
<pubDate>Thu, 20 Feb 2014 15:09:10 +0000</pubDate>
<dc:creator><![CDATA[denisa]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[California Environmental Protection Agency]]></category>

		<category domain="tag" nicename="california-environmental-protection-agency"><![CDATA[California Environmental Protection Agency]]></category>

		<category domain="tag"><![CDATA[CSR]]></category>

		<category domain="tag" nicename="csr"><![CDATA[CSR]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Environement Care]]></category>

		<category domain="tag" nicename="environement-care"><![CDATA[Environement Care]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Sustainability]]></category>

		<category domain="tag" nicename="sustainability"><![CDATA[Sustainability]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15468</guid>
<description></description>
<content:encoded><![CDATA[The California Environmental Protection Agency, Cal/EPA, is a state agency within the Californian government. It was created in 1991 and it is responsible for overseeing state environmental issues, such as environment protection programs, research, waste disposal, public health and increasing environmental quality, among other issues.

It is comprised of six departments: the California Air Resources Board, Department of Pesticide Regulation—DPR, California Department of Resources Recycling and Recovery, Department of Toxic Substances Control, the Office of Environmental Health Hazard Assessment and the State Water Resources Control Board.

The Cal/EPA has instituted and implemented a customer service survey, which is still active within the service’s site, since March 2006. The Agency emphasizes the importance of customer feedback on the quality of the services they provide. To this end, continued use of this survey is a necessity, as a measure of improving <a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-satisfaction-with-service-levels-2379.html" target="_blank">% Customer satisfaction</a>.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/California-Environmental-Protection-Agency-Customer-Service-Survey.jpg"><img class="aligncenter size-full wp-image-15470" title="California-Environmental-Protection-Agency-Customer-Service-Survey" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/California-Environmental-Protection-Agency-Customer-Service-Survey.jpg" width="634" height="484" /></a><!--more--><em>To view the entire survey, access: </em><a href="http://www.calepa.ca.gov/customer/CustForm.pdf" target="_blank"><em>California Environmental Protection Agency Customer Service Survey</em></a></p>
&nbsp;

Positive aspects:
<ul>
	<li>At the beginning of the survey, the authors have provided a statement in which they emphasize their interest in the customer’s experience;</li>
	<li>It uses <a href="http://www.uniteforsight.org/global-health-university/survey-methodologies" target="_blank">closed as well as open-ended questions</a>, allowing customers to express their opinions and give elaborate feedback. This is a recommended practice, as it is possible to grade provided services, as well as to screen for a more elaborate answer, without limiting the responder to a pre-categorized set;</li>
	<li>It is time effective, being concise and punctual;</li>
	<li>It screens for the agency’s performance, as well as the staff’s professional attitude. This allows the assessment of service performance, as well as the individual staff performance evaluation;</li>
	<li>It uses a <a href="http://www.uwex.edu/ces/4h/evaluation/documents/Wordingforratingscales.pdf" target="_blank">5 point Likert scale</a>, for the close-ended questions. This is a general recommendation, in order to balance responses and observe variance;</li>
</ul>
Recommendations:
<ul>
	<li>A general recommendation is that a survey question should cover a broader number of categories, domains of assessment, in order to obtain a broader understanding of the customer’s opinion. Ergo, a recommendation would regard <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#survey-design" target="_blank">elaborating the questions within each category</a>, to obtain a more accurate, specific feedback.</li>
	<li>The questions addressed in the survey, although punctual, are general and vague. This, in turn, may introduce <a href="http://www.statsoft.com/Textbook/Reliability-and-Item-Analysis#reliability" target="_blank">distortions in the respondents' interpretation</a> of the question’s content, which essentially affects the survey’s overall reliability.  Thus, disambiguating the questions’ content would be recommended.</li>
</ul>
Customer satisfaction can also be measured using <a href="http://www.smartkpis.com/kpi-key-performance-indicator/net-promoter-score-1303.html" target="_blank"># Net promoter score</a>, based on a single question survey: How likely are you to recommend the company/ the product to other people? Indirect feedback into this matter can also be provided by monitoring KPIs like <a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-retention-3.html" target="_blank">% Customer retention</a> or <a href="http://www.smartkpis.com/kpi-key-performance-indicator/complaints-received-751.html" target="_blank"># Complaints received</a>.

References:
<ul>
	<li>California Environmental Protection Agency (2014) About Cal/EPA, available at: <a href="http://www.calepa.ca.gov/About/" target="_blank">http://www.calepa.ca.gov/About/</a></li>
	<li>California Environmental Protection Agency (2006) California Environmental Protection Agency Survey, available at: <a href="http://www.calepa.ca.gov/customer/CustForm.pdf" target="_blank">http://www.calepa.ca.gov/customer/CustForm.pdf</a></li>
	<li>California Environmental Protection Agency (2014) Cal/EPA Customer Service Survey, available at: <a href="http://www.calepa.ca.gov/customer/" target="_blank">http://www.calepa.ca.gov/customer/</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.calepa.ca.gov/customer/CustForm.pdf" target="_blank">http://www.calepa.ca.gov/customer/CustForm.pdf</a></li>
</ul>]]></content:encoded>
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<wp:post_id>15468</wp:post_id>
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<title>Innovative habit: The use of performance measurements in public sector</title>
<link>http://www.smartkpis.com/blog/innovative-habit-the-use-of-performance-measurements-in-public-sector/</link>
<pubDate>Fri, 21 Feb 2014 11:20:50 +0000</pubDate>
<dc:creator><![CDATA[raluca]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Government - Local]]></category>

		<category domain="tag" nicename="government-local"><![CDATA[Government - Local]]></category>

		<category domain="tag"><![CDATA[Innovation]]></category>

		<category domain="tag" nicename="innovation"><![CDATA[Innovation]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Think Outside the Box]]></category>

		<category domain="tag" nicename="think-outside-the-box"><![CDATA[Think Outside the Box]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15481</guid>
<description></description>
<content:encoded><![CDATA[The 2013 Canadian conference in public sector HR , “Transforming HR for a Changing Workplace”, allowed innovators in this field to bring in a discussion about learning how to do more with fewer resources. Their advice was to focus on the HR processes that deliver the most value and change or cut out the ineffective ones. The picture of fewer resources and growing needs determined innovators to highlight that it’s also time they considered novel methods for improving their processes. The experts are aware of the fact that dwindling resources can act as a catalyst for innovation, and cuts can also induce fear, anxiety and inaction. That’s precisely the moment to develop organizational aspects for supporting innovation, including trust, the ability to fail and collaboration. This is challenging, especially considering the public sector’s features. It is similar to developing a behavior, like <em>thinking outside the box</em>.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Think-Outside-the-Box5.gif"><img class="aligncenter size-medium wp-image-15491" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Think-Outside-the-Box5-300x202.gif" width="634" height="402" /></a></p>
<p style="text-align: center;"><!--more--></p>
In their article, “<a href="http://ac.els-cdn.com/S1875389212005755/1-s2.0-S1875389212005755-main.pdf?_tid=45bf39ec-9acd-11e3-a05f-00000aacb35e&amp;acdnat=1392969398_8f8c32b1105b8dab025ec41358b53199" target="_blank">Research frontiers in public sector performance measurement</a>”, Zhonghua and Ye underline two significant features of implementing and improving specific processes for the public sector:
<ul>
	<li>Multidimensional nature of measurement: the public sector has both economic and non-economic attributes and requirements, such as social or environmental; performance objectives must balance multiple interests of different stakeholders;</li>
	<li>Data for evaluation: collecting information through traditional methods is more difficult and time consuming than gathering it using modern, electronic means.</li>
</ul>
Those are just two aspects of a long list of features, visible or less visible, which hamper performance measurement in the public sector. KPIs are, therefore, the new trend in assessing public administration progress. A huge trap is to make the first steps towards performance measurement and develop the KPIs, but not pay them appropriate attention and ignore the valuable information they provide. This is especially unfortunate taking into consideration that, nowadays, useful practices have been developed in the use of KPIs for both <a href="http://store.kpiinstitute.org/top-25-local-government-kpis-of-2010.html" target="_blank">Local</a> and <a href="http://store.kpiinstitute.org/top-25-state-government-kpis-of-2010.html" target="_blank">State Government</a>.

KPIs cover previous shortcomings and provide an outside the box perspective. Their implementation already represents a new approach. Let’s say you started thinking outside the box. Necessary? Yes. Sufficient? No. Challenging? Definitely! Think outside. No box required.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Think-outside-no-box-required3.jpg"><img class="aligncenter size-medium wp-image-15502" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Think-outside-no-box-required3-300x198.jpg" width="500" height="300" /></a></p>
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Zhonghua, C., Ye, W. (2012), Research frontiers in public sector performance measurement, Elsevier Ltd, available at: <a href="http://goo.gl/lQwZ56" target="_blank">http://goo.gl/lQwZ56</a>;</li>
	<li>Public Sector Human Resources Conference (2013), The Conference Board of Canada, Public Sector HR 2013: Transforming HR for a Changing Workplace, available at <a href="http://www.conferenceboard.ca/Libraries/CONF_PDFS_PUBLIC/13-%200048.sflb" target="_blank">http://www.conferenceboard.ca/Libraries/CONF_PDFS_PUBLIC/13- 0048.sflb</a>.</li>
</ul>
<p style="text-align: left;">Image sources:</p>

<ul style="text-align: left;">
	<li><a href="http://wiseimage.blogspot.ro/2011/06/think-outside-box-typography-wisdom.html" target="_blank">http://wiseimage.blogspot.ro/2011/06/think-outside-box-typography-wisdom.html</a></li>
	<li><a href="http://besthike.wordpress.com/2012/12/14/think-outside/" target="_blank">http://besthike.wordpress.com/2012/12/14/think-outside/</a></li>
</ul>
<p style="text-align: left;"></p>]]></content:encoded>
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<wp:post_id>15481</wp:post_id>
<wp:post_date>2014-02-21 22:20:50</wp:post_date>
<wp:post_date_gmt>2014-02-21 11:20:50</wp:post_date_gmt>
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<title>Expert Interview – Gary Cokins, Founder and CEO, Analytics-Based Performance Management LLC, USA</title>
<link>http://www.smartkpis.com/blog/expert-interview-%e2%80%93-gary-cokins-founder-and-ceo-analytics-based-performance-management-llc-usa/</link>
<pubDate>Fri, 21 Feb 2014 12:18:06 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Interviews]]></category>

		<category domain="category" nicename="interviews"><![CDATA[Interviews]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Management in 2013]]></category>

		<category domain="tag" nicename="performance-management-in-2013"><![CDATA[Performance Management in 2013]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15503</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/3-Gary-Cokins2.jpg"><img class="alignright size-medium wp-image-15515" title="3-Gary-Cokins" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/3-Gary-Cokins2-199x300.jpg" width="199" height="300" /></a>For the report <a href="http://store.kpiinstitute.org/performance-management-in-2013.html" target="_blank">Performance Management in 2013</a>, The KPI Institute conducted 20 semi-structured interviews with practitioners, academics and consultants from 18 countries, who offered a detailed image on the state of Performance Management as a discipline.

One of the main editorial rules followed in the development of the content is that a discipline can only evolve through the combined efforts of practitioners, academics and consultants. Gary Cokins, Founder and CEO, at Analytics-Based Performance Management LLC, USA<strong> </strong>was one of the consultants that The KPI Institute interviewed.

<strong>1. What does the term Performance Management mean to you?</strong>

There is confusion in the marketplace about the term, Performance Management. Just Google the term and you will see what I mean.

The confusion begins with which phrase should we call Performance Management? This confusion in part is due to semantics and language. We often see in the press and media the acronyms BPM for Business Performance Management, CPM for Corporate Performance Management and EPM for Enterprise Performance Management. For this interview, I choose to use Enterprise Performance Management and its acronym EPM. I will also use analytics-based enterprise performance management when there is emphasis on analytics imbedded in the various EPM methodologies...

<a href="http://www.smartkpis.com/blog/wp-content/uploads/3-Gary-Cokins.jpg"><!--more--></a>

Additional confusion is that EPM is perceived by many as far too narrow. It is often referenced as a CFO initiative with bunch of measurement dashboards for feedback. It is much, much more. More recent confusion comes from the term being narrowly applied to a single function or department, such as marketing performance management or information technology performance management

Some good news is EPM is not a new methodology that everyone now has to learn, but rather EPM tightly integrates business improvement and analytic methodologies that executives and employee teams are already familiar with. Think of EPM as an umbrella concept. EPM integrates operational and financial information into a single decision-support and planning framework. These include strategy mapping, balanced scorecards, costing (including activity based cost management), budgeting, forecasting and resource capacity requirements planning. These methodologies fuel other core solutions such as customer relationship management (CRM), supply chain management (SCM), risk management, and human capital management systems, as well as lean management and Six Sigma initiatives. It is quite a stew, but they all blend together.

Primitive EPM methods existed decades ago. These methods were present before EPM was given a formal label by the information technology research firms and software vendors. Arguably EPM existed before there were computers!

<strong>2. What drives interest in Performance Management?</strong>

There have been, in my opinion, eight major forces that have caused interest in Performance Management because it resolves these problems:

1)   <span style="text-decoration: underline;">Failure to execute the strategy</span> – I have already mentioned this. Although executive teams typically can formulate a good strategy, their major frustration has been failure to implement it. The increasing rate of involuntary job turnover of CEOs is evidence of this problem. A major reason for this failure is most managers and employees cannot explain their organization’s strategy, so they really do not know how what they do – each week or month – contributes to their executives’ strategic intent. Strategy maps, balanced scorecards, key performance indicators (KPIs), and dashboards are some of the components of EPM’s suite of solutions that address this.

2)   <span style="text-decoration: underline;">Unfulfilled return on investment (ROI) promises from transactional systems</span> – Few if any organizations believe they actually realized the expected ROI promised by their software vendor that initially justified their huge large-scale IT investment in major systems (e.g., customer relationship management [CRM], enterprise resource planning [ERP]). The CIO has been increasingly criticized for expensive technology investments that, although probably necessary to pursue, have fallen short of their planned results and return on investment (ROI). The executive management team is growing impatient with information technology investments. EPM is a value multiplier that unleashes the power and ROI payback from the raw data produced by these operating systems. EPM’s analytics increase the leverage of CRM, ERP, and other core transactional systems.

3)   <span style="text-decoration: underline;">Escalation in accountability for results with consequences</span> – Accelerating change that requires quick decisions at all levels is resulting in a shift from a command-and-control managerial style to one where managers and employees are empowered. A major trend is for executives to communicate their strategy to their workforce, be assured the workforce understands it and is funded to take actions, and to then hold those managers and employee teams accountable. Unlike our parents’ workplaces where they retired after decades with their employer, today there is no place to hide in an organization anymore. Accountability is escalating, but it has no teeth without having consequences. EPM adds teeth and traction by integrating KPIs from the strategy map-derived scorecard with employee compensation reward and motivation systems.

4)   <span style="text-decoration: underline;">The need for quick trade-off decision analysis</span> – Decisions must now be made much more rapidly. Unlike in the past where organizations could test-and-learn or have endless briefing meetings with their upper management, today an employee often must make a decision on-the-fly. “Yes or no?” “Go or no-go?” This means employees must understand their executive team’s strategy. In addition, internal tension and conflict are natural in all organizations. Most managers know that decisions they make that help their own function may adversely affect others. They just don’t know who is negatively affected or by how much. A predictive impact of decision outcomes using analytics is essential. EPM provides analytical tools including regression and correlation analysis. Insights gained range from marginal cost analysis to what-if scenario simulations that support resource capacity analysis and future profit margin estimates.

5)   <span style="text-decoration: underline;">Mistrust of the managerial accounting system</span> – Managers and employees are aware that the accountants’ arcane “cost allocation” practices using non-causal broad-brushed averaging factors (e.g., input labor hours, percent of sales) to allocate non-product-related indirect and shared expenses result in flawed and misleading profit and cost reporting. Some cynically refer to them as the “misallocation” system! Consequently, they do not know where money is made or lost or what drives their costs. EPM embraces techniques like activity-based costing to increase cost accuracy and reveal and explain what drives the so-called hidden costs of overhead – the indirect and shared expenses. It provides cost transparency and visibility that organizations desire but often cannot get from their accountants’ traditional internal management accounting system.

6)   <span style="text-decoration: underline;">Poor customer value management</span> – Everyone now accepts how critical it is to satisfy customers to grow a business. However, it is more costly to acquire a new customer than to retain an existing one. In addition, products and standard service-lines in all industries have become commodity-like. Mass selling and spray-and-prey advertising are obsolete concepts. This shifts the focus to require a much better understanding of channel and customer behavior and costs-to-serve. This type of understanding is needed to know which types of existing customers and new sales prospects to grow, retain, acquire, or win back using differentiated service levels – and how much to optimally spend on each type of customer that is worth pursuing. It requires working backwards by knowing each customer’s unique preferences. EPM includes sales and marketing analytics for various types of customer segmentations to better understand where to focus the sales and marketing budget for maximum yield and financial payback. Return on customer is an emerging term.

7)   <span style="text-decoration: underline;">Dysfunctional supply chain management </span>– Most organizations now realize it is no longer sufficient for their own organization to be agile, lean and efficient. They are now co-dependent on their trading partners, both upstream and downstream, to also be agile, lean efficient. To the degree their partners are not, then waste and extra unnecessary costs enters the end-to-end value chain. These costs ultimately pass along the chain resulting in higher prices to the end consumer which can reduce sales for all of the trading partners. Sadly, there have been centuries of adversarial relationships between buyers and sellers. EPM addresses these issues with powerful forecasting tools, increasing real-time decisions, and financial transparency across the value chain. It allows trading partners to collaborate to join in mutually beneficial projects and joint process improvements.

8)   <span style="text-decoration: underline;">The broken budgeting process</span> – The annual budget process is often viewed as a fiscal exercise by accountants that is disconnected from the financial executive team’s strategy and does not adequately reflect future volume drivers. Many budgets are often scorned as being obsolete soon after they are produced; biased toward politically muscled managers who know how to sandbag their requests. Though some organizations revert to rolling financial forecasts, these projections may include similarly flawed assumptions that produce the same sarcasm about the annual budgeting process. What is the solution? Entrepreneurs know the adage, “You need to spend money to make money.” In other words, excessive belt-tightening can jeopardize an organization’s success. Rather than evaluating where costs can be cut, it is more prudent to take a different view: Ask where and how the organization should spend money to increase its long-term sustained value.

<strong>3. What are your thoughts on the relationship between Performance Management at organizational, departmental and individual level?</strong>

Historically, the term “Performance Management” referred to individual employees and was used by the personnel and human resources function for employee appraisals. But today, the term is widely accepted as Enterprise Performance Management (EPM) of an organization as a whole whether it is a commercial, not-for-profit, or government organization. Clearly the performance of employees is an important element to improve an organization’s performance, but in the broad framework of EPM, human capital management is just one component.

&nbsp;

<strong>4. What are 2013 key trends in Performance Management from your point of view?</strong>

In my opinion there are nine 2013 key trends with EPM although some are extensions from prior years:
<ol>
	<li>Increased acceptance of the importance strategy and execution using a strategy map with its companion, the balanced scorecard, from which KPIs are derived;</li>
	<li>The need for more cost visibility and understanding cost driver behavior using activity-based costing (ABC) principles;</li>
	<li>The shift from suppliers being product-centric to customer centric which requires customer profitability analysis;</li>
	<li>Relentless improvements in planning, forecasting, budgeting, driver-based rolling financial forecasts, and predictive analytics;</li>
	<li>The integration of EPM with enterprise risk management (ERM);</li>
	<li>Greater use of internal chargeback invoices for IT and shared services with service level agreements (SLAs);</li>
	<li>Integration of managerial accounting with popular process improvement methods (e.g., “cost of quality” for six sigma quality management; “lean accounting” for lean management);</li>
	<li>Analytics (e.g., correlation, regression, segmentation, clustering analysis) imbedded in EPM methods;</li>
	<li>Greater reliance on behavioral change management techniques to gain user buy-in and overcome resistance to change.</li>
</ol>
<strong>5. What aspects of Performance Management should be explored more through research?</strong>

<strong> </strong>Three aspects of EPM that deserve more research are:
<ol>
	<li>Better understanding of motivational theory to drive behavior for increased accountability with consequences (e.g., incentives for pay-for-performance incentives against KPI targets).</li>
	<li>Methods for calculating “customer lifetime value (CLV)” for marketing and sales initiatives (e.g., marketing campaigns) with business-to-consumer (B2C) industries.</li>
	<li>Improved linkages of predictive driver-based decisions (e.g., what-if analysis, make-versus-buy, rolling financial forecasts) that reflect the changes in resource capacity expenses classified as sunk, fixed, step fixed, linearly variable, non-linearly variable or discretionary. This involves marginal / incremental expense analysis.</li>
</ol>
<strong>6. Which companies would you recommend to be looked at due to their particular approach to Performance Management and subsequent results?</strong>

There are hundreds, possibly thousands, of companies applying various EPM methods that are at different stages of maturity with each method and collectively with EPM as a whole. Rather than name specific companies, my suggestion is for the creation of “stages of maturity” assessments (or refinements of existing ones).

<strong>7. Which are main challenges of Performance Management in practice today</strong>

In general, one of the frustrations of those of us in the EPM advocacy community is the slow adoption rate of EPM methods. Technology is no longer the obstacle. Software from various vendors are proven. As earlier mentioned as a key trend, the obstacles and challenges involve behavioral change management (to gain buy-in) and cultural issues.

However, to be specific, main challenges with two EPM methods are:
<ol>
	<li>Selecting the correct strategic KPIs for use in the balanced scorecard and selecting appropriate operational performance indicators (PIs) displayed in dashboards.</li>
	<li>Right-sizing activity-based costing (ABC) models to prevent them from being overly complex and well beyond diminishing returns on extra accuracy relative to the incremental administrative effort to collect, validate, calculate and report the information.</li>
</ol>
<strong>8. What do you think should be improved in the use of Performance Management tools and processes? </strong>

I note that this question is not about improvement with EPM tools but rather the “use” of the tools. Although the former is not being asked, I would answer that a major improvement would be more robust integration of the EPM methods. For the latter, their “use,” my answer would be imbedding analytics into the various methods. As an example, with a strategy map and its companion balanced scorecard, to apply correlation analysis to measure the explanatory value that “influencing” KPIs have on “influenced” KPIs to validate the quality of the KPI selection.

<strong>9. What would you consider best practice in Performance Management? </strong>

There is often ambiguity when it comes to describing a “best practice.” Since EPM is such a broad integration of various EPM methods, at its “umbrella” level I repeat my opinion that a “best practice” is the seamless information integration among the methods combined with more imbedding of analytics in each method.

&nbsp;

<strong>10. Which aspects of Performance Management should be emphasized during educational programs?</strong>

The challenge to selecting specific aspects for EPM educational programs is there first needs to be sufficient education about core methods of EPM as I have previously described. Once those basics reasonably well understood, an important aspect is how each method can be combined as sources for continuous rolling financial forecasts. This would draw on the four core elements:
<ol>
	<li>Operational expenses (OpEx) – for recurring demand driven capacity and spending;</li>
	<li>Strategy expenses (StratEx) – for projects derived from the strategic objectives in the strategy map;</li>
	<li>Risk mitigation expenses (RiskEx) – for projects derived from the popular enterprise risk management (ERM) grid with its two axis of (1) financial impact of a risk exposure event, and (2) the probability of occurrence of the risk event;</li>
	<li>Capital expenses (CapEx) – for traditionally determined capital projects.</li>
</ol>
<strong>11. What are the limits in order to achieve higher levels of proficiency in Performance Management among practitioners? </strong>

The most significant “limitations” among EPM practitioners are (1) their likely lack of sufficient experience implementing each EPM method, and (2) their lack of skills with behavioral change management to gain user buy-in and overcome the natural resistance to change that is to be expected (e.g., suspicion that the method is of little use, not wanting to be measured or held accountable, fear of knowing the truth).

<strong>12. If you are to name in few words the main aspects governing Performance Management today, what would they be? </strong>

I interpret this question as related to main aspects governing “the rate of adoption” of EPM methods today. It will appear as if I am repeating myself from my earlier answers (which I am). The slow adoption rate is much more behavioral, social and cultural. One aspect I have hesitated to mention is weak leadership. If the executive team does not have the vision of a fully integrated EPM suite of methods nor the emotional will to expand their level of maturity, then their organization will not attain a competitive advantage.

<strong>13. As a consultant, what are the most common issues that your customers raised related to Performance Management? </strong>

Unfortunately the most common issues involve misconceptions about the EPM methods. They typically misperceive that there are pre-requisites like perfect data quality, a single data warehouse (in contrast to disparate data sources), employee time-sheet data collection systems, and data from IT systems in place of some estimates from reasonably informed employees. EPM can be attained without these. If these misconceptions could be removed, there will be more impetus to “get started” or “go further.”

For more interviews with professionals from all over the world, access <a href="http://store.kpiinstitute.org/performance-management-in-2013.html" target="_blank">Performance Management in 2013</a>]]></content:encoded>
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<title>Performance Expo: Strategy Map in Utilities Industry – Umgeni Water</title>
<link>http://www.smartkpis.com/blog/performance-expo-strategy-map-in-utilities-industry-%e2%80%93-umgeni-water/</link>
<pubDate>Fri, 21 Feb 2014 13:07:36 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[South Africa]]></category>

		<category domain="tag" nicename="south-africa"><![CDATA[South Africa]]></category>

		<category domain="tag"><![CDATA[Strategy Map]]></category>

		<category domain="tag" nicename="strategy-map"><![CDATA[Strategy Map]]></category>

		<category domain="tag"><![CDATA[Umgeni Water]]></category>

		<category domain="tag" nicename="umgeni-water"><![CDATA[Umgeni Water]]></category>

		<category domain="tag"><![CDATA[Utilities]]></category>

		<category domain="tag" nicename="utilities"><![CDATA[Utilities]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15529</guid>
<description></description>
<content:encoded><![CDATA[Umgeni Water is one of Africa's most successful public entities involved in water management and the largest bulk water supplier in the Province of KwaZulu-Natal, South Africa. The organization currently supplies 426 million cubic metres of potable water to six municipal customers, such as Ugu District Municipality and Msunduzi Local Municipality.

In order to achieve its <a href="http://www.umgeni.co.za/pdf/ar_2013/02.pdf" target="_blank">mission</a>, to “provide innovative, sustainable, effective and affordable bulk water and sanitation service”, Umgeni Water developed a strategy map to illustrate the manner in which sustainable value is created through integrating 9 strategic objectives upon the 4 Balanced Scorecard perspectives.
<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/Strategy-Map-Umgeni-Water-2013.png" target="_blank"><img class="aligncenter size-full wp-image-15533" title="Strategy-map-Umgen-Water-2013" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Strategy-map-Umgen-Water-2013-21.png" width="627" height="589" /><!--more--></a><em> </em></p>
<p style="text-align: center;"><a style="text-align: left;" title="Strategy-map-Umgen-Water-2013" href="http://www.smartkpis.com/blog/Strategy-Map-Umgeni-Water-2013.png" target="_blank"><em>Click on the photo to see the entire Strategy Map.</em></a></p>
Positive aspects of the strategy map:
<ul>
	<li>At the top of the strategy map are the mission and vision of the organization, to clarify what the organization does in order to achieve its aspirations;</li>
	<li>It follows the <a href="http://www.balancedscorecardreview.com/pages/bsc-concept/" target="_blank">Balanced Scorecard</a> methodology, adapting the four BSC perspectives to the organization’s needs;</li>
	<li>Each perspective consists of several objectives that need to be achieved;</li>
	<li>Objectives are properly standardized, they all start with verbs;</li>
</ul>
The 5 years strategic themes are not directly linked to the established objectives. For each year, Umgeni Water has identified different strategic directions. An interesting direction for further research would be finding out if they are keeping the same objectives, or if they are adjusted according to each strategic theme.

However, the strategy map can be further improved by linking the 9 strategic objectives, in order to emphasize how one objective is influenced by another one, so as to provide a clearer picture of the entire strategic scheme.

&nbsp;

References:
<ul>
	<li>Umgeni Water (2013), Organizational profile, governance structure and strategy, available at: <a href="http://www.umgeni.co.za/pdf/ar_2013/02.pdf" target="_blank">http://www.umgeni.co.za/pdf/ar_2013/02.pdf</a></li>
	<li>Umgeni Water (n.d.), Corporate profile, available at: <a href="http://www.umgeni.co.za/profile/cp.asp" target="_blank">http://www.umgeni.co.za/profile/cp.asp</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.umgeni.co.za/pdf/ar_2013/02.pdf" target="_blank">http://www.umgeni.co.za/pdf/ar_2013/02.pdf</a></li>
</ul>]]></content:encoded>
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<title>Leadership and Team Performance</title>
<link>http://www.smartkpis.com/blog/leadership-team-perform/</link>
<pubDate>Mon, 24 Feb 2014 13:16:42 +0000</pubDate>
<dc:creator><![CDATA[denisa]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Leadership]]></category>

		<category domain="tag" nicename="leadership"><![CDATA[Leadership]]></category>

		<category domain="tag"><![CDATA[Team Performance]]></category>

		<category domain="tag" nicename="team-performance"><![CDATA[Team Performance]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15572</guid>
<description></description>
<content:encoded><![CDATA[As it goes, discussing team performance and performance management gives due attention to means and measurements that address staff qualities. This is understandable, as a great part of the overall productivity is attributed to the quality and effort invested by team members into their work. Also, there is a reasonably larger number of team members, than there are team managers and leaders. This assumption provides a healthy premise for investing in research that aims for boosting performance through stimulating staff qualities. Nevertheless, when discussing team efficacy, one cannot and should not overlook the effect team leaders have on the overall performance.

Leadership qualities have been found to play an important role, both as a catalyst between different staff traits and organizational requirements, as well as a cohesive and enhancing agent for developing highly effective, dedicated teams. Thus, if one’s goal is to enhance performance, due credit and attention must be given to the managing team.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Leadership-Skills.jpg"><img class="aligncenter size-full wp-image-15584" title="Leadership-Skills" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Leadership-Skills.jpg" width="614" height="320" /></a><!--more--></p>
To this point, valuable information is found in the 2010 study, conducted by Buyl, Boone, Hendriks and Matthyssens. They have found that CEO characteristics have a moderating effect on the firm’s performance. The characteristics they refer to are the CEO’s expertise, functional background, their founder status and history with other top management team members. The authors state that these traits affect the exchange and integration of information within the top management team, which in turn contributes to enhancing departmental performance. In other words, the CEO contributes in realizing the top management team’s potential. Furthermore, it significantly contributes to getting <a href="http://www.smartkpis.com/kpi-key-performance-indicator/employees-involved-in-the-innovation-process-24.html" target="_blank">employees involved in the innovation process.</a>

Another relevant study was conducted in 2012 by Lazear, Shaw &amp; Stanton, in which they assessed the value a manager brings to the team’s overall productivity. The data was collected from a large service company, over a 4 year period and included a total of 23.878 workers and 1.940 managers. What they found was the fact that a large part of the team’s productivity is accounted for by supervisor effects. They imply that the average boss is about 1.75 times as effective as the average staff member. The conclusion derived from their results is that bosses vary in their productivity-enhancement skills, which causes the team’s performance to vary accordingly. Thus, the Key Performance Indicator <a href="http://www.smartkpis.com/kpi-key-performance-indicator/high-performing-employees-682.html" target="_blank">% High performing employees</a> is determined, to some extent, by the quality of management. Also, they have found that management quality assures the retention of workforce and staff members, rather than their abandonment of the team.

The aforementioned studies refer to the private sector. Nevertheless, the effect that leadership has on performance management is pervasive, across corporate settings, be they private or public, as highlighted by a 2014 study, conducted by Hassan and Hatmaker. They argue that, although few studies address leadership effects in a public sector setting, the effect is as important and present as in the private sector. Their study was conducted on 477 employees and 161 managers, from a large governmental agency, where they tried to determine how the manager-employee relationship impacts the employee’s in-role and extra-role performance. The benefit is palpable, as it allows the organization to grow, as a consequence of this relationship, like for example, through <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Ideas-put-forward-by-individuals-to-team-leaders-25.html" target="_blank"># Ideas put forward by individuals to team leaders</a>. Their results suggest that the quality of leader-member exchange has a high effect on the employee’s performance ratings.
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Buyl, T., Boone, C., Hendriks, W., &amp; Matthyssens, P. (2011). Top management team functional diversity and firm performance: The moderating role of CEO characteristics, Journal of management studies, 48(1), 151-177, available <a href="http://onlinelibrary.wiley.com/doi/10.1111/j.1467-6486.2010.00932.x/full" target="_blank">http://onlinelibrary.wiley.com/doi/10.1111/j.1467-6486.2010.00932.x/full</a></li>
	<li>Hassan, S., &amp; Hatmaker, D. M. (2014). Leadership and Performance of Public Employees: Effects of the Quality and Characteristics of Manager-Employee Relationships, Journal of Public Administration Research and Theory, available at <a href="http://jpart.oxfordjournals.org/content/early/2014/02/03/jopart.muu002.short" target="_blank">http://jpart.oxfordjournals.org/content/early/2014/02/03/jopart.muu002.short</a></li>
	<li>Lazear, E. P., Shaw, K. L., &amp; Stanton, C. T. (2012). The value of bosses (No. w18317), National Bureau of Economic Research, available at <a href="http://www.nber.org/papers/w18317" target="_blank">http://www.nber.org/papers/w18317</a></li>
</ul>
<p style="text-align: left;">Image source</p>

<ul>
	<li style="text-align: left;"><a href="http://www.google.ro/books?id=RidV6vh08xMC&amp;printsec=frontcover&amp;hl=ro&amp;source=gbs_ge_summary_r&amp;cad=0#v=onepage&amp;q&amp;f=false" target="_blank">http://www.google.ro/books?id=RidV6vh08xMC&amp;printsec=frontcover&amp;hl=ro&amp;source=gbs_ge_summary_r&amp;cad=0#v=onepage&amp;q&amp;f=false</a></li>
</ul>]]></content:encoded>
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<title>10 Shocking statistics about employee engagement – Infographic</title>
<link>http://www.smartkpis.com/blog/10-shocking-statistics-about-employee-engagement-%e2%80%93-infographic/</link>
<pubDate>Tue, 25 Feb 2014 11:00:00 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Employee Engagement]]></category>

		<category domain="tag" nicename="employee-engagement"><![CDATA[Employee Engagement]]></category>

		<category domain="tag"><![CDATA[Infographic]]></category>

		<category domain="tag" nicename="infographic"><![CDATA[Infographic]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15590</guid>
<description></description>
<content:encoded><![CDATA[Nowadays, the attention paid by companies to <a href="http://www.smartkpis.com/kpi-key-performance-indicator/employee-engagement-index-1836.html" target="_blank"># Employee Engagement</a> is increasing, and it is seen as an important factor in organizational performance. The following infographic collates studies and statistics related to employee engagement offered by organizations such as Gallup or Gartner.
<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/10-shocking-stats-about-employee-engagement.jpg"><img class="size-full wp-image-15591 aligncenter" title="10-shocking-stats-about-employee-engagement" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/10-shocking-stats-about-employee-engagement.jpg" width="634" height="5300" /><!--more--></a></p>
Positive aspects of the presented infographic:
<ul>
	<li>Clear distinctions are made between <a href="http://dashburst.com/infographic/viral-infographics-rules/" target="_blank">thematic blocks</a>. The different statistics regarding employee engagement are presented on different, alternative backgrounds, a recommended practice for structuring information;</li>
	<li>The most important aspect, in this case the statistics, are <a href="http://dashburst.com/infographic/viral-infographics-rules/" target="_blank">highlighted</a>. This creates an eye-catching design and supports information interpretation;</li>
	<li>The infographic includes a wide list of references. This is recommended both in terms of copyright and in order to offer the interested viewers a database of resources for studying the topic presented more thoroughly.</li>
</ul>
Recommendations for the presented infographic:
<ul>
	<li>The layout is not very well adapted to the audience – practitioners interested in boosting employee engagement. Using a professional layout could have a more significant impact on them;</li>
	<li>It is recommended for infographics to comprise <a href="http://gpo.co/infographics-the-dos-and-donts-of-data-visualization/" target="_blank">various ways to visualize the data</a>. Therefore, using graphics or proportions would make data <a href="http://www.marketingweekly.com/social-media/7-dos-and-donts-design-tips-for-infographics/?mode=featured" target="_blank">easier to absorb</a>.</li>
</ul>
Infographic source:
<ul>
	<li><a href="http://dailyinfographic.com/10-shocking-statistics-about-employee-engagement-infographic" target="_blank">http://dailyinfographic.com/10-shocking-statistics-about-employee-engagement-infographic</a></li>
</ul>

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<title>Performance management and sport federations</title>
<link>http://www.smartkpis.com/blog/performance-management-and-sport-federations/</link>
<pubDate>Tue, 25 Feb 2014 16:28:30 +0000</pubDate>
<dc:creator><![CDATA[denisa]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Olympic Games]]></category>

		<category domain="tag" nicename="olympic-games"><![CDATA[Olympic Games]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Sport]]></category>

		<category domain="tag" nicename="sport"><![CDATA[Sport]]></category>

		<category domain="tag"><![CDATA[Sport Management]]></category>

		<category domain="tag" nicename="sport-management"><![CDATA[Sport Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15598</guid>
<description></description>
<content:encoded><![CDATA[Given the recent Winter Olympics sports competition, a discussion about performance management and sport federations is proposed in the following article.

This topic has been addressed by a series of studies, conducted by Winand and Zintz, along with colleagues Bayle, Robinson and Scheerder. In the first study, conducted in 2010, they raised the issue of the necessity of implementing measurement strategies and protocols for enhancing the organizational success of the Chairs of 13 Olympic sports governing bodies. They screened for a broad range of aspects, from <a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-retention-3.html" target="_blank">% Customer retention</a>, to <a href="http://www.smartkpis.com/kpi-key-performance-indicator/Retained-earnings-1566.html" target="_blank">% Retained earnings</a>. The model they propose was aimed at measuring performance by taking into account five dimensions, namely: sports, customers, communication and image, finance and organizational, which were subsequently assessed by quantitative performance indicators.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/International-Olympic-Committee.gif"><img class="aligncenter size-full wp-image-15599" title="International-Olympic-Committee" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/International-Olympic-Committee.gif" width="634" height="450" /></a><!--more--></p>
The measurement referred to the manner in which systemic goals and missions are accomplished, along with each strategic objective. The results have lead the authors to identify four strategic orientations:
<ul>
	<li>Sustain: Support the organization in achieving a higher level of performance, as compared to their previous high achievements;</li>
	<li>Improvement: Help the organization reach a higher level of performance, as compared to their previous low achievements;</li>
	<li>Keep: Maintain the current performance level;</li>
	<li>Not sustain: Not sustaining the organization, given a lack of resources.</li>
</ul>
Given their findings, the authors have recommended that sport governing bodies should invest in selecting and implementing strategic objectives they would choose to invest in, in order to accurately prioritize them. They specify that an accurate prioritization of strategic goals will provide them with the opportunity to enhance their performance, irrespective of their current level.

Subsequently, in 2012, Winand, Zintz &amp; Scheerder conducted another study, aimed at developing a tool to manage financial performance in sports federations, motivating that this is a requirement in order to enhance the potential of a given sports organization.

They have adapted Ritchie and Kolodinsky’s factor analysis model, and developed a framework for financial performance measurement. They constructed six financial performance related categories, respectively: public funds dependence, financial balance, attraction of resource, financial budget, member services investment and elite services investment. These represented the basis of a dynamic strategic management tool.

The implications of their findings help sports federations’ managers in taking strategic decisions, which will enhance their organizations’ overall performance, based upon a management tool where categories are related to each other, to form a more accurate response.

References
<ul>
	<li style="text-align: left;">Winand, M., Zintz, T., Bayle, E., &amp; Robinson, L. (2010), Organizational performance of Olympic sport governing bodies: dealing with measurement and priorities, Managing Leisure, 15(4), 279-307 available at: <a href="http://www.tandfonline.com/doi/abs/10.1080/13606719.2010.508672#.UwzzuIVjLdk" target="_blank">http://www.tandfonline.com/doi/abs/10.1080/13606719.2010.508672#.UwzzuIVjLdk</a></li>
	<li style="text-align: left;">Winand, M., Zintz, T., &amp; Scheerder, J. (2012), A financial management tool for sport federations, Sport, Business and Management: An International Journal, <em>2</em>(3), 225-240, available at: <a href="http://www.emeraldinsight.com/journals.htm?articleid=17044128&amp;show=abstract" target="_blank">http://www.emeraldinsight.com/journals.htm?articleid=17044128&amp;show=abstract</a></li>
</ul>
Image source:

<a href="http://www.olympiccapital.ch/en/organisation/sportsdirectory.php" target="_blank">http://www.olympiccapital.ch/en/organisation/sportsdirectory.php</a>]]></content:encoded>
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<wp:post_id>15598</wp:post_id>
<wp:post_date>2014-02-26 03:28:30</wp:post_date>
<wp:post_date_gmt>2014-02-25 16:28:30</wp:post_date_gmt>
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<wp:post_name>performance-management-and-sport-federations</wp:post_name>
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<title>Performance Expo: Strategy Map - Society of Actuaries</title>
<link>http://www.smartkpis.com/blog/performance-expo-strategy-map-society-of-actuaries/</link>
<pubDate>Wed, 26 Feb 2014 14:02:16 +0000</pubDate>
<dc:creator><![CDATA[Mihai]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Canada]]></category>

		<category domain="tag" nicename="canada"><![CDATA[Canada]]></category>

		<category domain="tag"><![CDATA[Society of Actuaries]]></category>

		<category domain="tag" nicename="society-of-actuaries"><![CDATA[Society of Actuaries]]></category>

		<category domain="tag"><![CDATA[Strategy Map]]></category>

		<category domain="tag" nicename="strategy-map"><![CDATA[Strategy Map]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15608</guid>
<description></description>
<content:encoded><![CDATA[The Society of Actuaries (SOA) is a professional organization dedicated to serving 24,000 actuarial members in the United States, Canada and worldwide. The SOA`s vision is for actuaries to be the leading professionals in the measurement and management of risk.

In order to achieve its mission, to “advance actuarial knowledge and improves decision making to benefit society”, SOA developed a strategy map to illustrate the way sustainable value is created through the 12 strategic objectives upon 3 adapted perspectives: Stakeholders, Execute Our Strategy and Resources &amp; Organization.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Strategy-Map-Society-of-Actuaries1.jpg"><img class="size-full wp-image-15609 aligncenter" title="Strategy-Map-Society-of-Actuaries" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Strategy-Map-Society-of-Actuaries1.jpg" width="634" height="500" /></a></p>
<!--more-->

Positive aspects of the strategy map:
<ul>
	<li>At the top of the strategy map the mission and vision of the organization are stated, to clearly communicate what the organization wants to achieve and the manner in which it will strive to accomplish this task;</li>
	<li>It uses the <a href="http://www.balancedscorecardreview.com/pages/bsc-concept/">Balanced Scorecard</a> methodology, adapting its perspectives to the organizational needs;</li>
	<li>Strategic objectives are properly standardized, all of them starting with verbs;</li>
	<li>Each perspective contains selected objectives that represent the main focus of the organization in the current year;</li>
	<li>Assigning codes and color codes to objectives and perspectives allows viewers to easily read and interpret the strategy map.</li>
</ul>
Recommendations for the presented strategy map:
<ul>
	<li>Cause and effect relations between objectives can be outlined on the strategy to better understand the interdependencies between them and to provide a clearer picture of the entire strategic scheme;</li>
	<li>It is recommended to color the objectives according to the target status in order to provide a better understanding of how the organization is performing:
<ul>
	<li>Red: below targets</li>
	<li>Yellow: within target limits</li>
	<li>Green: on or above target</li>
</ul>
</li>
</ul>
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Society of Actuaries (2012), Strategy map, available at: <a href="http://goo.gl/NkaIDc">http://goo.gl/NkaIDc</a></li>
	<li>The KPI Institute (2014), Certified KPI Professional Training Course, available at: <a href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html">http://store.kpiinstitute.org/kpi-professional-certification-training-course.html</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul style="text-align: left;">
	<li style="text-align: left;"><a href="http://goo.gl/NkaIDc">http://goo.gl/NkaIDc</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>15608</wp:post_id>
<wp:post_date>2014-02-27 01:02:16</wp:post_date>
<wp:post_date_gmt>2014-02-26 14:02:16</wp:post_date_gmt>
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<title>Performance Expo: Training Evaluation Survey - Iowa ESL Regional Trainings</title>
<link>http://www.smartkpis.com/blog/performance-expo-training-evaluation-survey-iowa-esl-regional-trainings/</link>
<pubDate>Thu, 27 Feb 2014 07:37:15 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Iowa ESL Regional Trainings]]></category>

		<category domain="tag" nicename="iowa-esl-regional-trainings"><![CDATA[Iowa ESL Regional Trainings]]></category>

		<category domain="tag"><![CDATA[National Institute of Correction]]></category>

		<category domain="tag" nicename="national-institute-of-correction"><![CDATA[National Institute of Correction]]></category>

		<category domain="tag"><![CDATA[Reoprt Analysis]]></category>

		<category domain="tag" nicename="reoprt-analysis"><![CDATA[Reoprt Analysis]]></category>

		<category domain="tag"><![CDATA[Training Evaluation]]></category>

		<category domain="tag" nicename="training-evaluation"><![CDATA[Training Evaluation]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15616</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">ESL (English as Second Language) is part of the Regional Training Initiative, sustained and funded by the National Institute of Correction (NIC). NIC offers training programs and resources for state and local agencies in order to support regional growth and prosperity.</p>
<p style="text-align: justify;">The following survey is used as a feedback from for such trainings in order to collect information regarding participants’ opinion and to evaluate the trainer’s performance.</p>
<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/ESL-Survey.jpg"><img class="aligncenter size-full wp-image-15617" title="ESL-Survey" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/ESL-Survey.jpg" width="631" height="396" /></a></p>
<p style="text-align: center;"><em>Too see the entire survey, access: </em><em><a href="http://www.cal.org/caelanetwork/profdev/states/iowa/training-evaluation.pdf" target="_blank">Iowa ESL Training evaluation form</a><!--more-->
</em></p>
<p style="text-align: left;">Positive aspects:</p>

<ul style="text-align: left;">
	<li>It incorporates both <a href="http://www.uwex.edu/ces/tobaccoeval/resources/surveyquestionstype.html" target="_blank">open-ended and close-ended questions</a> for a better assessment of course content, teaching method and trainer performance. However, including too many open-ended questions could make both the completion and the data gathering more difficult;</li>
	<li>The survey offers <a href="http://www.mad.state.mn.us/survey-guide" target="_blank">instructions</a> on how to use the rating scale, in order to avoid misunderstandings and ensure an accurate completion. Further indications are offered, such as “More questions on the back”, in order to make sure that participants answer all proposed questions;</li>
	<li><a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#open-ended" target="_blank">The rating scale has 5 levels</a>. This is a recommended practice, as it offers the needed balance;</li>
	<li>At the end of the survey, the participants are thanked for their cooperation, which is also a good practice, as it offers the participants a sense of value, by emphasizing the importance of their contribution.</li>
</ul>
<p style="text-align: left;">Recommendations:</p>

<ul style="text-align: left;">
	<li>The questionnaire should start with an introduction and <a href="http://www.nedarc.org/media/pdf/survey_survey_design.pdf" target="_blank">welcome message</a> encouraging the participants to complete it. Moreover, the form could provide a brief description of its purpose and how participants’ feedback will lead to future improvements.</li>
	<li>The close-ended questions could be divided into clusters, such as Content relevance, Trainer and Logistics, in order to provide a better visualization and to state very clearly the aspects assessed.</li>
</ul>
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>National Institute of Correction (n.d.), Regional Training Initiatives, available at: <a href="http://nicic.gov/RegionalTraining" target="_blank">http://nicic.gov/RegionalTraining</a></li>
	<li>Iowa ESL (n.d.), Training Evaluation Form, available at: <a href="http://www.cal.org/caelanetwork/profdev/states/iowa/training-evaluation.pdf" target="_blank">http://www.cal.org/caelanetwork/profdev/states/iowa/training-evaluation.pdf</a></li>
	<li>National EMSC Data Analysis Resource Center (n.d.), Do’s and don’ts of questionnaire design in survey research, available at: <a href="http://www.nedarc.org/media/pdf/survey_survey_design.pdf" target="_blank">http://www.nedarc.org/media/pdf/survey_survey_design.pdf</a></li>
	<li>Management Analysis &amp; Development (n.d), Guide to writing survey questions, available at: <a href="http://www.mad.state.mn.us/survey-guide" target="_blank">http://www.mad.state.mn.us/survey-guide</a></li>
	<li>Flagg R. (2013), Basics of survey and question design, HowTo.gov, available at: <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design" target="_blank">http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design</a></li>
	<li>University of Wisconsin Cooperative Extension, (2002), When should I use open-ended questions?, available at: <a href="http://www.uwex.edu/ces/tobaccoeval/resources/surveyquestionstype.html" target="_blank">http://www.uwex.edu/ces/tobaccoeval/resources/surveyquestionstype.html</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul style="text-align: left;">
	<li style="text-align: left;"><a href="http://www.cal.org/caelanetwork/profdev/states/iowa/training-evaluation.pdf" target="_blank">http://www.cal.org/caelanetwork/profdev/states/iowa/training-evaluation.pdf</a></li>
</ul>]]></content:encoded>
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<wp:post_id>15616</wp:post_id>
<wp:post_date>2014-02-27 18:37:15</wp:post_date>
<wp:post_date_gmt>2014-02-27 07:37:15</wp:post_date_gmt>
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<title>Balanced scorecard in public administration: U.S. Department of Housing and Urban Development January 2014 Housing Scorecard</title>
<link>http://www.smartkpis.com/blog/balanced-scorecard-in-public-administration-u-s-department-of-housing-and-urban-development-january-2014-housing-scorecard/</link>
<pubDate>Thu, 27 Feb 2014 10:48:12 +0000</pubDate>
<dc:creator><![CDATA[andrei]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Government]]></category>

		<category domain="tag" nicename="government-performance-management"><![CDATA[Government]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

		<category domain="tag"><![CDATA[The United States Department of Housing]]></category>

		<category domain="tag" nicename="the-united-states-department-of-housing"><![CDATA[The United States Department of Housing]]></category>

		<category domain="tag"><![CDATA[U.S. Department of Housing and Urban Development]]></category>

		<category domain="tag" nicename="u-s-department-of-housing-and-urban-development"><![CDATA[U.S. Department of Housing and Urban Development]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15621</guid>
<description></description>
<content:encoded><![CDATA[The United States Department of Housing (HUD) is a cabinet-level department of the U.S . Federal Government, established in 1965 as part of President Lyndon Johnson’s "Great Society" program. The Department’s role is to develop and execute policies on housing and metropolises. HUD’s mission is to create strong, sustainable, inclusive communities and quality, affordable homes for all American citizens.

Each month, the U.S. Department of Housing and Urban Development  and the U.S. Department of the Treasury produce a scorecard on the health of the nation's housing market. The scorecard presents the key housing market indicators and pays a special attention to the impact of the Administration's housing recovery efforts.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/housing-scorecard2.png"><img class="aligncenter size-full wp-image-15622" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/housing-scorecard2.png" width="634" height="580" /></a></p>
<!--more-->

The full scorecard can be accessed on the <a href="http://portal.hud.gov/hudportal/HUD?src=/initiatives/Housing_Scorecard">website</a> of the U.S. Department of Housing and Urban Development.

The positive aspects of this scorecard are:
<ul>
	<li>The key indicators analyzed cover all the relevant aspects of the housing market;</li>
	<li>Correlated indicators are presented in the same chart, making it easier for the reader to place the values in the context of the Administration’s effort to stabilize the housing market;</li>
	<li>The scorecard is accompanied by a description of the utilized sources and methodology.</li>
	<li>The notes on charts provide an additional explanation of the charts’ information sources.</li>
</ul>
According to <a href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank">The KPI Institute’s best practices</a> for developing scorecards, some recommendations are :
<ul>
	<li>This scorecard is predominantly based on charts, which is not recommended. It is recommendable to structure scorecards based on the four BSC perspectives (Financial, Customer, Internal Processes, and Learning and Growth). Ideally, each perspective should have a number of established objectives along with their achievement status, monitored by two Key Performance Indicators (KPIs).</li>
	<li>KPI names should be standardized – symbols should be used in front of the KPI’s name. This would make it easier for the reader to visualize and understand the indicator (e.g. #Quarterly refinance mortgage originations, %FHA as share of quarterly mortgage originations).</li>
	<li>‘’Traffic lights” (red, yellow, green) should be used to provide an instant visualization of the KPI’s status (below expectations, on target, above expectations).</li>
</ul>
Everything considered, this document could be more appropriately defined as a dashboard. For more information about the difference between dashboards and scorecards, access our ‘’Ask the experts’’ <a href="http://www.smartkpis.com/blog/ask-the-expert-what-is-the-difference-between-a-scorecard-and-a-dashboard/">article</a> on this topic.

References:
<ul>
	<li>U.S. Department of Housing and Urban Development (HUD) January 2014 report, available at: <a href="http://portal.hud.gov/hudportal/HUD?src=/initiatives/Housing_Scorecard">http://portal.hud.gov/hudportal/HUD?src=/initiatives/Housing_Scorecard</a></li>
	<li>U.S. Department of Housing and Urban Development – HUD, Investopedia online dictionary, available at:  <a href="http://www.investopedia.com/terms/u/us-department-housing-urban-development-hud.asp">http://www.investopedia.com/terms/u/us-department-housing-urban-development-hud.asp</a></li>
</ul>
Image source:
<ul>
	<li>portal.hud.gov/hudportal/documents/huddoc?id=Jan2014HousingScorecard.pdf</li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>15621</wp:post_id>
<wp:post_date>2014-02-27 21:48:12</wp:post_date>
<wp:post_date_gmt>2014-02-27 10:48:12</wp:post_date_gmt>
<wp:comment_status>open</wp:comment_status>
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<title>The 2014 trends in software solutions. Magic Quadrant for Business Intelligence and Analytics Platforms</title>
<link>http://www.smartkpis.com/blog/the-2014-trends-in-software-solutions-magic-quadrant-for-business-intelligence-and-analytics-platforms/</link>
<pubDate>Thu, 27 Feb 2014 11:26:36 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Business Intelligence]]></category>

		<category domain="tag" nicename="business-intelligence"><![CDATA[Business Intelligence]]></category>

		<category domain="tag"><![CDATA[Gartner]]></category>

		<category domain="tag" nicename="gartner"><![CDATA[Gartner]]></category>

		<category domain="tag"><![CDATA[Magic Quadrant]]></category>

		<category domain="tag" nicename="magic-quadrant"><![CDATA[Magic Quadrant]]></category>

		<category domain="tag"><![CDATA[Software Solutions]]></category>

		<category domain="tag" nicename="software-solutions"><![CDATA[Software Solutions]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15626</guid>
<description></description>
<content:encoded><![CDATA[Each February, Gartner releases one of its most important research reports: Magic Quadrant for Business Intelligence. Last year, Gartner changed the name of this Magic Quadrant from "Business Intelligence Platforms" to "Business Intelligence and Analytics Platforms", to emphasize the growing importance of analysis capabilities to the information systems that organizations are now building.

As stated in the most recent Magic Quadrant, 2014 is considered to be a critical year, dominated by the task of making "hard types of analysis easy" and by the increasing complexity introduced by new data sources and new types of analysis (Gartner, 2014).
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Magic-Quadrant-2014.png"><img class="size-full wp-image-15627 aligncenter" title="Magic Quadrant for Business Intelligence and Analytics Platforms" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Magic-Quadrant-2014.png" width="607" height="550" /><!--more--></a></p>
Some of the most important <strong>2014 trends</strong> in BI and analytics identified by Gartner are:
<ul>
	<li>The market is in the middle of an accelerated transformation from BI systems used mainly for measurement and reporting to those that also support analysis, prediction, forecasting and optimization;</li>
	<li>Companies and independent software vendors are embedding both traditional reporting (dashboards and interactive analysis) and more advanced ones, such as prescriptive analytics built from statistical functions and algorithms available on the BI platforms;</li>
	<li>A “race” to fill the gap in governed data discovery: Leaders, which “own” the installed base market share, are trying to address that by focusing their new product investment on business-user-driven data discovery and analysis, Qlik plans to release a completely re-architected, enterprise-ready version of its platform, QlikView, while Microsoft, MicroStrategy and SAS have surpassed others when it comes to integrating their enterprise and new data discovery capabilities.</li>
	<li>Advances in self-service data integration, which include: automatic semantic identification, the automation and encapsulation of advanced analytics, exploration with natural-language query technologies. IBM and SAS are drivers of these new approaches;</li>
	<li>2014 may be a tipping point for cloud adoption: 45% of respondents to Gartner's BI and analytics platform Magic Quadrant survey mentioned they would place their mission-critical BI in the cloud.</li>
</ul>
Some of the most notable <strong>changes </strong>by comparison with the 2013 Magic Quadrant are:
<ul>
	<li>Capabilities added: geospatial and location intelligence, embedded advanced analytics, business user data mash-up and modeling, embeddable analytics, support for big data sources;</li>
	<li>All vendors in the Leaders quadrant were moved to the left in terms of Completeness of Vision, which reflects the fact that no vendor is fully addressing the critical space in the market for "governed data discovery";</li>
	<li>In 2013, Tableau and Qlik occupied similar positions in the Leaders quadrant. In 2014, Tableau surpassed Qlik, as customers rated it as one of the best vendors for the fourth year in a row.</li>
	<li>If in 2013, the Visionaries quadrant, dedicated to those software solutions rated as thought-leaders and innovators was empty, in 2014 Alteryx and Panorama Software migrated toward this quadrant due to their high scores for innovation, market understanding and product strategy.</li>
</ul>
Gartner concludes by mentioning that the market for BI and analytics platforms will remain one of the fastest-growing software markets. Also, they state that the compound annual growth rate for the BI and analytics space is expected to be 7% through 2017, due to: continued investments in data discovery, enhancements in and greater integration of collaboration and social capabilities, as well as the integration of BI and performance management linking planning and execution.

For a deeper understanding of trends when it comes to software solutions and the market’s evolution in the last two years, access the Software section of our reports <a href="http://issuu.com/thekpiinstitute/docs/performance-management-in-2012" target="_blank">Performance Management in 2012</a> and <a href="http://issuu.com/thekpiinstitute/docs/performance-management-in-2013" target="_blank">Performance Management in 2013</a>.

References:
<ul>
	<li>Gartner (2014), Magic Quadrant for Business Intelligence and Analytics Platforms, available at: <a href="http://www.gartner.com/technology/reprints.do?id=1-1QLGACN&amp;ct=140210&amp;st=sb" target="_blank">http://www.gartner.com/technology/reprints.do?id=1-1QLGACN&amp;ct=140210&amp;st=sb#</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.gartner.com/technology/reprints.do?id=1-1QLGACN&amp;ct=140210&amp;st=sb" target="_blank">http://www.gartner.com/technology/reprints.do?id=1-1QLGACN&amp;ct=140210&amp;st=sb#</a></li>
</ul>]]></content:encoded>
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<wp:post_id>15626</wp:post_id>
<wp:post_date>2014-02-27 22:26:36</wp:post_date>
<wp:post_date_gmt>2014-02-27 11:26:36</wp:post_date_gmt>
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<title>The real cost of bad bosses - Infographic</title>
<link>http://www.smartkpis.com/blog/the-real-cost-of-bad-bosses-infographic/</link>
<pubDate>Fri, 28 Feb 2014 07:04:30 +0000</pubDate>
<dc:creator><![CDATA[raluca]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Individual Performance]]></category>

		<category domain="tag" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Infographic]]></category>

		<category domain="tag" nicename="infographic"><![CDATA[Infographic]]></category>

		<category domain="tag"><![CDATA[Leadership]]></category>

		<category domain="tag" nicename="leadership"><![CDATA[Leadership]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15637</guid>
<description></description>
<content:encoded><![CDATA[Costs in terms of high turnover and low productivity represent nowadays just a part of the negative effects of bad management practices in a company. The link between employee productivity and managerial influence was studied in “The value of bosses”, a <a style="text-decoration: none;" href="http://www.nber.org/papers/w18317.pdf?new_window=1" target="_blank">Working Paper</a> published by the National Bureau of Economic Research (NBER). The following infographic reflects the cost of bad bosses based on a research study done by NBER. It uses data from a large service oriented company to examine the effects of bosses on employee productivity. One of the main findings states that replacing a bad boss with a good one increases productivity of each subordinate's output by more than 10%.

In terms of performance indicators, the link between supervisor and worker productivity can be related to the following KPIs:
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/employee-turnover-1.html" target="_blank"># Employee turnover</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/turnover-cost-91.html" target="_blank">$ Turnover cost</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/human-capital-value-added-89.html" target="_blank">$ Human capital value added</a></li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/The-real-cost-of-bad-bosses-Infographic21.jpg"><img class="aligncenter size-full wp-image-15655" title="The real cost of bad bosses - Infographic" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/The-real-cost-of-bad-bosses-Infographic21.jpg" width="634" height="1577" /></a></p>
<!--more-->

Positive aspects of the presented infographic:
<ul>
	<li>The title sparks curiosity, attracting the reader to review the infographic. It creates the discovery impression and gives to the reader a <a href="http://dashburst.com/infographic/viral-infographics-rules/" target="_blank">reason</a> to go through;</li>
	<li>The flow and connection are established from section to section, taking advantage of the vertical space. It gives the content balance to content in order to facilitate <a href="http://www.marketingweekly.com/social-media/7-dos-and-donts-design-tips-for-infographics/?mode=featured" target="_blank">data visualization</a>;</li>
	<li>An eye-catching design makes important numbers stand out. <a href="http://dashburst.com/infographic/viral-infographics-rules/" target="_blank">Highlighted</a> statistics help readers in information interpretation;</li>
	<li>The infographic sticks to one style for images, supporting the theme. It uses <a href="http://www.entrepreneur.com/article/229818" target="_blank">size and color</a> to emphasize important information.</li>
</ul>
<span style="font-size: 13px;">Recommendations for the presented infographic:</span>
<ul>
	<li>Alternative <a href="http://www.marketingweekly.com/social-media/7-dos-and-donts-design-tips-for-infographics/?mode=featured" target="_blank">backgrounds</a> are advised to be used for thematic blocks in order to have structured information;</li>
	<li>It is advocated to use short and simple <a href="http://www.entrepreneur.com/article/229818" target="_blank">messages</a>, making information easier to absorb;</li>
	<li>Creating a <a href="http://dashburst.com/infographic/viral-infographics-rules/" target="_blank">summary</a> that provides both the reason behind compiling the information and the data context is a useful practice.</li>
</ul>
References:
<ul>
	<li>Ripper, B. (2013), The big, bad boss: Poor management costly, The Business Times, available at: <a href="http://thebusinesstimes.com/the-big-bad-boss-poor-management-costly/" target="_blank">http://thebusinesstimes.com/the-big-bad-boss-poor-management-costly/</a></li>
	<li>Lazear, E.P., Shaw K.L. and Stanton, C.T. (2012), The value of bosses, Working Paper Series, The National Bureau of Economic Research, available at: <a href="http://www.nber.org/papers/w18317.pdf?new_window=1" target="_blank">http://www.nber.org/papers/w18317.pdf?new_window=1</a></li>
</ul>
Infographic source:
<ul>
	<li><a href="http://www.inc.com/maeghan-ouimet/real-cost-bad-bosses.html" target="_blank">http://www.inc.com/maeghan-ouimet/real-cost-bad-bosses.html</a></li>
</ul>
<p style="text-align: center;"></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>15637</wp:post_id>
<wp:post_date>2014-02-28 18:04:30</wp:post_date>
<wp:post_date_gmt>2014-02-28 07:04:30</wp:post_date_gmt>
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<title>Performance Expo: Dashboard in Healthcare Industry – Birmingham Women’s NHS Foundation Trust</title>
<link>http://www.smartkpis.com/blog/performance-expo-dashboard-in-healthcare-industry-%e2%80%93-birmingham-women%e2%80%99s-nhs-foundation-trust/</link>
<pubDate>Fri, 28 Feb 2014 07:41:29 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Birmingham Women’s NHS Foundation Trust]]></category>

		<category domain="tag" nicename="birmingham-women%e2%80%99s-nhs-foundation-trust"><![CDATA[Birmingham Women’s NHS Foundation Trust]]></category>

		<category domain="tag"><![CDATA[Dashboard]]></category>

		<category domain="tag" nicename="dashboard"><![CDATA[Dashboard]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15659</guid>
<description></description>
<content:encoded><![CDATA[Birmingham Women’s NHS Foundation Trust is a hospital which provides a wide range of healthcare services to women and their families across the West Midlands. Its <a href="http://www.bwhct.nhs.uk/strategic-vision" target="_blank">mission</a> is to deliver “a high quality and specialist range of distinct, but interrelated services, delivering excellent healthcare, education and training” for the people they serve.

As part of its performance management endeavors, the hospital developed a Quality Dashboard to allow users of their services and the general public to see how well they are performing in delivering healthcare services.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Dashboard-Birmingham-Hospital-2013-a.jpg"><img class="aligncenter size-full wp-image-15661" title="Dashboard-Birmingham-Hospital-2013" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Dashboard-Birmingham-Hospital-2013-a.jpg" width="634" height="529" /></a><!--more--></p>
<p style="text-align: center;"><em>To see the entire dashboard, access: </em><a href="http://www.bwhct.nhs.uk/images/October_13.xls" target="_blank"><em>Birmingham Women’s Hospital Quality Dashboard</em></a></p>
<p style="text-align: left;"><em>
</em></p>
The Quality Dashboard Key Performance Indicators (KPIs) are monitored by the Patient Outcomes Committee and are reported on a monthly basis. On the hospital’s website, users are also provided with explanations regarding the importance of monitoring these KPIs.

Positive aspects of the presented dashboard:
<ul>
	<li>For each area of interest, several KPIs have been identified and monitored towards specific targets;</li>
	<li>“Traffic lights” make the dashboard more interactive and provide an instant visualization of the KPIs results;</li>
	<li>Sparklines offer a quick snapshot regarding the KPIs trend in comparison with the target established.</li>
</ul>
According to <a href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank">The KPI Institute’s best practices</a>, a recommendation for the illustrated dashboard is to standardize KPI names. They should start with symbols ($ - value of, % - percentage of, # - number of), as it is easier to read and understand the meaning of the KPIs (e.g. # Serious incidents, # New pressure ulcers, % Staff turnover rate and so forth).
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Birmingham Women’s NHS Foundation Trust (2013), Annual report and accounts: 1 April 2012 – 31 March 2013, available at: <a href="http://www.bwhct.nhs.uk/images/Annual_Report_and_Accounts_2013_BIND.PDF" target="_blank">http://www.bwhct.nhs.uk/images/Annual_Report_and_Accounts_2013_BIND.PDF</a></li>
	<li>Birmingham Women’s NHS Foundation Trust (2013), Strategic vision, available at: <a href="http://www.bwhct.nhs.uk/strategic-vision" target="_blank">http://www.bwhct.nhs.uk/strategic-vision</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul style="text-align: left;">
	<li style="text-align: left;"><a href="http://www.bwhct.nhs.uk/images/October_13.xls" target="_blank">http://www.bwhct.nhs.uk/images/October_13.xls</a></li>
</ul>]]></content:encoded>
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<wp:post_id>15659</wp:post_id>
<wp:post_date>2014-02-28 18:41:29</wp:post_date>
<wp:post_date_gmt>2014-02-28 07:41:29</wp:post_date_gmt>
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<title>Performance Management in the South African Public Service System</title>
<link>http://www.smartkpis.com/blog/performance-management-in-the-south-african-public-service-system/</link>
<pubDate>Mon, 03 Mar 2014 07:20:58 +0000</pubDate>
<dc:creator><![CDATA[denisa]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Government - Local]]></category>

		<category domain="tag" nicename="government-local"><![CDATA[Government - Local]]></category>

		<category domain="tag"><![CDATA[MPAT]]></category>

		<category domain="tag" nicename="mpat"><![CDATA[MPAT]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[South Africa]]></category>

		<category domain="tag" nicename="south-africa"><![CDATA[South Africa]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15669</guid>
<description></description>
<content:encoded><![CDATA[The South African Department of Performance Monitoring and Evaluation in the Presidency (DPME) was instituted in 2010, with the purpose of ensuring continuous improvement in service delivery, through performance monitoring and evaluation. Their key focus areas are built around performance monitoring and evaluation of governmental priorities, assessing the quality of management practices in governmental departments and indicators development. Their strategic orientation is towards ensuring the fact that the South African Government reaches its developmental targets, by focusing on result delivery. To this effect, they have implemented several monitoring and assessment tools, including the Management Performance Assessment Tool (MPAT), for internal monitoring, management quality and benchmarking generic management practices.
<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/MPAT-Implementation-Process1.jpg"><img class="aligncenter size-full wp-image-15670" title="MPAT-Implementation-Process[1]" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/MPAT-Implementation-Process1.jpg" width="634" height="550" /><!--more--></a></p>
From 2012 to 2013, the DPME, along with the Department of Public Service and Administration, National Treasury, and all Offices of the Premier have collaborated to assess performance within their governmental structures, using the previously implemented MPAT assessment framework.

The Key Performance Areas covered in the report are the following: Strategic Management, Governance and Accountability, Human Resource Management, Financial Management, elaborated into 31 standards.

The results encompassed data from 156 departments and have concluded that both the Strategic Management and Financial Management areas have improved, as a direct consequence of the previous MPAT assessment, for the year 2011/12. The authorities estimate that implementing the annual assessment has determined an increase in awareness and focus to monitoring performance in basic management and administration.

Related to their stated management standards, a disaggregated view has allowed rapid identification of the administrative departments where adjustments are required. The following conclusions were drawn:
<ul>
	<li>For the Strategic <a href="http://www.smartkpis.com/kpi/functional-areas/management/" target="_blank">Management</a> performance area: a vast majority of departments have met or exceeded their regulatory requirements, albeit some departments having failed to monitor and evaluate their policy framework.</li>
	<li>For the <a href="http://www.smartkpis.com/kpi/functional-areas/governance-compliance-and-risk/governance/" target="_blank">Governance</a> and <a href="http://www.smartkpis.com/kpi/functional-areas/accounting/" target="_blank">Accountability</a> performance area: an overwhelming majority of departments have not met the criteria for service delivery and improved professional ethics.</li>
	<li>For the <a href="http://www.smartkpis.com/kpi/functional-areas/human-resources/" target="_blank">Human Resource Management performance area</a>: conclusions were not globally positive, with unsatisfactory results in meeting standards for HR planning, diversity management and implementing a Performance Management and Development System for Senior Managers.</li>
	<li>For the Financial Management performance area: they report high performance in cash flow management and disposal, with the mention that there were weaknesses in managing unauthorized, irregular, wasteful expenditure.</li>
</ul>
Overall, the MPAT 2012/13 results were strongest for Strategic Management, with most standards being met or exceeded, whereas the overall results for Governance and Accountability and Human Resource Management were not positive. Financial Management departments have shown signs of improvement, but with generally unsatisfactory results.

These findings are of particular interest, as they allow the development of targeted strategic interventions. Furthermore, the results are valuable as they highlight improvements from previous assessments. This, in itself, constitutes the premises of a more elaborate intervention, with potentially high benefits for overall governmental performance.

References:
<ul>
	<li>Department of Performance Measurement and Evaluation, 2014, Strategic orientation and goals, available at: <a href="http://www.thepresidency-dpme.gov.za/dpmewebsite/Page.aspx?Id=3" target="_blank">http://www.thepresidency-dpme.gov.za/dpmewebsite/Page.aspx?Id=3</a></li>
	<li>Department of Performance Measurement and Evaluation, 2013, State of management practices in the Public Service, Results of management performance assessments for the 2012/13 financial year, available at: <a href="http://www.thepresidency-dpme.gov.za/dpmewebsite/_admin/Images/ProductDocuments/AB%20MPAT%2020112%20Results%20report%20printer%20version.pdf" target="_blank">http://www.thepresidency-dpme.gov.za/dpmewebsite/_admin/Images/ProductDocuments/AB%20MPAT%2020112%20Results%20report%20printer%20version.pdf</a></li>
	<li>Department of Performance Measurement and Evaluation, 2014, Outcomes and Outputs, available at: <a href="http://www.thepresidency.gov.za/pebble.asp?relid=1906" target="_blank">http://www.thepresidency.gov.za/pebble.asp?relid=1906</a></li>
</ul>
Image source:
<ul>
	<li style="text-align: left;"><a href="http://www.thepresidency-dpme.gov.za/dpmewebsite/_admin/Images/ProductDocuments/AB%20MPAT%2020112%20Results%20report%20printer%20version.pdf" target="_blank">http://www.thepresidency-dpme.gov.za/dpmewebsite/_admin/Images/ProductDocuments/AB%20MPAT%2020112%20Results%20report%20printer%20version.pdf</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>15669</wp:post_id>
<wp:post_date>2014-03-03 18:20:58</wp:post_date>
<wp:post_date_gmt>2014-03-03 07:20:58</wp:post_date_gmt>
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<title>Measuring performance with dashboards: expectations, challenges and recommendations</title>
<link>http://www.smartkpis.com/blog/measuring-performance-with-dashboards/</link>
<pubDate>Mon, 03 Mar 2014 15:42:48 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Business Intelligence]]></category>

		<category domain="tag" nicename="business-intelligence"><![CDATA[Business Intelligence]]></category>

		<category domain="tag"><![CDATA[Dashboard]]></category>

		<category domain="tag" nicename="dashboard"><![CDATA[Dashboard]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=15722</guid>
<description></description>
<content:encoded><![CDATA[As data based decision making is at the core of better management practices today, tools such as scorecards and dashboards can assist with providing critical business data for decision making.
<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/the-importance-of-tracking-performance-in-a-dashboard/" target="_blank">Dashboards</a> are operational tools used to illustrate the company’s performance in its most relevant areas. In their recent study on changing practices of financial departments and management audit in businesses (2011), Bearing Point and the Association Nationale des Directeurs Financiers et de Contrôle de Gestion (DFCG) identified several trends in using dashboards across organizations.</p>
<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Measuring-performance-with-dashboards-expectations-challenges-and-recommendations1.png"><img class="aligncenter size-full wp-image-15726" title="Measuring performance with dashboards expectations, challenges and recommendations" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Measuring-performance-with-dashboards-expectations-challenges-and-recommendations1.png" width="634" height="600" /></a><!--more--></p>
The study was conducted on general and finance managers who, according to the findings, expect dashboards to be a “<a href="http://www.bearingpoint.com/en-other/download/WP_Dashboards-summary_2010.pdf" target="_blank">genuine decision support tool</a>”, helping them  monitor the implementation of both strategic and operational objectives. However, 56% of general managers are dissatisfied with their current dashboards. The reasons behind their dissatisfaction include an insufficient orientation towards action and future, monitoring irrelevant indicators, insufficient commentary regarding KPIs results and lateness in availability.

On the other hand, only 34% of finance managers are dissatisfied with the dashboards they use. The results of the study show that the level of satisfaction towards using dashboards depends on the expectations people have from using such a tool. Therefore, it is important to understand how to properly configure a dashboard and avoid <a href="http://www.smartkpis.com/blog/5-common-mistakes-in-dashboard-design/" target="_blank">common mistakes in using them. </a>Some recommendations include:
<ul>
	<li>Using an adequate number of KPIs – a maximum of 15 is recommended;</li>
	<li>Aligning KPIs across the organization – implement KPIs at organizational level and cascade them to departmental and individual level;</li>
	<li>Ensuring accountability – each KPI should have a KPI owner and a data custodian;</li>
	<li>Including past results and benchmarking data – useful for identifying trends.</li>
</ul>
The study also concluded that the leading dashboard tool is Microsoft Excel, because it is a flexible, easy to use solution, yet complex enough to display the required information. However, implementing more interactive dashboards adds value to the business, making data available much more easily and rapidly.

The challenge lays in changing the focus from <a href="http://www.smartkpis.com/blog/the-2014-trends-in-software-solutions-magic-quadrant-for-business-intelligence-and-analytics-platforms/" target="_blank">Business Intelligence systems</a> used mainly for measurement and reporting, to those that also support analysis, prediction, forecasting and optimization. Other emerging practices revealed by the study include:
<ul>
	<li>Monitoring performance using variance analysis – it is the key to identifying the factors behind each result and try to address the cause instead of the effect;</li>
	<li>Combining risk analysis with performance management – Key Risk Indicators (KRIs) provide an early signal regarding an increased risk exposure in a certain area of operations, thus the ability to anticipate future drops in performance;</li>
	<li>Properly allocating resources – KPIs are needed to reflect the value added by the human capital, as well as the progress towards achieving more with less both in terms of financial, time and natural resources.</li>
</ul>
References:
<ul>
	<li>Bearing Point and DFCG (2011), Dashboards: expectations, practices and results, available at: <a href="http://www.bearingpoint.com/en-other/download/WP_Dashboards-summary_2010.pdf">http://www.bearingpoint.com/en-other/download/WP_Dashboards-summary_2010.pdf</a></li>
	<li>The KPI Institute (2014), The 2014 trends in software solutions. Magic Quadrant for Business Intelligence and Analytics Platforms, available at: <a href="http://www.smartkpis.com/blog/the-2014-trends-in-software-solutions-magic-quadrant-for-business-intelligence-and-analytics-platforms/">http://www.smartkpis.com/blog/the-2014-trends-in-software-solutions-magic-quadrant-for-business-intelligence-and-analytics-platforms/</a></li>
	<li>The KPI Institute (2013), 5 common mistakes in dashboard design, available at: <a href="http://www.smartkpis.com/blog/5-common-mistakes-in-dashboard-design/">http://www.smartkpis.com/blog/5-common-mistakes-in-dashboard-design/</a></li>
	<li>The KPI Institute (2013), The importance of tracking performance in a dashboard, available at: <a href="http://www.smartkpis.com/blog/the-importance-of-tracking-performance-in-a-dashboard/">http://www.smartkpis.com/blog/the-importance-of-tracking-performance-in-a-dashboard/</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.bearingpoint.com/en-other/download/WP_Dashboards-summary_2010.pdf">http://www.bearingpoint.com/en-other/download/WP_Dashboards-summary_2010.pdf</a></li>
</ul>]]></content:encoded>
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<wp:post_id>15722</wp:post_id>
<wp:post_date>2014-03-04 02:42:48</wp:post_date>
<wp:post_date_gmt>2014-03-03 15:42:48</wp:post_date_gmt>
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<title>11th HR Metrics Summit 2014, USA - Day 1</title>
<link>http://www.smartkpis.com/blog/11th-hr-metrics-summit-2014-usa-day-1/</link>
<pubDate>Tue, 04 Mar 2014 14:50:12 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[11th HR Metrics Summit]]></category>

		<category domain="tag" nicename="11th-hr-metrics-summit"><![CDATA[11th HR Metrics Summit]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Orlando]]></category>

		<category domain="tag" nicename="orlando"><![CDATA[Orlando]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=16287</guid>
<description></description>
<content:encoded><![CDATA[The <a href="http://www.hrmetricsevent.com/?MAC=11HRM_SMARTKPI" target="_blank">11th HR Metrics Summit</a> took place at the Embassy Suites Orlando Downtown between the 24<sup>th</sup> and 26<sup>th</sup> of February 2014, assembling experts and executives from cross-industry HR departments who analysed methods of validating the HR’s role within an organization and the development of strategies for resolving company and industry wide challenges.

The focus of the HR Metrics Summit was on:
<ul>
	<li>Using HR Metrics to Drive Activity and Business Functions</li>
	<li>Predictive Analytics</li>
	<li>Data Sets: What Matters to You and Why?</li>
	<li>What are the right Metrics to track?</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/ConferenceDay1.png"><img class="aligncenter size-full wp-image-16286" title="ConferenceDay1" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/ConferenceDay1.png" width="634" height="280" /></a></p>
<!--more-->

During the first day of the conference, best practice examples of measuring recruitment, retention, self-leadership, employee turnover and compensations, were showcased. Attendees had the opportunity to become familiar with the tools, techniques and methods meant to transform human resources capabilities into measurable strategic value.

The first conference day was structured in 2 blocks: Speeches and Dual Track sessions for targeted learning.

<span style="text-decoration: underline;">SPEECHES </span>

<strong>Key topics covered:</strong>
<ul>
	<li><a href="http://www.hrmetricsevent.com/AgendaSection.aspx?tp_day=38215&amp;tp_session=31679">From HR Metrics to Workforce Planning</a> – Dave Weisbeck, CSO at Visier, covered topics such as the relationship between workforce analytics and planning, how workforce planning can support creating meaningful HR metrics and dashboards and how it can create stronger ties with finance and business leaders;</li>
	<li><a href="http://www.hrmetricsevent.com/AgendaSection.aspx?tp_day=38215&amp;tp_session=31680">Case Study: Business Performance Metrics</a>– Steven Yong, representing Citi Group talked about how successful organizations are using HR analytics and how that has affected their financial success;</li>
	<li><a href="http://www.hrmetricsevent.com/AgendaSection.aspx?tp_day=38215&amp;tp_session=31682">The Challenges with HR Metrics Measurements: Providing Clarity &amp; Asking the Tough Questions</a> – Allan Church from PepsiCo and Steven Yong from Citi Group, focused their presentations on the Return on Investment of data in talent management processes and about the implications of having a values based perspective to measurement;</li>
	<li><a href="http://www.hrmetricsevent.com/AgendaSection.aspx?tp_day=38215&amp;tp_session=31684">Setting your Reporting &amp; Analytics Strategy</a> – Chris Altizer, VP of Human Resources at Pfizer, discussed about engaging the right stakeholders in the reporting and analytics stages and understanding how and when to validate information received.</li>
	<li><a href="http://www.hrmetricsevent.com/AgendaSection.aspx?tp_day=38215&amp;tp_session=31693">A New Way to Look at Turnover</a> – Shira Spector from Darden restaurants and John Hausknecht from Cornell University discussed about what types of turnover impact performance most and what business outcomes are affected by turnover</li>
</ul>
<span style="text-decoration: underline;">Dual Tracks Session</span>
<h3><span style="text-decoration: underline;">Track A: Early in your Journey – Metric Snapshots</span></h3>
<strong>Key topics covered:</strong>
<ul>
	<li><a href="http://www.hrmetricsevent.com/AgendaSection.aspx?tp_day=38215&amp;tp_session=31685">Leadership Metric</a> – Focused on measuring leadership health, how to digitize leadership and handle unemployment claims, grievances, quick quits and absenteeism ;</li>
	<li><a href="http://www.hrmetricsevent.com/AgendaSection.aspx?tp_day=38215&amp;tp_session=31686">Throughput of HR Metric</a> – Highlighted what makes HR work: talent acquisition, talent development, the learning curve of a job, Performance Management and total rewards;</li>
	<li><a href="http://www.hrmetricsevent.com/AgendaSection.aspx?tp_day=38215&amp;tp_session=31688">Turnover Metric</a> – Focused on how and why to measure turnover, cost to replace key personnel that leaves and why retention has become more important lately;</li>
	<li><a href="http://www.hrmetricsevent.com/AgendaSection.aspx?tp_day=38215&amp;tp_session=31689">ME-trics: Numbers for the Business of You</a> – Offered solutions for professionals to begin an organizational transformation by looking at their own numbers</li>
</ul>
<span style="text-decoration: underline;">Track B: Advanced Processes</span>

<strong>Key topics covered:</strong>
<ul>
	<li><a href="http://www.hrmetricsevent.com/AgendaSection.aspx?tp_day=38215&amp;tp_session=31690">Where is the Bar? Benchmarking</a> – Focused on how to utilize metrics in the decision making process, about the value of benchmarks and when it makes sense to use it;</li>
	<li><a href="http://www.hrmetricsevent.com/AgendaSection.aspx?tp_day=38215&amp;tp_session=31691">How Analytics affects Human Capital Development</a> – Talked about how workforce is the most important asset of a business and about the effects that analytics can have in the ongoing development of workforce.</li>
</ul>]]></content:encoded>
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<wp:post_id>16287</wp:post_id>
<wp:post_date>2014-03-05 01:50:12</wp:post_date>
<wp:post_date_gmt>2014-03-04 14:50:12</wp:post_date_gmt>
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<title>How much does poor customer experience cost?</title>
<link>http://www.smartkpis.com/blog/how-much-does-poor-customer-experience-cost/</link>
<pubDate>Tue, 04 Mar 2014 16:56:29 +0000</pubDate>
<dc:creator><![CDATA[cristina.tarata]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Complaints]]></category>

		<category domain="tag" nicename="complaints"><![CDATA[Complaints]]></category>

		<category domain="tag"><![CDATA[EY]]></category>

		<category domain="tag" nicename="ey"><![CDATA[EY]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Sales Force]]></category>

		<category domain="tag" nicename="sales-force"><![CDATA[Sales Force]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=16394</guid>
<description></description>
<content:encoded><![CDATA[In 2013 Sales Force, a company that provides software solutions for Customer Relationship Management, pointed out that on a yearly basis, on a global scale <a href="http://blogs.salesforce.com/.a/6a00e54ee3905b883301910466eb21970c-pi">$ 338.5 billions</a> are lost due to poor customer experiences. One year later, EY presents to the public its latest study from the EY Customer Experience Series, entitled “<a href="http://www.ey.com/AU/en/Newsroom/News-releases/EY-40-billion-of-potential-spending-impacted-every-year-by-poor-experiences">The cost of complaining</a>” and reveals that Australian businesses lose more than $720 for every negative customer experience.<!--more-->

Almost half of the customers surveyed by EY (47%) did not report a disappointing experience directly to the product or service supplier. Instead, customers chose to complain to friends, family, acquaintances or on social media platforms. These comments spread quickly through social networks and the company is often not aware of the negative feedback regarding the brand.

Communication with customers is vital to ensure high <a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-retention-3.html">customer retention</a>. Tracking social media activity can provide early signals of dissatisfied customers and the opportunity to reconnect with the client.<strong> </strong>

According to the study’s results, 56% of the customers reported a poor service experience in the last six months. Most issues were found within the telecommunication industry, while the least critics were encountered in the banking sector. People chose not to submit a direct complaint to the company mainly because of the effort and time necessary for such an action, as well as due to the difficulties in finding the right contacts details.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/EY-Cost-of-Complaining.png"><img class="size-full wp-image-16395 aligncenter" title="EY-Cost-of-Complaining" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/EY-Cost-of-Complaining.png" width="634" height="368" /></a></p>
As a result, 60% of dissatisfied clients did not make contact with their supplier and only 8% from those who did were pleased with the outcome of their complaint. The study also outlined that only 7% of the satisfied customers turn to social media channels, while 15% of the disappointed clients will express their frustrations online.

Another study, the <a href="http://about.americanexpress.com/news/docs/2012x/axp_2012gcsb_us.pdf">2012 Global Customer Service Barometer</a>, also points out that dissatisfied clients are more likely to talk about negative experiences than about positive customer services. Furthermore, <a href="http://about.americanexpress.com/news/pr/2011/csbar.aspx">78% of the customers</a> reported to have stopped buying products from a company with whom it had an unpleasant incident.

Unsatisfied clients don’t impact the business only on the short terms, but also on the long terms, as spreading negative experiences in regards to the company makes it more difficult to attract new customers. However, even in normal circumstances, gaining a new customer is substantially more expensive than maintaining current clients.

In this context, the process of managing complaints is highly important for a company, impacting future revenues, retention rates and <a href="http://www.smartkpis.com/kpi-key-performance-indicator/net-promoter-score-1303.html">customer advocacy.</a> The main aspects that generate dissatisfaction among customers in terms of processing complaints, as highlighted in “The cost of complaining”, are:
<ul>
	<li>The speed to manage the problem;</li>
	<li>The quality of feedback or explanation provided;</li>
	<li>The ease of accessing information that helps to reconcile the issue.</li>
</ul>
Operating streamlined processes and monitoring performance in handling complaints can help improve waiting times and the quality of feedback received by the client. Examples of KPIs that can be monitored are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/first-call-resolution-rate-30.html">% First call resolution rate</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/call-handling-time-165.html"># Call handling time</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/complaints-responded-to-within-standard-time-6857.html">% Complaints processed in standard time</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-satisfaction-with-complaints-handling-2399.html">% Customers satisfied with the outcome of complaint resolution</a></li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/time-to-resolve-complaints-2353.html"># Time to solve a complaint</a></li>
</ul>
Providing a channel through which customers can submit complaints 24/7 and receive prompt response for their issues is another initiative that ensures an efficient and rewarding customer service for both the clients and the company.

References:
<ul>
	<li>Sales Force (2013), The cost of bad customer service, available at: <a href="http://blogs.salesforce.com/.a/6a00e54ee3905b883301910466eb21970c-pi">http://blogs.salesforce.com/.a/6a00e54ee3905b883301910466eb21970c-pi</a></li>
	<li>EY (2014), $40 billion of potential spending impacted every year by poor experiences, available at: <a href="http://www.ey.com/AU/en/Newsroom/News-releases/EY-40-billion-of-potential-spending-impacted-every-year-by-poor-experiences">http://www.ey.com/AU/en/Newsroom/News-releases/EY-40-billion-of-potential-spending-impacted-every-year-by-poor-experiences</a></li>
	<li>American Express (2011), Global customer service barometer, available at: <a href="http://about.americanexpress.com/news/docs/2012x/axp_2012gcsb_us.pdf">http://about.americanexpress.com/news/docs/2012x/axp_2012gcsb_us.pdf</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.ey.com/AU/en/Newsroom/News-releases/EY-40-billion-of-potential-spending-impacted-every-year-by-poor-experiences">http://www.ey.com/AU/en/Newsroom/News-releases/EY-40-billion-of-potential-spending-impacted-every-year-by-poor-experiences</a></li>
</ul>]]></content:encoded>
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<wp:post_id>16394</wp:post_id>
<wp:post_date>2014-03-05 03:56:29</wp:post_date>
<wp:post_date_gmt>2014-03-04 16:56:29</wp:post_date_gmt>
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<title>Performance Expo: Liverpool John Moore’s University Strategy Map 2012-2017</title>
<link>http://www.smartkpis.com/blog/performance-expo-liverpool-john-moore%e2%80%99s-university-strategy-map-2012-2017/</link>
<pubDate>Wed, 05 Mar 2014 14:36:12 +0000</pubDate>
<dc:creator><![CDATA[Mihai]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Liverpool John Moore’s University]]></category>

		<category domain="tag" nicename="liverpool-john-moores-university"><![CDATA[Liverpool John Moore’s University]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Strategy Map]]></category>

		<category domain="tag" nicename="strategy-map"><![CDATA[Strategy Map]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=16879</guid>
<description></description>
<content:encoded><![CDATA[Liverpool John Moore’s University was originally founded as a small mechanics institution, which grew over the centuries by converging with different colleges and became the Liverpool Polytechnic. In 1992, the Polytechnic became one of the UK`s new generation universities and assumed the name Liverpool John Moore’s University (LJMU).

In order to achieve its vision “To be recognized as a modern civic university delivering solutions to the challenges of the 21st century” LJMU developed a strategy map to illustrate the way sustainable value is created by establishing objectives within the 4 adapted perspectives of the Balanced Scorecard: Financial aims, Supporting Aims, Core Aims and Key Outcomes for our Stakeholders.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Strategy-Map-Liverpool-University.png"><img class="size-full wp-image-16885 aligncenter" title="Strategy-Map-Liverpool-University" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Strategy-Map-Liverpool-University.png" width="634" height="480" /></a>
<p style="text-align: center;"><!--more--><em style="font-size: 13px;">To access the entire strategy map click <a href="http://www.ljmu.ac.uk/Vice_Chancellor/Docs/ljmu_strategy_2012-2017.pdf">here</a></em></p>
Positive aspects of the presented strategy map:
<ul>
	<li>At the top of the strategy map the vision of the organization is stated, to clearly communicate what the LJMU wants to achieve and the manner in which it will strive to accomplish this task;</li>
	<li>Being a non-profit organization, the financial perspective has adequately been fitted at bottom of the strategy map, as it represents the basis upon which the organization will try to achieve its strategic objectives;</li>
	<li>It follows the Balanced Scorecard methodology, adapting the four BSC perspectives to organizational needs.</li>
</ul>
Recommendations:
<ul>
	<li>The inter-causal relationships between objectives can be mapped in order to provide the viewer with a clear overview of the connections between strategic objectives;</li>
	<li>It is recommended to assign colors and codes to objectives and perspectives, in order to facilitate the reading and interpreting of the strategy map;</li>
	<li>The strategic objectives are recommended to be standardized by starting with verbs in order to ensure differentiation between performance management principles and tools.</li>
</ul>
References:
<ul>
	<li>The KPI Institute (2014), Certified KPI Professional Training Course, available at: <a href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html">http://store.kpiinstitute.org/kpi-professional-certification-training-course.html</a></li>
	<li>Liverpool John Moore’s University (2012), Strategy map, available at: <a href="http://www.ljmu.ac.uk/Vice_Chancellor/Docs/ljmu_strategy_2012-2017.pdf">http://www.ljmu.ac.uk/Vice_Chancellor/Docs/ljmu_strategy_2012-2017.pdf</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.ljmu.ac.uk/Vice_Chancellor/Docs/ljmu_strategy_2012-2017.pdf">http://www.ljmu.ac.uk/Vice_Chancellor/Docs/ljmu_strategy_2012-2017.pdf</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>16879</wp:post_id>
<wp:post_date>2014-03-06 01:36:12</wp:post_date>
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<title>11th HR Metrics Summit 2014, USA – Day 2</title>
<link>http://www.smartkpis.com/blog/11th-hr-metrics-summit-2014-usa-%e2%80%93-day-2/</link>
<pubDate>Thu, 06 Mar 2014 07:42:24 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[11th HR Metrics Summit]]></category>

		<category domain="tag" nicename="11th-hr-metrics-summit"><![CDATA[11th HR Metrics Summit]]></category>

		<category domain="tag"><![CDATA[Human Reources]]></category>

		<category domain="tag" nicename="human-reources"><![CDATA[Human Reources]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Metrics]]></category>

		<category domain="tag" nicename="metrics"><![CDATA[Metrics]]></category>

		<category domain="tag"><![CDATA[Orlando]]></category>

		<category domain="tag" nicename="orlando"><![CDATA[Orlando]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=16960</guid>
<description></description>
<content:encoded><![CDATA[The second day of the 11<sup>th</sup> HR Metrics Summit continued with a number of speeches, but it also included panels, which were a good opportunity for participants to interact one with another, to share experiences and learn from the outcomes of their fellow colleagues.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Day2.png"><img class="aligncenter size-full wp-image-16961" title="Day2" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Day2.png" width="634" height="280" /></a><!--more--></p>
<span style="text-decoration: underline;">SPEECHES</span>

<strong>Key topics covered:</strong>
<ul>
	<li>The importance of tracking employee satisfaction – P&amp;G described the extensive employee survey they conducted yearly (80 questions grouped on clusters including well-being, career and guidance) in order to predict future personnel satisfaction and act pro-actively;</li>
	<li>The challenge of monitoring the right KPIs – “Just because you can, does not mean you should”. Carl Schleyer from 3D Results emphasized the need of tracking performance with different tools at different levels across the organization, depending on company’s needs;</li>
	<li>The efforts needed to retain top talent across the organization – Theresa Welbourne,  from the University of Nebraska-Lincoln &amp; Marshall School at USC, discussed about data-driven storytelling, focusing on the importance of keeping employees motivated at the workplace;</li>
	<li>The design of an appropriate dashboard – Tim Barr, Director of iDashboards, held a presentation about the major aspects that have to be taken into consideration when configuring a dashboard.</li>
</ul>
<span style="text-decoration: underline;">PANELS</span>

<strong>Key topics covered:</strong>
<ul>
	<li>The transition from measuring metrics to coordinating Analytics – the process of transition, the challenges faced and the manner in which they were overcome;</li>
	<li>The barriers on the markets – the discussions focused on global and domestic platforms and were intended to differentiate the use of Analytics in companies at local and international level.</li>
</ul>]]></content:encoded>
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<wp:post_id>16960</wp:post_id>
<wp:post_date>2014-03-06 18:42:24</wp:post_date>
<wp:post_date_gmt>2014-03-06 07:42:24</wp:post_date_gmt>
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<title>Performance expo: Edinburgh city council performance dashboard</title>
<link>http://www.smartkpis.com/blog/performance-expo-edinburgh-city-council-performance-dashboard-2/</link>
<pubDate>Thu, 06 Mar 2014 12:00:36 +0000</pubDate>
<dc:creator><![CDATA[andrei]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[City of Edinburgh Council]]></category>

		<category domain="tag" nicename="city-of-edinburgh-council"><![CDATA[City of Edinburgh Council]]></category>

		<category domain="tag"><![CDATA[Dashboard]]></category>

		<category domain="tag" nicename="dashboard"><![CDATA[Dashboard]]></category>

		<category domain="tag"><![CDATA[Governance]]></category>

		<category domain="tag" nicename="governance"><![CDATA[Governance]]></category>

		<category domain="tag"><![CDATA[Government]]></category>

		<category domain="tag" nicename="government-performance-management"><![CDATA[Government]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Measurement]]></category>

		<category domain="tag" nicename="performance-measurement"><![CDATA[Performance Measurement]]></category>

		<category domain="tag"><![CDATA[Risk and Best Value Committee]]></category>

		<category domain="tag" nicename="risk-and-best-value-committee"><![CDATA[Risk and Best Value Committee]]></category>

		<category domain="tag"><![CDATA[Scotland]]></category>

		<category domain="tag" nicename="scotland"><![CDATA[Scotland]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=17093</guid>
<description></description>
<content:encoded><![CDATA[Edinburgh is the capital of Scotland and the second most populous city in this country. The City of Edinburgh Council is a local governing body, which attends to matters of local administration, such as housing, planning, local transport, economic development and regeneration. The council is elected under proportional representation and comprises 58 members.
<p style="text-align: left;">As part of its assignments, the council issues performance reports on a regular basis. The Governance, Risk and Best Value Committee’s latest report provides an overview of the council’s performance. The results, reported up until May 2013, were compared against specified targets and outcomes.</p>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/edinburgh-city-council-performance-expo1.png"><img class="size-full wp-image-17094  aligncenter" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/edinburgh-city-council-performance-expo1.png" width="634" height="600" /></a></p>
<p style="text-align: center;"><em> To see the entire report, access </em><a href="http://www.google.ro/url?sa=t&amp;rct=j&amp;q=&amp;esrc=s&amp;source=web&amp;cd=1&amp;ved=0CCwQFjAA&amp;url=http%3A%2F%2Fwww.edinburgh.gov.uk%2Fdownload%2Fmeetings%2Fid%2F40066%2Fitem_8_2-achieving_excellence_performance_report_to_may_2013&amp;ei=Cu8WU7m7G-evygODq4GoBg&amp;usg=AFQjCNFg64XkZF5hLZew1zjEXbyDS_Wi3w&amp;sig2=i9ML4iX_51JIDZPR83OhWA&amp;bvm=bv.62286460,d.bGQ" target="_blank"><em>Achieving Excellence Performance Report to May 2013</em></a></p>
<!--more-->

The Performance report framework takes in account six themes:
<ul>
	<li>Provide for Edinburgh’s prosperity;</li>
	<li>Maintain and improve the quality of life in Edinburgh;</li>
	<li>Strengthen and support our communities and keep them safe;</li>
	<li>Ensure Edinburgh and its residents are well cared for;</li>
	<li>Reduce poverty, inequality and deprivation;</li>
	<li>Ensure every child in Edinburgh has the best start in life.</li>
</ul>
The dashboard provides a snapshot of the city of Edinburgh’s overall well-being, presenting the state of the social, economic, educational and health systems.

Among the positive aspects of this report are the following:
<ul>
	<li>The dashboard uses a color code that makes it easier to read;</li>
	<li>The “traffic lights” data visualization system facilitates the interpretation of each indicator’s current results;</li>
	<li>The presented data is clearly explained and, where needed, additional information is provided;</li>
	<li>The dashboard covers all the relevant aspects of the report’s themes;</li>
	<li>Hypertext is used to help the reader easily access the detailed report results.</li>
</ul>
According to <a href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank">The KPI Institute’s best practices</a>, a recommendation for the illustrated dashboard is to standardize KPIs names. They should contain a symbol that reflects the indicator’s type: $ for monetary values (e.g. for “Support investment in development and regeneration”), # for numbers (e.g. for “Museum and galleries total annual attendances”), % for rates  (e.g. for “Staff turnover rates”).

For more information, access <a href="http://www.smartkpis.com/blog/ask-the-expert-what-is-the-difference-between-a-scorecard-and-a-dashboard/" target="_blank">What’s the difference between a Scorecard and a Dashboard</a> in the Ask the experts section of our blog.

References:
<ul>
	<li>Governance, risk and best value committee, Achieving excellence performance report to May 2013, Edinburgh City Council, available at: <a href="http://www.edinburgh.gov.uk/download/meetings/id/40066/item_8_2-achieving_excellence_performance_report_to_may_2013" target="_blank">http://www.edinburgh.gov.uk/download/meetings/id/40066/item_8_2-achieving_excellence_performance_report_to_may_2013</a></li>
	<li>Edinburgh City Council website: <a href="http://www.edinburgh.gov.uk/" target="_blank">http://www.edinburgh.gov.uk/</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.edinburgh.gov.uk/download/meetings/id/40066/item_8_2-achieving_excellence_performance_report_to_may_2013" target="_blank">http://www.edinburgh.gov.uk/download/meetings/id/40066/item_8_2-achieving_excellence_performance_report_to_may_2013</a></li>
</ul>]]></content:encoded>
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<wp:post_id>17093</wp:post_id>
<wp:post_date>2014-03-06 23:00:36</wp:post_date>
<wp:post_date_gmt>2014-03-06 12:00:36</wp:post_date_gmt>
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<title>Expert Interview – Eve Blackall, Group Director, Smart Accounting, Australia</title>
<link>http://www.smartkpis.com/blog/expert-interview-%e2%80%93-eve-blackall-group-director-smart-accounting-australia/</link>
<pubDate>Thu, 06 Mar 2014 12:13:40 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Interviews]]></category>

		<category domain="category" nicename="interviews"><![CDATA[Interviews]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Management in 2013]]></category>

		<category domain="tag" nicename="performance-management-in-2013"><![CDATA[Performance Management in 2013]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=17932</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/1-Eve-Blackall.jpg"><img class="size-full wp-image-17933 alignright" title="1-Eve-Blackall" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/1-Eve-Blackall.jpg" width="128" height="165" /></a>For the report <a href="http://store.kpiinstitute.org/performance-management-in-2013.html" target="_blank">Performance Management in 2013</a>, The KPI Institute conducted 20 semi-structured interviews with practitioners, academics and consultants from 18 countries, who offered a detailed image of Performance Management as a discipline in the analyzed year.

An important editorial rule followed in the development of the content is that a discipline can only evolve through the combined efforts of practitioners, academics and consultants. Eve Blackall, Group Director at Smart Accounting, Australia was one of the consultants that The KPI Institute interviewed.

<strong>1. What does the term Performance Management mean to you?</strong>

It means being aware of inputs and outputs to a process or situation and understanding how they interact in order to be able to influence the outcomes – and Performance Management can be used to both improve and deteriorate performance. This can relate to people, processes, businesses, or ecosystems.<!--more-->

<strong>2. What drives interest in Performance Management?</strong>

People are fascinating, and in business it is people’s Decisions that affect and influence performance – good decisions, bad decisions, ones within our control and decisions such as laws, that we simply must bend to.

<strong>3. What are your thoughts on the relationship between Performance Management at organizational, departmental and individual level? </strong>

It is all interrelated, because the culture of an organization will drive the decisions that affect departmental resources and thereby individual behaviors.

<strong>4. What are 2013 key trends in Performance Management from your point of view?</strong>

More awareness of a broader circle of influence on individual performance than just individuals “attitude” or setting disparate KPIs - greater understanding of systems behavior.

<strong>5. What aspects of Performance Management should be explored more through research?</strong>

How, and why people make decisions – this impacts performance enormously and yet factors such as fear, or stability are generally not captured by current research into Performance Management

<strong>6. Which companies would you recommend to be looked at due to their particular approach to Performance Management and subsequent results?</strong>

I am actually having difficulties in naming an area that has done it really successfully. However, Telstra in Australia and the telecommunication companies in general are probably worth taking a look at.

<strong>7. Which are main challenges of Performance Management in practice today? </strong>

Businesses don’t understand how effective Performance Management can be, as they are scared of change – and blame an “unstable environment” instead of their own culture, decisions etc.

<strong>8. What do you think should be improved in the use of Performance Management tools and processes? </strong>

The start is best at the head, better socialization of the concept as a whole of business approach – it doesn’t have to cost more because the scope is bigger; it simply needs to be inclusive at more levels of the organization.

<strong>9. What would you consider best practice in Performance Management? </strong>

Any methodology that uses a comprehensive, top down, whole of business approach to Performance Management looking at roles and responsibilities as well as conduits between roles and inter-responsibilities. This is about organizational and departmental performance as well as individual deliverables.

<strong>10. Which aspects of Performance Management should be emphasized during educational programs?</strong>

Performance is influenced by more factors than just individual attitudes, people can be working very well at the tasks they have been given, but if the tasks don’t all fit together to benefit the whole organization, then overall performance of the organization will still be poor.

<strong>11. Which are the limits in order to achieve higher levels of proficiency in Performance Management among practitioners?</strong>

It is a very fluid process – like science, practitioners need to be able to quickly assess and adapt and change and learn and be proactive and in some cases intuitive – not everyone can do all of these things easily.

<strong>12. If you are to name in few words the main aspects governing Performance Management today, what would they be? </strong>

People and Communication.

<strong>13. As a consultant, what are the most common issues that your customers raised related to Performance Management? </strong>

People don’t understand how to influence performance – they think that by simply putting a few “KPIs” in their job specification that will be sufficient to affect organizational change. By forgetting that the organization is an interconnected network of systems and processes performed in an “organized” way by people, customers overlook the ripples in their pond.

For more interviews with professionals from all over the world, access <a href="http://store.kpiinstitute.org/performance-management-in-2013.html" target="_blank">Performance Management in 2013</a>]]></content:encoded>
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<title>Performance Expo: Employee Satisfaction Survey- Wellness Council of America</title>
<link>http://www.smartkpis.com/blog/performance-expo-employee-satisfaction-survey-wellness-council-of-america/</link>
<pubDate>Thu, 06 Mar 2014 14:27:11 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag" nicename="employee-satisfaction"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

		<category domain="tag"><![CDATA[Wellness Council of America]]></category>

		<category domain="tag" nicename="wellness-council-of-america"><![CDATA[Wellness Council of America]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=17170</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">The Wellness Council of America (WELCOA) has over 20 years of experience in helping organizations around the world improve the health and well-being of their employees. One of its innovative approaches to worksite wellness is based on deploying Employee Satisfaction Surveys. The following survey is such a proposal.</p>
<p style="text-align: justify;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/WELCOA-Survey.jpg"><img class="aligncenter size-full wp-image-17171" title="WELCOA-Survey" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/WELCOA-Survey.jpg" width="697" height="400" /></a></p>
<p style="text-align: left;"><!--more-->Positive aspects:</p>

<ul style="text-align: left;">
	<li>It is very <a href="http://help.surveymonkey.com/articles/en_US/kb/Design-Tips-How-to-create-and-administer-effective-surveys" target="_blank">time effective</a>, as it contains only Yes or NO questions;</li>
	<li>It includes a self-evaluation tool, which provides employees with brief indications and interpretation guidelines, in order to assess their own satisfaction with their jobs.</li>
</ul>
<p style="text-align: left;">Recommendations:</p>

<ul style="text-align: left;">
	<li>At the beginning it should contain <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#open-ended" target="_blank">information on why this survey is necessary</a>, which are its goals, as well as an estimated time for completion;</li>
	<li>Best practices suggest that surveys should also contain <a href="http://www.uwex.edu/ces/tobaccoeval/resources/surveyquestionstype.html" target="_blank">open-ended questions</a>, or suggestion boxes in case the participants have some additional commentaries on topics that were not covered by the provided options;</li>
	<li>Using an ending note in which participants are thanked for their cooperation would give them a sense of accomplishment.</li>
</ul>
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Flagg R. (2013), Basics of survey and question design, HowTo.gov, available at: <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design" target="_blank">http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design</a></li>
	<li>University of Wisconsin Cooperative Extension, (2002), When should I use open-ended questions?, available at: <a href="http://www.uwex.edu/ces/tobaccoeval/resources/surveyquestionstype.html" target="_blank">http://www.uwex.edu/ces/tobaccoeval/resources/surveyquestionstype.html</a></li>
	<li>SurveyMonkey Help Center (2014), Survey design best practices, available at: <a href="http://help.surveymonkey.com/articles/en_US/kb/Design-Tips-How-to-create-and-administer-effective-surveys" target="_blank">http://help.surveymonkey.com/articles/en_US/kb/Design-Tips-How-to-create-and-administer-effective-surveys</a></li>
	<li>Bellingham R. (n.d), WELCOA- Job Satisfaction survey, available at: <a href="https://www.welcoa.org/freeresources/pdf/job_satisfaction_survey.pdf" target="_blank">https://www.welcoa.org/freeresources/pdf/job_satisfaction_survey.pdf</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul style="text-align: left;">
	<li style="text-align: left;"><a href="https://www.welcoa.org/freeresources/pdf/job_satisfaction_survey.pdf" target="_blank">https://www.welcoa.org/freeresources/pdf/job_satisfaction_survey.pdf</a></li>
</ul>]]></content:encoded>
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<wp:post_id>17170</wp:post_id>
<wp:post_date>2014-03-07 01:27:11</wp:post_date>
<wp:post_date_gmt>2014-03-06 14:27:11</wp:post_date_gmt>
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<title>Performance Expo: Training Evaluation – 11th HR Metrics Summit</title>
<link>http://www.smartkpis.com/blog/performance-expo-training-evaluation-%e2%80%93-11th-hr-metrics-summit/</link>
<pubDate>Thu, 06 Mar 2014 15:38:01 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[11th HR Metrics Summit]]></category>

		<category domain="tag" nicename="11th-hr-metrics-summit"><![CDATA[11th HR Metrics Summit]]></category>

		<category domain="tag"><![CDATA[International Quality &amp; Productivity Center]]></category>

		<category domain="tag" nicename="international-quality-productivity-center"><![CDATA[International Quality &amp; Productivity Center]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Training Evaluation]]></category>

		<category domain="tag" nicename="training-evaluation"><![CDATA[Training Evaluation]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=17174</guid>
<description></description>
<content:encoded><![CDATA[Between the 24<sup>th</sup> and 26<sup>th</sup> of February, the International Quality &amp; Productivity Center (IQPC) organized the 11<sup>th</sup> HR Metrics Summit. The key focus points of this edition were: using HR metrics to drive activity and business functions, predictive analytics, data sets,  in addition to the importance of choosing the right metrics.

In order to continually improve <a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-satisfaction-with-service-levels-2379.html" target="_blank">customer satisfaction</a> with their conferences, IQPC has implemented an extensive training evaluation form, which provides them with valuable feedback regarding many areas of interest, for both the learning process and the event planning dimensions.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/Training-Evaluation-11th-HR-Metrics.pdf" target="_blank"><img class="aligncenter size-full wp-image-17175" title="Training-Evaluation-11th-HR-Metrics" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Training-Evaluation-11th-HR-Metrics.jpg" width="634" height="400" /></a><!--more--></p>
<em><a href="http://www.smartkpis.com/blog/Training-Evaluation-11th-HR-Metrics.pdf" target="_blank">Click on the photo to see the entire evaluation form</a></em>

From the very beginning, respondents are asked whether their answers can be used for future reference. This could be useful for organizers in terms of compiling satisfaction reports or presenting testimonials and feedback in their future materials. For example, the following assessed items emphasize the IQPC’s focus on future conferences: the respondents’ willingness to participate again or to recommend the conference to colleagues, the speakers and topics that attracted them the most and even their intention to participate in the upcoming events in May-November 2014.

Each speaker is individually assessed in terms of his presentation and offered content. Participants are also offered the possibility to add further comments or remarks for each speaker.  Additionally, the survey states that “IQPC and our Speakers appreciate specific comments on individual presentations”.

Besides the aspects related to the learning process and the presented content, the form also evaluates logistics and other items related to customer service. Another valuable insight that the survey gathers from participants concerns the market channels they used for information regarding the conference. This item provides organizers with valuable data for their following marketing campaigns. Asking the participants which publications they regularly read and which professional associations they belong to could also provide organizers with ideas for future channels they could use for announcing their conference and summit.

In terms of construction, the survey only proposes five point scales, adapted to the corresponding questions and perfectly <a href="http://www.psu.edu/president/pia/innovation/insights014.pdf" target="_blank">balanced</a>: “How satisfied are you…?” – “Extremely Satisfied … Extremely Dissatisfied / “How likely would you be to attend…”? – “Definitely … Definitely Not”. The scales are explained every time, in order to avoid misunderstandings.

The survey ensures the organizers will gather valuable feedback, by adding open-ended questions within almost every assessed topic. However, this might affect the survey’s efficiency, in terms of completion time. Also, open ended questions are more <a href="http://books.google.ro/books/about/Case_Study_Methodology_in_Business_Resea.html?id=lzqhmuMs2WMC&amp;redir_esc=y" target="_blank">difficult to analyze</a>, categorize and summarize, as each answer is somewhat unique.

References:
<ul>
	<li>IQPC (2014), 11<sup>th</sup> HR Metrics Summit Evaluation Form</li>
	<li>Dul, J., &amp; Hak, T. (2008), Case study methodology in business research. Routledge, available at: <a href="http://books.google.ro/books/about/Case_Study_Methodology_in_Business_Resea.html?id=lzqhmuMs2WMC&amp;redir_esc=y" target="_blank">http://books.google.ro/books/about/Case_Study_Methodology_in_Business_Resea.html?id=lzqhmuMs2WMC&amp;redir_esc=y</a></li>
	<li>Pennsylvania University of State (2006), Innovation insights Series Number 14, available at: <a href="http://www.psu.edu/president/pia/innovation/" target="_blank">http://www.psu.edu/president/pia/innovation/</a></li>
</ul>
Image source:
<ul>
	<li>IQPC (2014), 11<sup>th</sup> HR Metrics Summit Evaluation Form</li>
</ul>]]></content:encoded>
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<wp:post_id>17174</wp:post_id>
<wp:post_date>2014-03-07 02:38:01</wp:post_date>
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<title>5 Productivity tips for incredibly busy people: Infographic </title>
<link>http://www.smartkpis.com/blog/5-productivity-tips-for-incredibly-busy-people-infographic/</link>
<pubDate>Fri, 07 Mar 2014 06:54:25 +0000</pubDate>
<dc:creator><![CDATA[raluca]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[American Express Open Forum]]></category>

		<category domain="tag" nicename="american-express-open-forum"><![CDATA[American Express Open Forum]]></category>

		<category domain="tag"><![CDATA[Individual Performance]]></category>

		<category domain="tag" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Infographic]]></category>

		<category domain="tag" nicename="infographic"><![CDATA[Infographic]]></category>

		<category domain="tag"><![CDATA[Time Management]]></category>

		<category domain="tag" nicename="time-management"><![CDATA[Time Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=16973</guid>
<description></description>
<content:encoded><![CDATA[Time lost is lost forever. Nowadays, effective time management skills are considered a key element for employee productivity in the context of organizational performance management. The following infographic produced by the American Express Open Forum presents a list of tips for increased productivity, considering the workload, deadlines and development of new behaviors.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/time-management-infographic.png"><img class="aligncenter size-full wp-image-16972" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/time-management-infographic.png" width="634" height="3001" /></a><!--more--></p>
Positive aspects of the presented infographic:
<ul>
	<li>It creates a <a href="http://dashburst.com/infographic/viral-infographics-rules/" target="_blank">story</a> by keeping the employee character constant for all the content blocks which represent scenes. It helps the reader identify himself with the character, context and features;</li>
	<li>From a <a href="http://www.entrepreneur.com/article/229818" target="_blank">design</a> point of view, the infographic is characterized by simplicity and unity, using one style for all the images;</li>
	<li>It includes relevant examples for each learning point, enhancing the company-related component of the topic;</li>
</ul>
Recommendations for the presented infographic:
<ul>
	<li>In order to make information easier to absorb, it is advocated to use short and simple <a href="http://www.entrepreneur.com/article/229818" target="_blank">messages</a>;</li>
	<li>It is recommended to <a href="http://dashburst.com/infographic/viral-infographics-rules/" target="_blank">balance</a> quantitative and qualitative information by adding reliable numerical data. The use of statistics reinforces content;</li>
	<li>An infographic should provide the interested reader the opportunity to find out more about its topic by including references. Citing <a href="http://dashburst.com/infographic/viral-infographics-rules/" target="_blank">sources</a> also gives credibility to the information presented in the infographic.</li>
</ul>
References:
<ul>
	<li>David, A. (2011), Time management strategy for improving organizational performance, available at: <a href="http://www.academia.edu/1505572/TIME_MANAGEMENT_STRATEGY_FOR_IMPROVING_ORGANIZATIONAL_PERFORMANCE">http://www.academia.edu/1505572/TIME_MANAGEMENT_STRATEGY_FOR_IMPROVING_ORGANIZATIONAL_PERFORMANCE</a></li>
	<li>Adeojo, A. (2012), Effective time management for high performance in an organization, available at: <a href="http://www.theseus.fi/bitstream/handle/10024/48669/EFFECTIVE%20TIME%20MANAGEMENT%20FOR%20HIGH%20PEFORMANCE%20IN%20AN%20ORGANIZATION.pdf?sequence=1">http://www.theseus.fi/bitstream/handle/10024/48669/EFFECTIVE%20TIME%20MANAGEMENT%20FOR%20HIGH%20PEFORMANCE%20IN%20AN%20ORGANIZATION.pdf?sequence=1</a></li>
</ul>
Infographic source:
<ul>
	<li><a href="http://trainbook.co.za/blog/time-management-tips-infographic/">http://trainbook.co.za/blog/time-management-tips-infographic/</a></li>
</ul>]]></content:encoded>
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<wp:post_id>16973</wp:post_id>
<wp:post_date>2014-03-07 17:54:25</wp:post_date>
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<title>Performance Expo: Balanced Scorecard in Agriculture Industry – Landcorp Farming</title>
<link>http://www.smartkpis.com/blog/performance-expo-balanced-scorecard-in-agriculture-industry-%e2%80%93-landcorp-farming/</link>
<pubDate>Fri, 07 Mar 2014 08:10:31 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Agriculture]]></category>

		<category domain="tag" nicename="agriculture"><![CDATA[Agriculture]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Landcorp Farming]]></category>

		<category domain="tag" nicename="landcorp-farming"><![CDATA[Landcorp Farming]]></category>

		<category domain="tag"><![CDATA[New Zealand]]></category>

		<category domain="tag" nicename="new-zealand"><![CDATA[New Zealand]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=17193</guid>
<description></description>
<content:encoded><![CDATA[Landcorp Farming is a leading New Zealand agricultural business. Its core activity is pastoral farming, which includes dairy, sheep, beef and deer farming. It strives for sustainable resource usage and for continuous improvement in livestock genetics and farming systems.

As part of Landcorp’s <a href="http://www.landcorp.co.nz/strategy/" target="_blank">strategy</a>, which aims to “maximize sustainable financial returns to the shareholders, while maintaining high standards of people management and environmental practice”, the organization has developed a Scorecard based on the Balanced Scorecard (BSC) model. This tool reports Key Performance Indicators (KPIs) that are central to Landcorp Farming’s strategic business planning processes.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Landcorp-Farming-2013.png"><img class="aligncenter size-full wp-image-17194" title="Balanced-Scorecard-Landcorp-Farming-2013" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Balanced-Scorecard-Landcorp-Farming-2013.png" width="634" height="700" /><!--more--></a></p>
<p style="text-align: center;"><em>To see the entire Balanced Scorecard, access: </em><a href="http://www.landcorp.co.nz/assets/NEW---Our-Business/Financial-and-Statutory-Information/Annual-and-Half-Year-Reports/Landcorp-AR-2013-WEB-29-Oct13.pdf" target="_blank"><em>Landcorp Farming Balanced Scorecard.</em></a></p>
In addition to Key Financial Indicators (e.g. $ Revenue, % Shareholder return, % Gearing ratio etc.), the Balanced Scorecard reports Landcorp’s performance in maintaining or improving the productivity of its farms and in reducing their environmental impact. It also includes employees and customers related KPIs.

Positive aspects of the presented Scorecard:
<ul>
	<li>It is developed on the 4 BSC perspectives, for which several objectives have been established. The objectives have been properly formulated, as they all begin with verbs;</li>
	<li>Objective achievement is measured with KPIs;</li>
	<li>It offers a clear understanding regarding KPI results against established targets;</li>
	<li>Also, there are “Comments” sections, which facilitate the reader’s comprehension of what has influenced KPIs’ results.</li>
</ul>
According to <a href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank">The KPI Institute’s best practices</a>, one recommendation for the presented Scorecard is to standardize KPI names. Using symbols like: $ - value of, % - percentage of, # - number of, makes it easier to read and understand the meaning of the assessed KPIs (e.g. # Stock units per effective hectare, # Farm production hectares, % Lambing).

For other relevant livestock KPIs, you can access: <a href="http://www.smartkpis.com/kpi/industries/agriculture/livestock-hunting-and-fishing/" target="_blank">Livestock, Hunting and Fishing</a>.

References:
<ul>
	<li>Landcorp Farming (2013), Annual report 2013, available at: <a href="http://www.landcorp.co.nz/assets/NEW---Our-Business/Financial-and-Statutory-Information/Annual-and-Half-Year-Reports/Landcorp-AR-2013-WEB-29-Oct13.pdf">http://www.landcorp.co.nz/assets/NEW---Our-Business/Financial-and-Statutory-Information/Annual-and-Half-Year-Reports/Landcorp-AR-2013-WEB-29-Oct13.pdf</a></li>
	<li>Landcorp Farming (n.d.), Our business, available at: <a href="http://www.landcorp.co.nz/strategy/">http://www.landcorp.co.nz/strategy/</a></li>
</ul>
Image source:
<ul>
	<li style="text-align: left;"><a href="http://www.landcorp.co.nz/assets/NEW---Our-Business/Financial-and-Statutory-Information/Annual-and-Half-Year-Reports/Landcorp-AR-2013-WEB-29-Oct13.pdf">http://www.landcorp.co.nz/assets/NEW---Our-Business/Financial-and-Statutory-Information/Annual-and-Half-Year-Reports/Landcorp-AR-2013-WEB-29-Oct13.pdf</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>17193</wp:post_id>
<wp:post_date>2014-03-07 19:10:31</wp:post_date>
<wp:post_date_gmt>2014-03-07 08:10:31</wp:post_date_gmt>
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<title>Expert Interview – Peter Bintu, Supervisor Corporate Performance Reporting, Uganda Revenue Authority, Uganda</title>
<link>http://www.smartkpis.com/blog/expert-interview-%e2%80%93-peter-bintu-supervisor-corporate-performance-reporting-uganda-revenue-authority-uganda/</link>
<pubDate>Sun, 09 Mar 2014 12:04:52 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Interviews]]></category>

		<category domain="category" nicename="interviews"><![CDATA[Interviews]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Management in 2013]]></category>

		<category domain="tag" nicename="performance-management-in-2013"><![CDATA[Performance Management in 2013]]></category>

		<category domain="tag"><![CDATA[Uganda]]></category>

		<category domain="tag" nicename="uganda"><![CDATA[Uganda]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=17926</guid>
<description></description>
<content:encoded><![CDATA[<a href="http://www.smartkpis.com/blog/wp-content/uploads/Peter-Bintu.jpg"><img class="size-full wp-image-17927 alignright" title="Peter-Bintu" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Peter-Bintu.jpg" width="226" height="264" /></a>For the report <a href="http://store.kpiinstitute.org/performance-management-in-2013.html" target="_blank">Performance Management in 2013</a>, The KPI Institute conducted 20 semi-structured interviews with practitioners, academics and consultants from 18 countries, who offered a detailed image on the state of Performance Management as a discipline.

Peter Bintu, Supervisor Corporate Performance Reporting at the Uganda Revenue Authority, Uganda<strong> </strong>was one of the practitioners that The KPI Institute interviewed.

<strong>1. What does the term Performance Management mean to you?</strong>

From my point of view, Performance Management is ensuring that goals are effectively and efficiently met at all different levels from the individual employees, departments, processes and other areas throughout the organization while ensuring that all the different levels are aligned in order to to achieve the ultimate purpose of the organization.

It can further be the process by which organizations align their resources, systems and employees to strategic objectives and priorities.<!--more-->

<strong>2. What drives interest in Performance Management?</strong>

Most organizations are interested in Performance Management because it can help them align performance at all levels from the employee to the organization. In most cases, the lack of alignment keeps them from achieving the goals and delivering against their mandate. With this in mind, many organizations turn to Performance Management.

<strong>3. What are your thoughts on the relationship between Performance Management at organizational, departmental and individual level? </strong>

Usually, Performance Management at all these levels is done in distinct ways, yet it should be done together. So I believe Performance Management is very effective when aligned and connected all the way from the top, from the organizational level, and cascaded down to ensure that every employee in the organization knows how his particular role is aligned to the overall and how what he does affects the bigger picture. I believe such an alignment achieved in Performance Management contributes to the overall performance of the organization.

<strong>4. What are 2013 key trends in Performance Management from your point of view?</strong>

From my point of view, I can say that most companies see Performance Management as aligned to the financial aspect. So more and more companies are mainly focusing on the bottom line, on the profitability, in terms of expenditure and getting revenue. They are so concentrated on the financial aspects and they forget that performance usually involves other aspects, like innovation. There is usually not enough attention paid to these aspects although they usually contribute a lot to the performance and the dynamic of the organization.

<strong>5. What aspects of Performance Management should be explored more through research?</strong>

One of the areas I think that could be looked at is measuring very clearly how training, for example, helps increasing the performance of individuals. A lot of companies today are spending lots of money in trying to build up capacity, and this is hard to translate and monitor when it comes to how much do they recover from this investment. So it would be interesting to know and to be able to say how performance is supposed to improve at this level, so that organizations would know how much they should invest in it, to be accountable for people who have been trained, in case they are not able to deliver as expected.

&nbsp;

<strong>6. Which companies would you recommend to be looked at due to their particular approach to Performance Management and subsequent results?</strong>

One company I’d recommend would be Barclays Bank. I’ve had the opportunity to look at their Performance Management and the way it’s aligned is quite impressive. They structured their Performance Management system starting from the organizational level to all the other levels, and all the way to the very last employee, so at this point everyone knows how their particular role contributes to the overall performance. I think that this would be one company that gives a good picture of a Performance Management system.

&nbsp;

<strong>7. Which are main challenges of Performance Management in practice today? </strong>

Performance Management is not yet seen as important by many companies, and this is a big challenge, as they feel they can do well without Performance Management. In my country, many businesses start up, but they don’t make it, because they usually focus just on bringing in money, and they rarely look at Performance Management. Most businesses in Uganda just look at the bottom line, they don’t consider Performance Management as one of the critical factors that contribute to their success. It is all based on reliability, so for example when people are hired, it is assumed that they are productive just by looking at the number of hours worked, and this is not always accurate. Maybe this is also one of the reasons why our businesses have a very high mortality rate.

&nbsp;

<strong>8. What do you think should be improved in the use of Performance Management tools and processes? </strong>

I believe the tools and processes could be simplified, so that even small and medium companies will be able to utilize them. As we can observe, Performance Management has usually been left to the bigger companies. However, small companies should be able to gradually grow and become big, so it’s important to have simplified tools, for the developing companies to able to implement them. In this case, we would see many businesses succeeding because they can measure their performances throughout their life cycle, and when evolving the tools can be adjusted. Perhaps small and medium companies are unable to hire people with extensive knowledge of Performance Management and HR practices, as we see in big companies, so the tools should be simplified in order to ease their access.

&nbsp;

<strong>9. What would you consider best practice in Performance Management?</strong>

I’d consider a best practice, and here I offer Barclays as an example again, when all the staff in the organization is involved in Performance Management, when all employees understand how it is implemented in different departments, when they understand that Performance Management is not just a management tool, but it is something that helps management to monitor performance, something which could also help them see the areas where they are not being thorough and show them where they can improve. I think these aspects represent effective Performance Management at all different levels, as the individuals will understand its purpose and this will become part of the organizational culture, so the employees will be able to embrace it and really utilize it order to improve the performance of the organization.

&nbsp;

<strong>10. Which aspects of Performance Management should be emphasized during educational programs?</strong>

I think people should be trained on the alignment aspect, in order to learn how to make the alignment and then how to set up objectives at different levels. Most of them have a problem with cascading, as you will find companies which, at the organizational, have almost the exact measures as the ones established at a team level, so it doesn’t come out clearly what the difference is in how the two of them contribute to the overall image.

&nbsp;

<strong>11. Which are the limits in order to achieve higher levels of proficiency in Performance Management among practitioners? </strong>

The first limitation is the level of commitment, for example from management to people, as most employees feel they are not behind all the process, as it is something that only management should know and managers should just say when they are performing or not.

Another limitation is that organizations right now are changing very quickly in order to catch up with the competition, to catch up with the environment and the different changes. The organizations are adapting, but Performance Management is not adapting as fast as the organizations do. Most organizations have improved their processes, their way of doing business and measuring performance, so a sort of disconnection appears, which also limits the proficiency of Performance Management.

&nbsp;

<strong>12. If you are to name in few words the main aspects governing Performance Management today, what would they be? </strong>

One aspect would be <em>just in time feedback</em>. If people receive feedback on their performance as soon as possible, they can easily align to the overall image.

Then, I believe people should be deployed in terms of their <em>strengths</em>, and the Performance Management at individual level should emphasize these strengths and also identify their weaknesses.

Also, I believe that Performance Management should focus on the <em>outcome</em>. Most of the performance operations don’t usually end up being well aligned throughout the organization because you find people performing very well, in terms of processes, but the outcomes are not getting better. So I think there should be a higher focus on the outcome, as opposed to the processes.

Lastly, I think there should be more <em>coaching</em> <em>and</em> <em>mentoring</em> from the senior staff. Different employees should be able to coach their immediate subordinates, as this usually helps not only in terms of knowledge and skills, but also in terms of improving people’s attitudes. In this way, they could gain appreciation for Performance Management as a whole.

&nbsp;

<strong>13. Which are the recent achievements in generating value as result of Performance Management put in practice in your organization?</strong>

Currently, we are in a process of reviewing our Performance Management practices, because last year we noticed that we had so many individuals performing, but the organization as a whole did not perform as well. So now we are trying to make sure that we align our individuals’ performance to the organizational performance, based on the idea that when people will perform outstandingly, then ideally the organization should be performing in the same line.

When it comes to data from our performance reviews, for the last quarter we are seeing an improvement in the way we are performing and we hope we will be able to sustain that improvement across the rest of the year and the forthcoming years.

For more interviews with professionals from all over the world, access <a href="http://store.kpiinstitute.org/performance-management-in-2013.html" target="_blank">Performance Management in 2013</a>]]></content:encoded>
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<wp:post_id>17926</wp:post_id>
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<title>Government of Canada: Plans and priorities for 2014 – 2015</title>
<link>http://www.smartkpis.com/blog/government-of-canada-plans-and-priorities-for-2014-%e2%80%93-2015/</link>
<pubDate>Mon, 10 Mar 2014 08:06:58 +0000</pubDate>
<dc:creator><![CDATA[andreea.trimbitas]]></dc:creator>

		<category><![CDATA[Strategy]]></category>

		<category domain="category" nicename="strategy"><![CDATA[Strategy]]></category>

		<category domain="tag"><![CDATA[Canada]]></category>

		<category domain="tag" nicename="canada"><![CDATA[Canada]]></category>

		<category domain="tag"><![CDATA[Government - Local]]></category>

		<category domain="tag" nicename="government-local"><![CDATA[Government - Local]]></category>

		<category domain="tag"><![CDATA[Plans and Priorities]]></category>

		<category domain="tag" nicename="plans-and-priorities"><![CDATA[Plans and Priorities]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=17676</guid>
<description></description>
<content:encoded><![CDATA[The Government of Canada has recently released its annual Reports on Plans and Priorities (RPPs), intended at improving planning and resource management processes. For each of the 92 governmental departments and agencies, it has developed such a RPP, containing objectives, indicators and initiatives.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Government-of-Canada-Plans-and-Priorities-for-2014-2015.png"><img class="aligncenter size-large wp-image-17677" title="Government-of-Canada-Plans-and-Priorities-for-2014-2015" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Government-of-Canada-Plans-and-Priorities-for-2014-2015-964x1024.png" width="634" height="600" /></a><!--more--></p>
The table above belongs to the RPP of the Canadian Transportation Agency and outlines the agency’s efforts to make transportation more efficient and accessible for all. The plan contains details for each strategic outcome, including established priorities and analyzed risks. Furthermore, each outcome has a number of programs aimed at addressing it, as well a budget allocated.

In terms of measuring performance achieved in areas of interest, several indicators are being monitored, with a clear target and a given period of time for attainment. A recommendation would be to standardize the indicators’ names, to help provide more clarity about what it measures, as well as to include past results, in order to assess the trend each indicator has over time. More indicators that can be used to track performance at governmental level can be found in the “<a href="http://store.kpiinstitute.org/top-25-state-government-kpis-of-2011-2012.html" target="_blank">Top 25 State Government KPIs of 2011-2012</a>” report.

The President of the Treasury Board, Tony Clement, sustains that the RPPs have suffered changes to improve transparency and accountability in public reporting, and provides residents with a better access to information, in order to understand “<a href="http://www.digitaljournal.com/pr/1776795" target="_blank">how their tax dollars are spent, and have data available in a clear and concise format”</a>. Another example of similar actions that are being taken by other administrations is the one from Houston, Texas, which can be accessed at the listed<a href="http://www.smartkpis.com/blog/open-data-%E2%80%93-the-roadmap-for-success-in-houston-texas/" target="_blank"> link</a>.

References:
<ul>
	<li>Treasury Board of Canada Secretariat (2014), Government of Canada tables 2014-15 reports on plans and priorities, available at: <a href="http://www.digitaljournal.com/pr/1776795">http://www.digitaljournal.com/pr/1776795</a></li>
	<li>Treasury Board of Canada Secretariat (2014), 2014-15 Part III: Reports on plans and priorities (RPP), available at: <a href="http://www.tbs-sct.gc.ca/rpp/2014-2015/index-eng.asp?utm_source=referral&amp;utm_medium=news&amp;utm_term=wire&amp;utm_content=RPPs&amp;utm_campaign=rpp2014">http://www.tbs-sct.gc.ca/rpp/2014-2015/index-eng.asp?utm_source=referral&amp;utm_medium=news&amp;utm_term=wire&amp;utm_content=RPPs&amp;utm_campaign=rpp2014</a></li>
	<li>The KPI Institute (2012), Top 25 State Government KPIs of 2011-2012, available at: <a href="http://store.kpiinstitute.org/top-25-state-government-kpis-of-2011-2012.html">http://store.kpiinstitute.org/top-25-state-government-kpis-of-2011-2012.html</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.otc-cta.gc.ca/eng/report-on-plans-and-priorities-2014-2015">http://www.otc-cta.gc.ca/eng/report-on-plans-and-priorities-2014-2015</a></li>
</ul>]]></content:encoded>
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<title>Personal initiative and performance management</title>
<link>http://www.smartkpis.com/blog/personal-initiative-and-performance-management/</link>
<pubDate>Mon, 10 Mar 2014 16:44:04 +0000</pubDate>
<dc:creator><![CDATA[denisa]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Human Reources]]></category>

		<category domain="tag" nicename="human-reources"><![CDATA[Human Reources]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Personal initiative]]></category>

		<category domain="tag" nicename="personal-initiative"><![CDATA[Personal initiative]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=17767</guid>
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<content:encoded><![CDATA[In a business world governed by benchmarks, targets and objectives, it is essential not to lose sight of a potentially valuable resource: the personal initiative. With efficacy in mind, individual performance is scripted, in order to keep a valid account of employee progress. However, this has proven to be detrimental to generating innovative ideas which could benefit the overall performance.
<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Performance-factors_-_Copy1.jpg"><img class="size-full wp-image-17778  aligncenter" title="Performance-factors_-_Copy[1]" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/Performance-factors_-_Copy1.jpg" width="634" height="377" /><!--more--></a></p>
A study conducted by Frese and Fay in 2001 suggests the need for developing and integrating the concept of personal initiative into the larger performance management scheme. They define personal initiative as a proactive work-related behavior, which is self-generated and sustained by adequate motivation and will. Their prediction is that such a trait will become a necessity, in the near future, for organizational performance and, subsequently, for raising efficiency, organizational health and development.

They have conceptualized personal initiative as related to goals, motivation, planned action and feedback, where they have estimated that a high level of personal initiative will result in a highly adapted and efficient employee. Thus, personal initiative is viewed as a personal adjustment to a standardized set of job requirements, which encompass creativity, understanding and embracing organizational directions and values and providing a personally tailored answer that meets the set objectives.

The added value comes from a personal willingness to improve work setting and performance through using highly elaborated plans that might improve the organization’s overall performance.

Of late, this concept has been integrated into discussions pertaining to employee engagement and employee motivation, and constitutes a new direction in human resource research and development, with implications for redesigning job requests/specifications to accommodate this valuable behavior.

For example, Oldham and Hackman, in their 2010 study, suggest that the likely future route for organizational and HR research will be towards redesigning job specifications with an emphasis on “jobholders crafting their own jobs” and a highlighted interest on how employees tend to shape and customize their work. This strategic move would enhance both individual and organizational performance, per whole, as is would allow for a job to perpetually generate improvement, through its job holder.

Loosening job specifications and accommodating personal initiative may sound disdaining, especially when considering that certain companies have a massive number of employees. However, should we conceptualize employees as a valuable resource pool, one might consider how much potential is lost along the way, and how much added value could be brought,  if employees brought creative input to their work.
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Frese, M., &amp; Fay, D. (2001). 4. Personal initiative: An active performance concept for work in the 21st century. <em>Research in organizational behavior</em>, <em>23</em>, 133-187, available at: <a href="http://www.sciencedirect.com/science/article/pii/S0191308501230056" target="_blank">http://www.sciencedirect.com/science/article/pii/S0191308501230056</a></li>
	<li>Gruman, J. A., &amp; Saks, A. M. (2011). Performance management and employee engagement. <em>Human Resource Management Review</em>, <em>21</em>(2), 123-136, available at: <a href="http://www.sciencedirect.com/science/article/pii/S1053482210000409" target="_blank">http://www.sciencedirect.com/science/article/pii/S1053482210000409</a></li>
	<li>Oldham, G. R., &amp; Hackman, J. R. (2010). Not what it was and not what it will be: The future of job design research. <em>Journal of organizational behavior</em>, <em>31</em>(2‐3), 463-479, available at: <a href="http://onlinelibrary.wiley.com/doi/10.1002/job.678/full" target="_blank">http://onlinelibrary.wiley.com/doi/10.1002/job.678/full</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul style="text-align: left;">
	<li><a href="http://images.wisegeek.com/hand-with-pencil-filling-out-performance-evaluation.jpg" target="_blank">http://images.wisegeek.com/hand-with-pencil-filling-out-performance-evaluation.jpg</a></li>
</ul>

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<title>Expert Interview – Ali El Dirani, Assistant Professor in Management, American University of Middle East, Kuwait</title>
<link>http://www.smartkpis.com/blog/expert-interview-%e2%80%93-ali-el-dirani-assistant-professor-in-management-american-university-of-middle-east-kuwait/</link>
<pubDate>Tue, 11 Mar 2014 10:35:11 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Interviews]]></category>

		<category domain="category" nicename="interviews"><![CDATA[Interviews]]></category>

		<category domain="tag"><![CDATA[Kuwait]]></category>

		<category domain="tag" nicename="kuwait"><![CDATA[Kuwait]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Management in 2013]]></category>

		<category domain="tag" nicename="performance-management-in-2013"><![CDATA[Performance Management in 2013]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=17919</guid>
<description></description>
<content:encoded><![CDATA[<img class="alignright" title="2-Ali-El-Dirani" alt="" src="http://www.smartkpis.com/blog/wp-content/uploads/2-Ali-El-Dirani.png" width="216" height="290" />For the report <a href="http://store.kpiinstitute.org/performance-management-in-2013.html" target="_blank">Performance Management in 2013</a>, The KPI Institute conducted 20 semi-structured interviews with practitioners, academics and consultants from 18 countries, who offered rich insights into the state of Performance Management as a discipline.

One of the main editorial rules followed in the development of the content is that a discipline can only evolve through the combined efforts of practitioners, academics and consultants. Dr. Ali El Dirani, Assistant Professor in Management at the American University of Middle East, Kuwait was one of the academics that The KPI Institute has interviewed.

&nbsp;

<strong>1. What does the term Performance Management mean to you?</strong>

I will put Performance Management in a definition from my experience and my readings as an ongoing, continuous and systematic approach and process for evaluating employees’ performance and group performance and linking this evaluation with the organization’s strategy, the unit strategy, the mission and the vision of the organization for the sake of continuous improvement and increasing individuals’ and groups’ productivity and, therefore, the productivity of the entire organization. So, for this definition I have three main issues: it’s a continuous and the systematic approach, so it’s something that should be done regularly, it’s not a one time process, it should be linked to the strategy of the organization and it should, in the end, increase the whole performance of the organization.<!--more-->

<span style="font-weight: bold;">2. What drives interest in Performance Management?</span>

What drives interest in Performance Management is increasing the performance of employees and therefore increasing the performance of the organization. It’s a whole system, it’s a very critical and essential part of any organization’s life and cycle. You  cannot do human resource management without Performance Management and you cannot increase the productivity of individuals without having a performance system. So it is like the DNA of any organization and at the heart and center of any organizational plans and development objectives.

<strong>3. What are your thoughts on the relationship between Performance Management at organizational, departmental and individual level? </strong>

This is the whole story of Performance Management, you cannot see Performance Management without seeing the whole picture of the organization, so it all starts from the mission, vision and strategy of the organization. If you put these things on top, under these, it comes the strategy and the mission and the vision of the units inside the organization, and then if you move one more level down, you come to Human Resources practices that are linked to these 2 components, and then at the end it comes the individual performance, so it’s all linked together, you cannot separate them from each other. It starts from the broader understanding, the direction of the organization, how the organization sees itself in the future and what matters for the organization and it finishes with the individual performance, so they are all linked together, and you cannot understand individual performance without understanding and linking it clearly with the mission and the vision of the organization, and that’s what we consider as being the strategic and the general considerations in any Performance Management system.

<strong>4. What are the 2013 key trends in Performance Management from your point of view?</strong>

It depends on the context. If we are talking about the Middle East, the main issue here is defining standards in order to evaluate individuals’ performance. Also, there is the external influences of globalization, of technology, of learning organizations, of stakeholders’ inputs into Performance Management. In my opinion finding a link between a well-established and implemented Performance Management system and Key Performance Indicators for the organization is what makes the Performance Management system stronger, the link between Performance Management and, for example, the profitability of the organization, Performance Management and the reputation of the organization, Performance Management and key human resources management practices such as over rates, employee satisfaction, employee motivation and loyalty to the organization.

<strong>5. What aspects of Performance Management should be explored more through research?</strong>

Through research we need to find more practical and applicable Key Performance Indicators and we need to study more the balance between the results and behavior and how important these two aspects should be in any Performance Management system. Also, we have to study how we should link Performance Management with the strategy of the organization, because one of the big risks is to have a Performance Management system that is disconnected from the strategy of the organization and, therefore, employees are disconnected as well and their performance is not linked clearly with the overall picture.

<strong>6. Which companies would you  recommend to be looked at due to their particular approach to Performance Management and subsequent results?</strong>

Of course the multinational, big companies, they have well established Performance Management systems - like Toyota, BMW, Apple, Google or Microsoft, all these companies have very good Performance Management systems. Here in Kuwait, things are still at the start, but I had the opportunity to know more about Performance Management system at Al Sayer company, and I can say they have a really good Performance Management system.

<strong>7. What do you think are the main challenges of Performance Management in practice today?</strong>

There are many challenges, I will list them in no particular order. First of all, there are no trained raters, and there is a lack of communication, especially with employees, and this is very important in Performance Management, to communicate very well with employees. Secondly, Performance Management is not clearly linked and connected with HRM functions, such as reward and compensation, training and development and career planning, you cannot have a Performance Management system without linking it with the HR functions. Also, there is no clear link between Performance Management and the strategy of the organization, there is a lack of clear job analysis and clear job description and specifications, no clear link between Performance Management and core competencies and standards, and also there is no regular evaluation. We also have an important issue related to raters’ distortion. Sometimes raters give inflated or deflated evaluation for employees. These are some of the main challenges in any Performance Management system.

<strong>8. What do you think could be improved in the use of Performance Management tools and</strong> <strong>processes?</strong>

If we defined the challenges as barriers for the implementation, now we need to work on those areas. So we need to emphasize the importance of communication and increase the involvement of the employees, we need to have well trained raters, we need to train as well the managers, we need to link Performance Management with reward and benefit, training and development, career development and advancement systems, we need to clearly link and define the relationship between Performance Management and job analysis, and we need to do it on a regular basis. Also, we need to raise the awareness upon the damage of raters’ distortion.

<strong>9. What would you consider best practice in Performance Management?</strong>

Best practice in Performance Management could be 360 degrees evaluation, communication, employee involvement, a strong link Performance Management system and the strategy of the organization.

<strong>10. Which aspects of Performance Management do you think that should be emphasized during educational programs?</strong>

During educational programs we need to emphasize the link between Performance Management and strategic management, so in education you need to bring more from the strategic management literature and studies into Performance Management to give it this strategic aspect. We need as well to link Performance Management and different Human Resources management courses, I mean training and development, employee relations, benefits and rewards, retention management, strategic human resource management. Also, we need to link Performance Management with operation research and management control operations, Performance Management and risk management, Performance Management and total quality management. So we can bring Performance Management into different disciplines and educational programs.

<strong>11. What do you think are the limits in order to achieve high levels of proficiency in Performance Management among practitioners? </strong>

The lack of knowledge, lack of training, lack of tools for evaluating employees’ performance and the lack of understanding of the links between Performance Management and the strategy of the organization. Those are some of the barriers, some of the challenges for practitioners and professionals. You can for example find line managers, junior managers or even senior managers who know nothing about Performance Management, they are not trained, they haven’t received professional training on Performance Management.

<strong>12. If you are to name in a few words the main aspects governing Performance Management today, what would they be? </strong>

The main aspects of Performance Management: strategic and general considerations, application and implementation, communication, involvement and engagement, performance review and performance renewal and re-contracting.

<strong>13. We are developing a database of Performance Management subjects and degrees. Which are the subjects and degrees that you have come across and at which university?</strong>

I came across for example a Masters in Operational Research and Performance Management at Aston Business School in the United Kingdom, I came across programs about managing organizational performance, management control and business performance, risk management and business performance, Performance Management and workplace training, I came across Masters in Managing Organizational Performance and Masters in Total Quality and Performance Management.

In the end, I would like to emphasize the importance of Performance Management, I would like to raise some concerns about the lack of trust in Performance Management and the perception of Performance Management as cost and time consuming and including a lot of administration. However, if organizations are seeking growth and competitiveness over the long run they cannot do it without having a well-established, a systematic and ongoing Performance Management system linked to the strategy of the organization and without linking employees’ individual performance to the strategy of the organization. I cannot see a competitive organization without a Performance Management system, I cannot see an HR department without Performance Management, I cannot see managers without education and awareness about Performance Management, I cannot see an organization functioning without Performance Management system, I cannot see motivated, loyal, satisfied, highly productive employees without a clear Performance Management system linked to rewards and benefits, training and development within the organization. So all in all, Performance Management is at the heart and at the center of any organization's operations and activities.

For more interviews with professionals from all over the world, access <a href="http://store.kpiinstitute.org/performance-management-in-2013.html" target="_blank">Performance Management in 2013</a>]]></content:encoded>
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<title>Workaholism and Performance</title>
<link>http://www.smartkpis.com/blog/workaholism-and-performance/</link>
<pubDate>Tue, 11 Mar 2014 15:13:41 +0000</pubDate>
<dc:creator><![CDATA[denisa]]></dc:creator>

		<category><![CDATA[Personal performance]]></category>

		<category domain="category" nicename="personal-performance"><![CDATA[Personal performance]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Workaholism]]></category>

		<category domain="tag" nicename="workaholism-and-performance"><![CDATA[Workaholism]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=17941</guid>
<description></description>
<content:encoded><![CDATA[As employee safety, health and well-being are predictive for their productivity, when discussing about personal and individual performance it is important not to overlook the potential threat of being over-motivated, over-engaged and over-attached to work, to the point of disrupting one’s personal functionality.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Workaholism-and-performance.png"><img class="aligncenter  wp-image-17943" alt="Workaholism and performance" src="http://www.smartkpis.com/blog/wp-content/uploads/Workaholism-and-performance.png" width="524" height="350" /></a><!--more--></p>
What is workaholism, and how does it affect one’s personal and professional well-being? Workaholism is, essentially, an intrusion of one’s professional activity into his/ her personal space, where the distinction between the 2 disappears. Although one might view it as an encouraging, positive sign of high motivation and overall commitment to work, it brings about a series of negative outcomes, for both work and personal functioning. Albeit not acknowledged as such by medical literature, it is defined as an occupational addiction.

Workaholism affects performance, both indirectly and directly, as pointed out by authors like Shimazu, Schaufeli and Taris. They have conducted a study in 2010 that highlighted the relationship between employee health, performance and workaholism. Their published results point out to the fact that workaholism has a direct negative impact on employee health and wellbeing, and is indirectly responsible for a drop in performance.

Aggregating diversified perspectives, from various conceptual points, Benoy’s 2013 descriptive study, incriminates flexible work hours and technological development for the gradual blurring of home-work boundaries, making it extremely difficult for people do disengage and commute between roles and contexts. This has severe implications for health and personal management, with implications for work performance and efficacy.

A more recent paper, from 2014, by Gorgievski, Moriano, &amp; Bakker, addresses the way in which work engagement, workaholism and entrepreneurial performance are related. They emphasize that workaholism is related to negative affect, which has a negative impact on performance, although it has a certain positive association with innovative behavior, as a part of performance management.

A few suggestions on how to manage the tendency to get over-engaged in work, given by Gorgievski, Moriano &amp; Bakker, imply emotional management, through strategies for emotional-regulation. Other authors suggest controlling irrational beliefs, stress management or adjusting motivation to a healthy optimal point, to name a few. The consensus is that the most important step to take into account is to monitor one’s activity, as to prevent workaholic behavior.

&nbsp;

References:

&nbsp;
<ul>
	<li>Shimazu, A., Schaufeli, W. B., &amp; Taris, T. W. (2010). How does workaholism affect worker health and performance? The mediating role of coping. <i>International Journal of Behavioral Medicine</i>, <i>17</i>(2), 154-160 available at: <a href="http://link.springer.com/article/10.1007/s12529-010-9077-x" target="_blank">http://link.springer.com/article/10.1007/s12529-010-9077-x</a></li>
</ul>
<ul>
	<li> Benoy, S. (2013). A DESCRIPTIVE STUDY ON WORKAHOLICS. <i>International Journal of Organizational Behaviour &amp; Management Perspectives</i>, <i>2</i>(3), 518-521 available at: <a href="http://www.pezzottaitejournals.net/index.php/IJOBMP/article/view/768" target="_blank">http://www.pezzottaitejournals.net/index.php/IJOBMP/article/view/768</a></li>
</ul>
<ul>
	<li> Gorgievski, M. J., Moriano, J. A., &amp; Bakker, A. B. (2014). Relating Work Engagement and Workaholism to Entrepreneurial Performance. <i>Journal of Managerial Psychology</i>, <i>29</i>(2), 1-1, available at: <a href="http://www.emeraldinsight.com/journals.htm?articleid=17102481&amp;show=abstract" target="_blank">http://www.emeraldinsight.com/journals.htm?articleid=17102481&amp;show=abstract</a></li>
</ul>
<ul>
	<li> van Wijhe, C., Peeters, M., &amp; Schaufeli, W. (2013). Irrational beliefs at work and their implications for workaholism. <i>Journal of occupational rehabilitation</i>, <i>23</i>(3), 336-346, available at: <a href="http://link.springer.com/article/10.1007/s10926-012-9416-7" target="_blank">http://link.springer.com/article/10.1007/s10926-012-9416-7</a></li>
</ul>
&nbsp;

Image source:
<ul>
	<li><a href="http://www.emeraldinsight.com/journals.htm?articleid=1958567" target="_blank">http://www.emeraldinsight.com/journals.htm?articleid=1958567</a></li>
</ul>
&nbsp;

&nbsp;

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<title>Performance Expo: Employee Engagement Survey – The Civil Service</title>
<link>http://www.smartkpis.com/blog/performance-expo-employee-engagement-survey-the-civil-service/</link>
<pubDate>Wed, 12 Mar 2014 15:23:40 +0000</pubDate>
<dc:creator><![CDATA[Mihai]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Employee Engagement]]></category>

		<category domain="tag" nicename="employee-engagement"><![CDATA[Employee Engagement]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[The Civil Service]]></category>

		<category domain="tag" nicename="the-civil-service"><![CDATA[The Civil Service]]></category>

		<category domain="tag"><![CDATA[UK]]></category>

		<category domain="tag" nicename="uk"><![CDATA[UK]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=17959</guid>
<description></description>
<content:encoded><![CDATA[The Civil Service (TCS) is one of the largest employers in the United Kingdom. Its main activity is to develop and implement government policies and it helps deliver a huge range of services to the public. In order to fulfil the obligations to the government and the public, TCS has to continue developing and adapting its methods to new challenges.

To be able to harness staff potential through better engagement and for a better and systematic review of all departments, TCS has developed a survey to measure employee engagement.
<p style="text-align: center;"><img class="wp-image-17960 aligncenter" alt="Employee-Engagement-Survey–The Civil-Service" src="http://www.smartkpis.com/blog/wp-content/uploads/Employee-Engagement-Survey–The-Civil-Service.jpg" width="634" height="570" /></p>
<p align="center"><!--more-->Too see the entire survey click <a href="http://resources.civilservice.gov.uk/wp-content/uploads/2014/02/csps2013_questionnaire_core.pdf" target="_blank">here</a>.</p>
Positive aspects:
<ul>
	<li>The <a href="http://oqi.wisc.edu/resourcelibrary/uploads/resources/Survey_Guide.pdf" target="_blank">confidentially policies</a> are clearly stated in the beginning, a practice which ensures a higher response rate.</li>
	<li>The questions are clustered on different topics for a better visualization and to be easier for respondents to focus on each topic;</li>
	<li>The estimated time for completion is specified at the beginning of the survey, offering respondents a broad image of the effort required.</li>
	<li>The answer scale includes a <a href="http://www.psu.edu/president/pia/innovation/insights014.pdf" target="_blank">neutral category</a>, in order to balance responses.</li>
</ul>
It is recommended to use a <a href="http://www.psu.edu/president/pia/innovation/insights014.pdf" target="_blank">No opinion/ Not applic</a>able category, as there might be respondents that have no knowledge of or experience regarding the question topic. Also, the survey should have a lower number of questions in order to be more time effective and ensure a higher and more accurate response rate.

For relevant HR Performance management tools you can access: <a href="http://store.kpiinstitute.org/functional-area/human-resources.html" target="_blank">HR Dashboard, HR Toolkit and HR Scorecard.</a>
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>The Civil Service (2013), Employee engagement survey, available at: http://resources.civilservice.gov.uk/wp-content/uploads/2014/02/csps2013_questionnaire_core.pdf</li>
	<li>University of Wisconsin-Madison, (2010), Survey fundamentals, available at:  <a href="http://oqi.wisc.edu/resourcelibrary/uploads/resources/Survey_Guide.pdf" target="_blank">http://oqi.wisc.edu/resourcelibrary/uploads/resources/Survey_Guide.pdf</a></li>
	<li>Church, A. H. and Waclawski, J. (1998), Designing and using organizational surveys, Hampshire, England: Gower Publishing Limited, available at:  <a href="http://books.google.com/books?id=zbnzeAR34LcC&amp;printsec=frontcover&amp;dq=surveys.pdf&amp;hl=en&amp;sa=X&amp;ei=hLvwUs-tGc71yAO4t4G4Bw&amp;ved=0CD0Q6AEwAw#v=onepage&amp;q&amp;f=false" target="_blank">http://books.google.com/books?id=zbnzeAR34LcC&amp;printsec=frontcover&amp;dq=surveys.pdf&amp;hl=en&amp;sa=X&amp;ei=hLvwUs-tGc71yAO4t4G4Bw&amp;ved=0CD0Q6AEwAw#v=onepage&amp;q&amp;f=false</a></li>
	<li>Pennsylvania University of State (2006), Innovation insights, available at: <a href="http://www.psu.edu/president/pia/innovation/insights014.pdf">http://www.psu.edu/president/pia/innovation/insights014.pdf</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul>
	<li style="text-align: left;"><a href="http://resources.civilservice.gov.uk/wp-content/uploads/2014/02/csps2013_questionnaire_core.pdf">http://resources.civilservice.gov.uk/wp-content/uploads/2014/02/csps2013_questionnaire_core.pdf</a></li>
</ul>
&nbsp;

&nbsp;]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>17959</wp:post_id>
<wp:post_date>2014-03-13 02:23:40</wp:post_date>
<wp:post_date_gmt>2014-03-12 15:23:40</wp:post_date_gmt>
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<title>The high cost of multitasking – Infographic</title>
<link>http://www.smartkpis.com/blog/the-high-cost-of-multitasking-infographic/</link>
<pubDate>Thu, 13 Mar 2014 09:21:33 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Individual Performance]]></category>

		<category domain="tag" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Infographic]]></category>

		<category domain="tag" nicename="infographic"><![CDATA[Infographic]]></category>

		<category domain="tag"><![CDATA[Multitasking]]></category>

		<category domain="tag" nicename="multitasking"><![CDATA[Multitasking]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=17969</guid>
<description></description>
<content:encoded><![CDATA[The term of multitasking was initially used to describe the parallel processing abilities of computers. However, nowadays it defines the human attempt to accomplish as many tasks as possible, simultaneously.

In the late 1990s and early 2000s, multitasking “worked its way” towards the Skills section of more and more résumés, and was perceived as being a huge advantage. However, in the last few years, more and more studies have focused on proving that multitasking is nothing more than a “mythical activity”, which can have many negative implications: from fatal danger of using cell phones and other electronic devices to negative impacts on the economy.

The following infographic sums up some of these studies’ findings and presents the most important implications of multitasking when it comes to employee productivity and even financial outcomes.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Multitasking.jpg"><img class="aligncenter  wp-image-17970" alt="Multitasking" src="http://www.smartkpis.com/blog/wp-content/uploads/Multitasking.jpg" width="634" height="3020" /><!--more--></a></p>
Positive aspects of the presented infographic:
<ul>
	<li>It has a <a href="http://dashburst.com/infographic/viral-infographics-rules/" target="_blank">persuasive header</a>, which brings out the most important disadvantage of multitasking, the $450 billion annual cost. This is more likely to draw the attention and engage the reader in going through the entire infographic;</li>
	<li>The <a href="http://dashburst.com/infographic/viral-infographics-rules/" target="_blank">thematic blocks</a> are clearly separated, by using different, alternative backgrounds. This is a recommended practice for structuring information;</li>
	<li>It includes an elaborated system of <a href="http://blog.visual.ly/source-code-the-5-rules-of-researching-and-sourcing-infographics/" target="_blank">references</a>, which respects the best practices proposed by the infographic provider visual.ly: the data used is recent and the number of resources is limited. Moreover, a footnote-like system is used in order to help the reader connect between the data presented and the sources.</li>
</ul>
The presented infographic is not perfectly adapted to its audience in terms of design. As a recommendation, using a professional layout could have a more significant impact on the targeted audience.
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Rosen C. (2008), The myth of multitasking, The New Atlantis, available at: <a href="http://www.thenewatlantis.com/publications/the-myth-of-multitasking" target="_blank">http://www.thenewatlantis.com/publications/the-myth-of-multitasking</a></li>
</ul>
<p style="text-align: left;">Infographic source:</p>

<ul>
	<li style="text-align: left;"><a href="http://dailyinfographic.com/the-high-cost-of-multitasking-infographic" target="_blank">http://dailyinfographic.com/the-high-cost-of-multitasking-infographic</a></li>
</ul>
<p style="text-align: center;"></p>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>17969</wp:post_id>
<wp:post_date>2014-03-13 20:21:33</wp:post_date>
<wp:post_date_gmt>2014-03-13 09:21:33</wp:post_date_gmt>
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<title>Long term performance through Talent Management – Dell case study</title>
<link>http://www.smartkpis.com/blog/performance-expo-long-term-performance-through-talent-management-dell-case-study/</link>
<pubDate>Thu, 13 Mar 2014 09:31:25 +0000</pubDate>
<dc:creator><![CDATA[gabriela]]></dc:creator>

		<category><![CDATA[Individual Performance]]></category>

		<category domain="category" nicename="individual-performance"><![CDATA[Individual Performance]]></category>

		<category domain="tag"><![CDATA[Case Study]]></category>

		<category domain="tag" nicename="case-study"><![CDATA[Case Study]]></category>

		<category domain="tag"><![CDATA[Dell]]></category>

		<category domain="tag" nicename="dell"><![CDATA[Dell]]></category>

		<category domain="tag"><![CDATA[Talent management]]></category>

		<category domain="tag" nicename="talent-management"><![CDATA[Talent management]]></category>

		<category domain="tag"><![CDATA[Technology]]></category>

		<category domain="tag" nicename="technology"><![CDATA[Technology]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=17975</guid>
<description></description>
<content:encoded><![CDATA[<p style="text-align: justify;">Sometimes, companies overlook the human resources function in their attempt to become market leaders. This is a crucial mistake, as long time performance and brand recognition are built with loyal, hardworking and motivated employees.</p>
<p style="text-align: justify;">Understanding that employees are the most valuable asset of a company is only part of the solution. In order to ensure growth and stability, companies need to actively implement Performance Management Systems that emphasize Individual Performance, Talent Management and Succession Management.</p>
<p style="text-align: justify;">According to Edward E. Lower, the four pillars that represent the foundation of an effective Performance Management System are:</p>

<ul>
	<li style="text-align: justify;">Defining and agreeing on the organization’s strategy;</li>
	<li style="text-align: justify;">Guiding the development of individuals so they have the skills and knowledge needed to perform effectively;</li>
	<li style="text-align: justify;">Motivating individuals to perform effectively;</li>
	<li style="text-align: justify;">Providing data about the condition of the organization’s human capital.</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Dell-logo.png"><img class="aligncenter  wp-image-17977" alt="Dell logo" src="http://www.smartkpis.com/blog/wp-content/uploads/Dell-logo.png" width="634" height="200" /><!--more--></a></p>
<p style="text-align: justify;">A best practice example is given by Dell’s Performance Management System, which includes a well-structured Talent Management Plan.</p>
<p style="text-align: justify;">Dell’s success relies on the company’s culture, as they value meritocracy, ingenuity, innovative thought and continuous growth. By following these values and helping their workforce to improve continuously, the company made it to Fortune 50 as an industry leader.</p>
<p style="text-align: justify;">Dell’s Performance Management System ensures the alignment between individual performance and objectives and the organizational ones. Employees have the opportunity to create their own career development plan in coordination with their manager and according to the company’s objectives and needs.</p>
<p style="text-align: justify;">Employee continuous development is assured through their Learning and Development plan which focuses on three outcomes:</p>

<ul style="text-align: justify;">
	<li>A culture that fosters exceptional and agile organizational performance;</li>
	<li>The best workforce teams in the industry;</li>
	<li>Superior individual-learning experiences.</li>
</ul>
<p style="text-align: justify;">Their learning programs vary from on-the-job experience, networking, coaching and mentoring to ensuring employee loyalty by reimbursement of their children college tuition.</p>
<p style="text-align: justify;">Talent reviews are conducted annually, as they help identify the next generation of leaders and innovative thinkers that will help the company maintain its position on the market. During these talent reviews, solid and constructive feedback is given to each employee in order to ensure his future success. Significant investments have been made in leadership development and probably the most innovative and resourceful one was the implementation of two online platforms:</p>

<ul style="text-align: justify;">
	<li>Harvard Manage Mentor, an online resource tool from Harvard Business School that provides practical help on 38 key management topics;</li>
	<li>MentorConnect, an online tool for matching mentees and mentors across the corporation and around the globe.</li>
</ul>
<p style="text-align: justify;">Dell’s organizational philosophy could be an example, as human resources might become, in the new future, one of the main competitive advantages a company has, and capable and engaged employees have become one of the main performance drivers.</p>
<p style="text-align: left;"> References:</p>

<ul style="text-align: left;">
	<li>Lawler E. (2008), The four pillars of managing performance, available at: <a href="http://talentmgt.com/articles/view/the_four_pillars_of_managing_performance/1" target="_blank">http://talentmgt.com/articles/view/the_four_pillars_of_managing_performance/1</a></li>
	<li>Dell (2011), Workforce Commitment - Talent Management, available at: <a href="http://www.dell.com/learn/us/en/uscorp1/corp-comm/cr-diversity-wf-talent-mgmt" target="_blank">http://www.dell.com/learn/us/en/uscorp1/corp-comm/cr-diversity-wf-talent-mgmt</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul>
	<li style="text-align: left;"><a href="http://goo.gl/jaJSBg" target="_blank">http://goo.gl/jaJSBg</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>17975</wp:post_id>
<wp:post_date>2014-03-13 20:31:25</wp:post_date>
<wp:post_date_gmt>2014-03-13 09:31:25</wp:post_date_gmt>
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<title>Performance Expo: Balanced Scorecard at Sunrise Health Region </title>
<link>http://www.smartkpis.com/blog/performance-expo-balanced-scorecard-at-sunrise-health-region/</link>
<pubDate>Thu, 13 Mar 2014 13:31:15 +0000</pubDate>
<dc:creator><![CDATA[andrei]]></dc:creator>

		<category><![CDATA[Balanced Scorecard]]></category>

		<category domain="category" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag" nicename="balanced-scorecard"><![CDATA[Balanced Scorecard]]></category>

		<category domain="tag"><![CDATA[Canada]]></category>

		<category domain="tag" nicename="canada"><![CDATA[Canada]]></category>

		<category domain="tag"><![CDATA[Healthcare]]></category>

		<category domain="tag" nicename="healthcare"><![CDATA[Healthcare]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Scorecard]]></category>

		<category domain="tag" nicename="scorecard"><![CDATA[Scorecard]]></category>

		<category domain="tag"><![CDATA[Sunrise Health Region]]></category>

		<category domain="tag" nicename="sunrise-health-region"><![CDATA[Sunrise Health Region]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=17987</guid>
<description></description>
<content:encoded><![CDATA[Sunrise Health Region is one of the 13 health regions in the Province of Saskatchewan, Canada. Their <a href="http://www.sunrisehealthregion.sk.ca/images/Articles/28_2012-13%20Annual%20Report%20-%20FINAL%20optim.pdf">mission</a> is to “improve the health and well-being of individuals and communities through leadership, collaboration and the provision of high quality health services”.

The Sunrise Regional Health Authority is responsible for planning, organizing, delivering and evaluating  the health services it provides. Therefore, as part of their activity, they have published a balanced scorecard report in November 2013. The report assesses the health services’ performance, for the first two quarters of 2013.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/sunrise-region-balanced-scorecard1.png"><img class="aligncenter  wp-image-17996" alt="sunrise-region-balanced-scorecard" src="http://www.smartkpis.com/blog/wp-content/uploads/sunrise-region-balanced-scorecard1.png" width="634" height="451" /></a></p>
<p style="text-align: center;" align="center"><i>To see the entire scorecard, access: <a href="http://www.sunrisehealthregion.sk.ca/files/Bal%20Scorecard%20Nov%202013.pdf">Sunrise Health Region Balanced Scorecard 2013-14</a>.</i></p>
<p align="center"><!--more--></p>
Positive aspects of the presented balanced scorecard:
<ul>
	<li>The “traffic lights” make the balanced scorecard more interactive and facilitate the interpretation of KPIs results;</li>
	<li>Several objectives have been identified  for each area of interest,;</li>
	<li>KPIs are monitored against specific targets;</li>
	<li>Most of the KPIs’ names are standardized.</li>
</ul>
A first recommendation for this scorecard would be to have all the key performance indicators clearly standardized. Also, all the objectives should start with verbs. For example, the following section: “<i>The degree to which individuals obtain, create, share and apply knowledge in order to improve the work environment and improve personal and organizational effectiveness</i>” can be rephrased to ”<i>Improve working environment and personal organizational effectiveness</i>”.

A last recommendation would be to have a trend section that indicates the direction in which the KPI results need to move for a positive outcome. You can find more information on this topic at <a href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank">The KPI Institute’s best practices</a> .

Other relevant KPIs for the healthcare system can be found in <a href="http://store.kpiinstitute.org/top-25-healthcare-kpis-of-2011-2012.html">Top 25 Healthcare KPIs of 2011-2012</a>.

&nbsp;

References:
<ul>
	<li>Sunrise Health Region Authority (2013),  Annual report, available at: <a href="http://www.sunrisehealthregion.sk.ca/images/Articles/28_2012-13%20Annual%20Report%20-%20FINAL%20optim.pdf">http://www.sunrisehealthregion.sk.ca/images/Articles/28_2012-13%20Annual%20Report%20-%20FINAL%20optim.pdf</a></li>
	<li>KPI Institute (2014), KPI Professional Certification, available at: <a href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html">http://store.kpiinstitute.org/kpi-professional-certification-training-course.html</a></li>
</ul>
&nbsp;

Image source:
<ul>
	<li><a href="http://www.sunrisehealthregion.sk.ca/files/Bal%20Scorecard%20Nov%202013.pdf">http://www.sunrisehealthregion.sk.ca/files/Bal%20Scorecard%20Nov%202013.pdf</a></li>
</ul>
&nbsp;]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>17987</wp:post_id>
<wp:post_date>2014-03-14 00:31:15</wp:post_date>
<wp:post_date_gmt>2014-03-13 13:31:15</wp:post_date_gmt>
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<title>Performance Expo: Strategy Map at Association of Development Financing Institutions in Asia and the Pacific</title>
<link>http://www.smartkpis.com/blog/performance-expo-strategy-map-at-association-of-development-financing-institutions-in-asia-and-the-pacific/</link>
<pubDate>Fri, 14 Mar 2014 09:39:49 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Association of Development Financing Institutions in Asia and the Pacific]]></category>

		<category domain="tag" nicename="association-of-development-financing-institutions-in-asia-and-the-pacific"><![CDATA[Association of Development Financing Institutions in Asia and the Pacific]]></category>

		<category domain="tag"><![CDATA[Financial Institutions]]></category>

		<category domain="tag" nicename="financial-institutions"><![CDATA[Financial Institutions]]></category>

		<category domain="tag"><![CDATA[KPI]]></category>

		<category domain="tag" nicename="kpis"><![CDATA[KPI]]></category>

		<category domain="tag"><![CDATA[Strategy Map]]></category>

		<category domain="tag" nicename="strategy-map"><![CDATA[Strategy Map]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=17999</guid>
<description></description>
<content:encoded><![CDATA[The Association of Development Financing Institutions in Asia and the Pacific (ADFIAP) represents the central point of all banks and other financial institutions, engaged in financing regional development.

As part of its 2010-14 Strategic Plan, ADFIAP has implemented a performance management system, and the first instrument they have developed was the Strategy Map.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Strategy-Map-ADFIAP-2014.png"><img class="aligncenter  wp-image-18001" alt="Strategy-Map-ADFIAP-2014" src="http://www.smartkpis.com/blog/wp-content/uploads/Strategy-Map-ADFIAP-2014.png" width="634" height="450" /><!--more--></a></p>
Some positive aspects of the presented strategy map are:
<ul>
	<li>The main goal of the organization is supported by five strategic themes: Sustain membership, Promote advocacy, Advance human capital, Rev up resources and Keep alliances;</li>
	<li>It follows the Balanced Scorecard methodology, adapting the four BSC perspectives to the organization’s needs: <b>Customer</b> – Stakeholders’ perspective, <b>Financial</b> – Financial stewardship, <b>Learning and Growth – </b>Organizational capacity and <b>Internal process</b>;</li>
	<li>The organization’s primary strategic objective is listed at the top of the strategy map: “The wellspring of knowledge and experience on development financing in Asia and the Pacific”;</li>
	<li>Each perspective includes several objectives that have to be achieved;</li>
	<li>Most of the objectives start with verbs, which indicates adequate standardization and ensures clear communication within the organization;</li>
	<li>Cause and effect relations between strategic objectives provide the viewer with a clear understanding of the entire system;</li>
	<li>For each strategic objective, the company has identified key performance indicators along with initiatives, that will ensure the objectives’ achievement;</li>
</ul>
According to <a href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank">The KPI Institute’s best practices</a>, one recommendation for the presented strategy map is to standardize KPI names and use symbols like: $ - value of, % - percentage of, # - number of, (e.g. # Members, % Brand awareness). Moreover, there is not a clear distinction between objectives, KPIs and initiatives, as in the “Performance measures” section, we can notice several objectives, like “Increase in financial equity”.

References:
<ul>
	<li>Association of Development Financing Institutions in Asia and the Pacific (2009), Strategy map, available at: <a href="http://www.adfiap.org/about-us/strategy-map/">http://www.adfiap.org/about-us/strategy-map/</a></li>
	<li>Association of Development Financing Institutions in Asia and the Pacific (2009), What is ADFIAP, available at: <a href="http://www.adfiap.org/about-us/what-is-adfiap/">http://www.adfiap.org/about-us/what-is-adfiap/</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.adfiap.org/about-us/strategy-map/">http://www.adfiap.org/about-us/strategy-map/</a></li>
</ul>]]></content:encoded>
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<wp:post_id>17999</wp:post_id>
<wp:post_date>2014-03-14 20:39:49</wp:post_date>
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<title>What is a Performance Management Architecture System?</title>
<link>http://www.smartkpis.com/blog/what-is-a-performance-management-architecture-system/</link>
<pubDate>Mon, 17 Mar 2014 09:32:36 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Performance Management Architecture]]></category>

		<category domain="tag" nicename="performance-management-architecture-system"><![CDATA[Performance Management Architecture]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=18016</guid>
<description></description>
<content:encoded><![CDATA[The Performance Management Architecture System presents the interdependences between the components of a performance management system. It illustrates the processes that take place while implementing a performance management framework within the organization.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Performance-Management-Architecture-System.png"><img class="aligncenter  wp-image-18017" alt="Performance-Management-Architecture-System" src="http://www.smartkpis.com/blog/wp-content/uploads/Performance-Management-Architecture-System.png" width="643" height="450" /></a></p>
<p style="text-align: center;"><!--more--></p>
The process starts with establishing the current state of the company and clarifying the need for performance management. After this, an environmental scan will provide the necessary information regarding the state of the industry, the opportunities and challenges the organization has to address.

When formulating the strategy, it is important to clarify where the company wants to get, to define its desired state of evolution. This can be a document that presents the company’s vision, mission, corporate values and translates the desired state into concrete actions.

For each objective, KPIs are set and the organizational performance is monitored in a scorecard.

A portfolio of initiatives must reflect all the projects that will ensure objectives are met and will lead the company towards its desired state of evolution.

Another instrument to be used is the KPI documentation form and the KPI trend analysis that will exist for each performance indicator monitored on the scorecard or dashboard.

A risk log can be associated to the strategic objectives, while a performance report can be attached to the scorecard, to provide a context for the results displayed.

All these components are linked by a budget that will enable the development of a performance management framework and the implementation of the portfolio of initiatives.

The performance management system can be cascaded to the individual level by developing individual development plans for each job position.

References:
<ul>
	<li>The KPI Institute (2013), The Certified KPI Professional training course, available at: <a href="http://kpiinstitute.org/education/ucoming-courses/">http://kpiinstitute.org/education/ucoming-courses/</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://kpiinstitute.org/education/ucoming-courses/">http://kpiinstitute.org/education/ucoming-courses/</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>18016</wp:post_id>
<wp:post_date>2014-03-17 20:32:36</wp:post_date>
<wp:post_date_gmt>2014-03-17 09:32:36</wp:post_date_gmt>
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<title>What is a Portfolio of Initiatives?</title>
<link>http://www.smartkpis.com/blog/what-is-a-portfolio-of-initiatives/</link>
<pubDate>Mon, 17 Mar 2014 12:01:49 +0000</pubDate>
<dc:creator><![CDATA[Mihai]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Human Resources]]></category>

		<category domain="tag" nicename="human-resources"><![CDATA[Human Resources]]></category>

		<category domain="tag"><![CDATA[Initiative]]></category>

		<category domain="tag" nicename="initiative"><![CDATA[Initiative]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Portfolio and Project Management]]></category>

		<category domain="tag" nicename="portfolio"><![CDATA[Portfolio and Project Management]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=18022</guid>
<description></description>
<content:encoded><![CDATA[The portfolio of initiatives consists of a collection of projects that the organization is implementing, in order to achieve its strategic objectives.

It can be used both at organizational and departmental level, having the purpose of improving the management of projects and to track the performance of each initiative.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Ask-the-experts-Portfolio-of-initiatives.jpg" target="_blank"><img class=" wp-image-18023 aligncenter" alt="Ask-the-experts-Portfolio-of-initiatives" src="http://www.smartkpis.com/blog/wp-content/uploads/Ask-the-experts-Portfolio-of-initiatives.jpg" width="1190" height="450" /></a></p>
<!--more-->The initiatives portfolio is a useful tool to track the impact that initiatives have on each other, helping in balancing aggregate risk and maximizing the performance of each initiatives.

Some of the benefits of using the portfolio of initiatives are:
<ul>
	<li>It clearly illustrates the actions needed to achieve each objective;</li>
	<li>Presents the distribution of resources;</li>
	<li>Points out the status of each project and other details.</li>
</ul>
Establishing a portfolio of initiatives has its own challenges:
<ul>
	<li>Aligning the initiatives portfolio with the strategic objectives;</li>
	<li>Establishing connections between different initiatives;</li>
	<li>Determining the optimum number of projects the company can sustain.</li>
</ul>
The KPI Institute recommends the following when managing the portfolio of initiatives:
<ul>
	<li>Focus on the initiatives that trigger objectives attainment - decisions on the budget for each initiative have to be taken in accordance to the priority and to the level of impact that the initiative’s implementation has upon the company;</li>
	<li>Document each initiative – Description forms should be used to provide detailed information about each initiative;</li>
	<li>Monitor the progress – Once implemented, initiatives should be reviewed for performance. Using a progress bar or traffic lights to assess the status may be helpful.</li>
</ul>
References:
<ul>
	<li>The KPI Institute (2013), The Certified KPI Professional training course, available at: <a href="http://kpiinstitute.org/education/ucoming-courses/">http://kpiinstitute.org/education/ucoming-courses/</a></li>
</ul>
Image source:

<a href="http://store.kpiinstitute.org/hr-performance-management-system-toolkit.html">http</a><a href="http://store.kpiinstitute.org/hr-performance-management-system-toolkit.html">://store.kpiinstitute.org/hr-performance-management-system-toolkit.html</a>

&nbsp;]]></content:encoded>
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<wp:post_id>18022</wp:post_id>
<wp:post_date>2014-03-17 23:01:49</wp:post_date>
<wp:post_date_gmt>2014-03-17 12:01:49</wp:post_date_gmt>
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<title>What does the agency theory refer to?</title>
<link>http://www.smartkpis.com/blog/what-does-the-agency-theory-refer-to-2/</link>
<pubDate>Mon, 17 Mar 2014 13:17:29 +0000</pubDate>
<dc:creator><![CDATA[andrei]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Agency Dilemma]]></category>

		<category domain="tag" nicename="agency-dilemma"><![CDATA[Agency Dilemma]]></category>

		<category domain="tag"><![CDATA[Agency Theory]]></category>

		<category domain="tag" nicename="agency-theory"><![CDATA[Agency Theory]]></category>

		<category domain="tag"><![CDATA[Ask the Experts]]></category>

		<category domain="tag" nicename="ask-the-experts"><![CDATA[Ask the Experts]]></category>

		<category domain="tag"><![CDATA[Management]]></category>

		<category domain="tag" nicename="management"><![CDATA[Management]]></category>

		<category domain="tag"><![CDATA[Principal-Agent Problem]]></category>

		<category domain="tag" nicename="principal-agent-problem"><![CDATA[Principal-Agent Problem]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=18039</guid>
<description></description>
<content:encoded><![CDATA[An important issue in performance management is determining the right price to pay for a service provided by another party. The principle – agent problem arises when one party (agent) agrees to work in favor of another party (principle) in return for some incentives. In other words, the <b>principal–agent problem</b> or <b>agency dilemma</b> concerns the difficulties in motivating one party (the "agent"), to act in the best interests of another (the "principal") rather than for his own interests.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/agency-theory4.png"><img class="aligncenter  wp-image-18044" alt="agency-theory" src="http://www.smartkpis.com/blog/wp-content/uploads/agency-theory4.png" width="795" height="544" /></a>

<!--more-->

Both the principal (i.e. employer) and the agent (i.e. employee) are wealth seeking “economic men” who pursue their own self-interest. They will both try to maximize their utility (gain), the principal by paying as less as possible for the service received, and the agent by charging as much as possible for that service. The problem lies in the fact that there is an <b>information asymmetry </b>between the principal and the agent. The principal can’t determine the effort level employed by the agent and cannot be sure if he has put forth maximal effort. In other words, he cannot be sure that the agent has worth its money by providing a quality service.

Principal – agent relationships exists everywhere. The company director that gives tasks to the workers, the client who goes to the dentist for an extraction, the politician that demands the people’s votes, they are all involved in this kind of relationship. As information asymmetry is very hard to eliminate, the principal should focus on motivating the agent to provide a service as good as possible. Organizations try to solve the principal – agent problem by instituting measures such as tough screening processes, incentives for good behaviour and punishments for bad behaviour, watchdog bodies and so on, but no organization can remedy it completely because the costs of doing so sooner or later outweigh the worth of the results.

&nbsp;

References:
<ul>
	<li style="text-align: left;">The KPI Institute (2014), The Certified KPI Professional training course, available at: <a href="http://store.kpiinstitute.org/scheduled-courses.html" target="_blank">http://store.kpiinstitute.org/scheduled-courses.html</a></li>
	<li style="text-align: left;">Waterman, R. W. and Meier, K. J (1998), Principal-Agent Models: An expansion? Journal of Public Administration Research and Theory, Volume 2, Pages 173-202, available at: <a href="http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.119.5487&amp;rep=rep1&amp;type=pdf" target="_blank">http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.119.5487&amp;rep=rep1&amp;type=pdf</a></li>
	<li style="text-align: left;">Shapiro, S. P. (2005), Agency theory, Annual review of sociology, Vol. 31:263–84, available at: <a href="http://strategy.sjsu.edu/www.stable/pdf/Schapiro,%20S.,%202005,%20Annual%20Review%20of%20Sociology%2031%20263-284.pdf" target="_blank">http://strategy.sjsu.edu/www.stable/pdf/Schapiro,%20S.,%202005,%20Annual%20Review%20of%20Sociology%2031%20263-284.pdf</a></li>
</ul>]]></content:encoded>
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<wp:post_id>18039</wp:post_id>
<wp:post_date>2014-03-18 00:17:29</wp:post_date>
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<title>Improving performance: Yarra Trams regain momentum</title>
<link>http://www.smartkpis.com/blog/improving-performance-yarra-trams-regain-momentum/</link>
<pubDate>Mon, 17 Mar 2014 15:00:51 +0000</pubDate>
<dc:creator><![CDATA[denisa]]></dc:creator>

		<category><![CDATA[Operational performance]]></category>

		<category domain="category" nicename="operational-performance"><![CDATA[Operational performance]]></category>

		<category domain="tag"><![CDATA[Australia]]></category>

		<category domain="tag" nicename="australia"><![CDATA[Australia]]></category>

		<category domain="tag"><![CDATA[Performance Management]]></category>

		<category domain="tag" nicename="performance-management"><![CDATA[Performance Management]]></category>

		<category domain="tag"><![CDATA[Transportation]]></category>

		<category domain="tag" nicename="transportation"><![CDATA[Transportation]]></category>

		<category domain="tag"><![CDATA[Yarra Trams]]></category>

		<category domain="tag" nicename="yarra-trams"><![CDATA[Yarra Trams]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=18077</guid>
<description></description>
<content:encoded><![CDATA[Yarra Trams, operated by the KDR Melbourne consortium, is the name of the Melbourne tram network, the largest in the world, with roughly 250 kilometers of double tracks and 31,500 services scheduled each week.

With an impressive efficiency <a href="http://www.yarratrams.com.au/media-centre/news/performance-results/" target="_blank">record</a>, their operative performance is granted, in part, by their performance management policy, which emphasizes the importance of passenger satisfaction and feedback. Oriented towards meeting and exceeding the commitment to their passengers, they have instituted a compensation code, within the Customer Service Charter, which enables customers to gain compensation for the services’ poor performance, as was the case with the January 2014 results.
<p style="text-align: center;"><a href="http://yarratrams.com.au/media-centre/news/articles/2014/january-2014-performance-results/" target="_blank"><img class="aligncenter  wp-image-18078" alt="Yara Trams January 2014 performance results" src="http://www.smartkpis.com/blog/wp-content/uploads/Yara-Trams-January-2014-performance-results.jpg" width="634" height="800" /><!--more--></a></p>
<p style="text-align: left;">Due to an unexpected heat wave of over 40 degrees Celsius during the 14-17 January period, performance results were significantly affected, which led to failure in meeting service and delivery targets. Compared to the company’s performance record, the 97.50% delivery rate was below the expected 99.25% average, obtained considering results from previous years.</p>
The company took responsibility for the inability to meet their service delivery targets and has ensured customers a mean of compensation for any inconveniences. Also, they have reassured their customers that strategic measures will be taken, to improve their availability and service delivery rate, with input gained from the recent heat wave challenge.

True to their reputation, the <a href="http://yarratrams.com.au/media-centre/news/articles/2014/february-2014-performance-results/" target="_blank">February 2014 results</a> already show signs of improvement, having surpassed their punctuality and service delivery targets. The Yarra Trams’s overall service delivery results is at a 98.75%, exceeding the minimum 98%, and the overall punctuality has recorded a 81.82% rate, significantly above the 77% required minimum. Along with a statement from the managers of each respective depot, posters with the achieved performance and improvement efforts are made available to passengers in each tram, to raise awareness of the fact that past hindrances have been acknowledged and are being treated accordingly.

The impressive recovery is a testimony to effective performance management, where crisis situations are surmounted with maturity and collaborative work, where the managing teams of each depot involved has contributed to improving traffic coordination, infrastructure issues and service delivery reliability.

To get a better view of the Key Performance Indicators used by Yara Trams, read <a href="http://www.smartkpis.com/blog/kpi-examples-in-practice-12010-yarra-trams-australia/" target="_blank">KPI examples in practice: Yarra Trams – Melbourne – Australia</a>.
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Yarra Trams (2014), Facts and figures, available at: <a href="http://yarratrams.com.au/about-us/who-we-are/facts-figures/" target="_blank">http://yarratrams.com.au/about-us/who-we-are/facts-figures/</a></li>
	<li>Yarra Trams (2014), January 2014 Performance results, available at: <a href="http://yarratrams.com.au/media-centre/news/articles/2014/january-2014-performance-results/" target="_blank">http://yarratrams.com.au/media-centre/news/articles/2014/january-2014-performance-results/</a></li>
	<li>Yarra Trams (2014), February 2014 Performance results, available at: <a href="http://yarratrams.com.au/media-centre/news/articles/2014/february-2014-performance-results/" target="_blank">http://yarratrams.com.au/media-centre/news/articles/2014/february-2014-performance-results/</a></li>
	<li>Yarra Trams (2014), Customer charter and codes, available at: <a href="http://yarratrams.com.au/contact-us/getting-in-touch/customer-charter-and-codes/" target="_blank">http://yarratrams.com.au/contact-us/getting-in-touch/customer-charter-and-codes/</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul>
	<li style="text-align: left;"><a href="http://yarratrams.com.au/media-centre/news/articles/2014/january-2014-performance-results/" target="_blank">http://yarratrams.com.au/media-centre/news/articles/2014/january-2014-performance-results/</a></li>
</ul>
&nbsp;]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>18077</wp:post_id>
<wp:post_date>2014-03-18 02:00:51</wp:post_date>
<wp:post_date_gmt>2014-03-17 15:00:51</wp:post_date_gmt>
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<title>University of Massachusetts – 2014 Performance Report</title>
<link>http://www.smartkpis.com/blog/university-of-massachusetts-2014-report/</link>
<pubDate>Tue, 18 Mar 2014 13:21:20 +0000</pubDate>
<dc:creator><![CDATA[denisa]]></dc:creator>

		<category><![CDATA[Organisational performance]]></category>

		<category domain="category" nicename="organisational-performance"><![CDATA[Organisational performance]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[University of Massachusetts]]></category>

		<category domain="tag" nicename="university-of-massachusetts"><![CDATA[University of Massachusetts]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=18281</guid>
<description></description>
<content:encoded><![CDATA[Being a public educational institution, the University of Massachusetts (UMass) has ensured a means for the widest range of citizens to be able to access their performance measures. Due to the need for transparency and accountability, they have issued a Performance Report in March 2014, which was made publicly available. Operating a campus of more than 72,000 students, this information proves to be crucial, for both trustees and funders, as well as taxpayers and people interested in their educational and research offer. The report sheds light on the University’s performance history, the measurement tools employed to this end, and on the overall progress towards their institutional goals.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/UMass-2014-Performance-Report.jpg"><img class="aligncenter  wp-image-18282" alt="UMass 2014 Performance Report" src="http://www.smartkpis.com/blog/wp-content/uploads/UMass-2014-Performance-Report.jpg" width="840" height="400" /><!--more--></a><i>Click the image to view the full UMass Performance Report</i></p>
The report is built focusing on 21 performance goals, contained by 6 major categories compared against their past performance records, to produce a global perspective on the state of the system, as a whole. Each area was assessed using a 4 points rating scale, with each level having been labeled respectively: Excellent Progress, Good Progress, Some Progress and Limited Progress.
<p style="text-align: left;">According to their goal category, the findings can be thus summarized:</p>

<ul style="text-align: left;">
	<li><b>Student experience</b> – here the goals were ranked with “Excellent Progress” and “Good Progress”, given by the rise in the fact that students with higher GPAs, SATs and GREs have been admitted to all campuses, along with a greater concern to finding funding solutions and accommodating diversity;</li>
	<li><b>Educated Workforce &amp; Engaged Citizenry</b> – goals ranked with “Excellent Progress” and “Good Progress”, due to the distribution of campuses across the state and collaborations with the state’s community, and through partnerships with other organizations, to provide internships and research opportunities;</li>
	<li><b>World-Class Research &amp; Development Enterprise</b> – here goals are ranked with a general “Good Progress”, with 1 having been ranked “Some Progress”, due to the fact that the university’s ongoing endeavors to form new partnerships that provide research opportunities are dependent upon federal funding, which are relatively uncertain;</li>
	<li><b>Enhanced Social Well-Being</b> – ranked in the same manner as above, “Good Progress”, with 1 having been ranked “Some Progress”, due to the fact that UMass strives to promote staff diversity through an array of grants and professional development programs, within a limited budget frame;</li>
	<li><b>Good Stewardship of Resources</b> – goals here are generally ranked with “Good Progress”, with 1 exception, ranked with “Some Progress”, due to the fact that, although they have invested $2.5 in capital improvement, over 70% of the facility inventory is more than 30 years old;</li>
	<li><b>Telling &amp; Selling the UMass Story</b> – here goals were predominantly ranked  with “Good Progress”, except for the ones that refer to being connected with alumni and other professionals, due to the fact that they need to be targeted and sought out.</li>
</ul>
<p style="text-align: left;">The University of Massachusetts offers a good example of how performance measurement can be employed to strengthen transparency and accountability in public education institutions.</p>
<p style="text-align: left;">For more education KPIs, access <a href="http://store.kpiinstitute.org/top-25-academic-education-kpis-of-2010.html">Academic Education KPIs</a>.</p>
<p style="text-align: left;">References:</p>

<ul>
	<li style="text-align: left;">University of Massachusetts (2014), Performance report, available at: <a href="http://media.umassp.edu/massedu/umassperformance/umass_performance2014.pdf">http://media.umassp.edu/massedu/umassperformance/umass_performance2014.pdf</a></li>
	<li style="text-align: left;">University of Massachusetts (2014), About UMass, available at: <a href="http://www.massachusetts.edu/AboutUMass/index.html">http://www.massachusetts.edu/AboutUMass/index.html</a></li>
</ul>
Image source:
<ul>
	<li><a href="http://www.massachusetts.edu/umassperformance/index.html">http://www.massachusetts.edu/umassperformance/index.html</a></li>
</ul>
&nbsp;]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>18281</wp:post_id>
<wp:post_date>2014-03-19 00:21:20</wp:post_date>
<wp:post_date_gmt>2014-03-18 13:21:20</wp:post_date_gmt>
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<title>25 Skills for excellent customer service – Infographic</title>
<link>http://www.smartkpis.com/blog/25-skills-for-excellent-customer-service-infographic/</link>
<pubDate>Wed, 19 Mar 2014 01:48:32 +0000</pubDate>
<dc:creator><![CDATA[raluca]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[Customer Service]]></category>

		<category domain="tag" nicename="customer-service"><![CDATA[Customer Service]]></category>

		<category domain="tag"><![CDATA[Infographic]]></category>

		<category domain="tag" nicename="infographic"><![CDATA[Infographic]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=18009</guid>
<description></description>
<content:encoded><![CDATA[Taking into consideration the dynamics and multitude of products and services, customer service is crucial in the corporate world today. Having a good or average one becomes insufficient, determining companies to focus on creating excellent customer service and long term relationships.

Some examples of Key Performance Indicators (KPIs) related the customer service area are:
<ul>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/time-spent-on-customer-relations-6780.html" target="_blank"># Time spent on customer relation</a>;</li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/duration-of-customer-relationship-6692.html" target="_blank"># Duration of customer relationship</a>;</li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/customer-complaints-due-to-poor-service-or-product-quality-621.html" target="_blank">% Customer complaints due to poor service or product quality</a>;</li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/complaints-received-751.html" target="_blank"># Complaints received</a>;</li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/complaints-resolved-2377.html" target="_blank">% Complaints resolved</a>;</li>
	<li><a href="http://www.smartkpis.com/kpi-key-performance-indicator/first-contact-resolution-rate-6144.html" target="_blank">% First contact resolution rate</a>.</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Top-25-Customer-Service-Skills_10241.jpg"><img class="aligncenter  wp-image-18011" alt="Top-25-Customer-Service-Skills_1024" src="http://www.smartkpis.com/blog/wp-content/uploads/Top-25-Customer-Service-Skills_10241.jpg" width="634" height="4000" /><!--more--></a></p>
Positive aspects of the presented infographic:
<ul>
	<li>The eye-catching <a href="http://dashburst.com/infographic/viral-infographics-rules/" target="_blank">design</a> of the infographic helps readers to interpret the information more easily;</li>
	<li>Flow tracking is facilitated by numbers, arrows and block colors, structuring in the same time the infographic’s <a href="http://www.marketingweekly.com/social-media/7-dos-and-donts-design-tips-for-infographics/?mode=featured" target="_blank">story</a>;</li>
	<li>The infographic alternates background colors, making clear distinctions between <a href="http://dashburst.com/infographic/viral-infographics-rules/" target="_blank">thematic blocks</a>.</li>
</ul>
In terms of references, the presented infographic does not include data <a href="http://dashburst.com/infographic/viral-infographics-rules/" target="_blank">sources</a>. It is recommended to insert references in order to give credibility to the information. It is also important to include a one-paragraph summary in order to present the infographic’s purpose, its conclusions or to attract readers.

References:
<ul>
	<li>Customer Service Heroes (2014), 25 Customer service skills you absolutely need, available at: <a href="http://www.customerserviceheroes.com/">http://www.customerserviceheroes.com/</a></li>
	<li>Universal Class (2014), Online course: Customer service training, available at: <a href="http://www.universalclass.com/i/course/customer-service-training.htm">http://www.universalclass.com/i/course/customer-service-training.htm</a></li>
	<li>The Times 100 (2014), Business case studies: Using customer service to position a business, available at: <a href="http://businesscasestudies.co.uk/first-direct/using-customer-service-to-position-a-business/what-is-customer-service.html#axzz2wOfpxWEL">http://businesscasestudies.co.uk/first-direct/using-customer-service-to-position-a-business/what-is-customer-service.html#axzz2wOfpxWEL</a></li>
</ul>
Infographic source:
<ul>
	<li style="text-align: left;"><a href="http://www.customerserviceheroes.com/wp-content/uploads/2013/07/Top-25-Customer-Service-Skills_1024.jpg">http://www.customerserviceheroes.com/wp-content/uploads/2013/07/Top-25-Customer-Service-Skills_1024.jpg</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>18009</wp:post_id>
<wp:post_date>2014-03-19 12:48:32</wp:post_date>
<wp:post_date_gmt>2014-03-19 01:48:32</wp:post_date_gmt>
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<title>Performance Expo: Employee satisfaction survey: The Irvine Valley College</title>
<link>http://www.smartkpis.com/blog/performance-expo-employee-satisfaction-survey-the-irvine-valley-college/</link>
<pubDate>Wed, 19 Mar 2014 13:54:37 +0000</pubDate>
<dc:creator><![CDATA[Mihai]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Education and Training]]></category>

		<category domain="tag" nicename="education-training"><![CDATA[Education and Training]]></category>

		<category domain="tag"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag" nicename="employee-satisfaction"><![CDATA[Employee Satisfaction]]></category>

		<category domain="tag"><![CDATA[Irvine Valley College]]></category>

		<category domain="tag" nicename="irvine-valley-college"><![CDATA[Irvine Valley College]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[USA]]></category>

		<category domain="tag" nicename="usa"><![CDATA[USA]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=18600</guid>
<description></description>
<content:encoded><![CDATA[Irvine Valley College (IVC) is a premier educational institution that provides the students with avenues for success through exceptional services and dynamic partnerships. The college is devoted to student learning and success through exemplary and integrated teaching and support services, effective stewardship and continued accessibility in a diverse community.

In order to fulfill its objectives, Irvine Valley College relies on its employees. To improve the workplace environment and to increase employee satisfaction, IVC conducted a campus-wide employee satisfaction survey.

<a href="http://www.smartkpis.com/blog/wp-content/uploads/Employee-Satisfaction-Survey-Irvine-Valley-College.jpg" target="_blank"><img class="size-full wp-image-18601 aligncenter" alt="Employee-Satisfaction-Survey-Irvine-Valley-College" src="http://www.smartkpis.com/blog/wp-content/uploads/Employee-Satisfaction-Survey-Irvine-Valley-College.jpg" width="641" height="644" /></a>

&nbsp;

<!--more-->
<p style="text-align: center;">To see the entire survey, please access <a href="http://www.ivc.edu/resources/administration/accreditation/2010/FullAccredDocs/2009%20Employee%20Satisfaction%20Survey.pdf" target="_blank">The Irvine Valley College survey report</a></p>
Positive aspects:
<ul>
	<li>The <a href="http://oqi.wisc.edu/resourcelibrary/uploads/resources/Survey_Guide.pdf" target="_blank">confidentially policies</a> are clearly stated in the beginning, a practice which ensures a higher response rate;</li>
	<li><a href="http://help.surveymonkey.com/articles/en_US/kb/Design-Tips-How-to-create-and-administer-effective-surveys" target="_blank">The demographics</a> are used at the end of survey, as recommended. Using them on the beginning may lead to a lower response rate;</li>
	<li>The survey <a href="http://oqi.wisc.edu/resourcelibrary/uploads/resources/Survey_Guide.pdf" target="_blank">does not use jargons</a>, technical terms or complex words, which makes it easy to be understood and completed.</li>
</ul>
&nbsp;

Recommendations:
<ul>
	<li>It is recommended to use a <a href="http://www.psu.edu/president/pia/innovation/insights014.pdf" target="_blank">neutral category</a> in the answer scale, in order to balance responses;</li>
	<li>It is recommended to cluster questions on specific topics, for a better visualization and to make it easier for respondents to focus on a topic;</li>
	<li>It is recommended to use open-ended questions in order to offer a better understanding of the respondent`s point of view;</li>
	<li>It is recommended for a survey to have a lower number of questions to be more <a href="http://www.sei.cmu.edu/reports/05hb004.pdf" target="_blank">time effective</a> and to ensure a higher and more accurate response rate.</li>
</ul>
For relevant HR Performance management tools you can access: <a href="http://store.kpiinstitute.org/functional-area/human-resources.html" target="_blank">HR Dashboard, HR Toolkit and HR Scorecard.</a>

References:
<ul>
	<li>University of Wisconsin-Madison, (2010), Survey fundamentals, available at:  <a href="http://oqi.wisc.edu/resourcelibrary/uploads/resources/Survey_Guide.pdf" target="_blank">http://oqi.wisc.edu/resourcelibrary/uploads/resources/Survey_Guide.pdf</a></li>
	<li>SurveyMonkey Help Center (2014), Survey design best practices, available at: <a href="http://help.surveymonkey.com/articles/en_US/kb/Design-Tips-How-to-create-and-administer-effective-surveys" target="_blank">http://help.surveymonkey.com/articles/en_US/kb/Design-Tips-How-to-create-and-administer-effective-surveys</a></li>
	<li>Pennsylvania University of State (2006), Innovation insights, available at: <a href="http://www.psu.edu/president/pia/innovation/insights014.pdf" target="_blank">http://www.psu.edu/president/pia/innovation/insights014.pdf</a></li>
	<li>Irvine Valley College (2009), Employee satisfaction survey, available at: <a href="http://www.ivc.edu/resources/administration/accreditation/2010/FullAccredDocs/2009%20Employee%20Satisfaction%20Survey.pdf" target="_blank">http://www.ivc.edu/resources/administration/accreditation/2010/FullAccredDocs/2009%20Employee%20Satisfaction%20Survey.pdf</a></li>
	<li>Kasunic, M. (2005), Designing an effective survey, available at: <a href="http://www.sei.cmu.edu/reports/05hb004.pdf" target="_blank">http://www.sei.cmu.edu/reports/05hb004.pdf</a></li>
</ul>
&nbsp;

Image source:
<ul>
	<li><a href="http://www.ivc.edu/resources/administration/accreditation/2010/FullAccredDocs/2009%20Employee%20Satisfaction%20Survey.pdf" target="_blank">http://www.ivc.edu/resources/administration/accreditation/2010/FullAccredDocs/2009%20Employee%20Satisfaction%20Survey.pdf</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>18600</wp:post_id>
<wp:post_date>2014-03-20 00:54:37</wp:post_date>
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<title>Performance Expo: Customer satisfaction survey - TNT Express</title>
<link>http://www.smartkpis.com/blog/performance-expo-customer-satisfaction-survey-tnt-express/</link>
<pubDate>Thu, 20 Mar 2014 10:41:16 +0000</pubDate>
<dc:creator><![CDATA[adelina]]></dc:creator>

		<category><![CDATA[Surveys]]></category>

		<category domain="category" nicename="surveys"><![CDATA[Surveys]]></category>

		<category domain="tag"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag" nicename="customer-satisfaction"><![CDATA[Customer Satisfaction]]></category>

		<category domain="tag"><![CDATA[Netherlands]]></category>

		<category domain="tag" nicename="netherlands"><![CDATA[Netherlands]]></category>

		<category domain="tag"><![CDATA[Postal and Courier Services]]></category>

		<category domain="tag" nicename="postal-and-courier-services"><![CDATA[Postal and Courier Services]]></category>

		<category domain="tag"><![CDATA[Report Analysis]]></category>

		<category domain="tag" nicename="report-analysis"><![CDATA[Report Analysis]]></category>

		<category domain="tag"><![CDATA[Thomas Nationwide Transport]]></category>

		<category domain="tag" nicename="thomas-nationwide-transport"><![CDATA[Thomas Nationwide Transport]]></category>

		<category domain="tag"><![CDATA[TNT Express]]></category>

		<category domain="tag" nicename="tnt-express"><![CDATA[TNT Express]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=18776</guid>
<description></description>
<content:encoded><![CDATA[Thomas Nationwide Transport, or TNT Express is an international courier delivery services company with headquarters in Netherlands. The firm has fully owned operations in 63 countries and delivers documents, parcels and pieces of freight to over 200 countries. According to their official website, “TNT Express aims to be a trustworthy, values-based company with a reputation for integrity, transparency and compliance”.

To this purpose, the company has implemented a TNT Express Integrity Programme, and has introduced the TNT Express Business Principles and related policies and procedures. An important component is assessing customer satisfaction with TNT’s delivery services. To this end, TNT has implemented an online customer satisfaction survey.
<p style="text-align: left;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/TNT.jpg"><img class="aligncenter  wp-image-18777" alt="TNT" src="http://www.smartkpis.com/blog/wp-content/uploads/TNT.jpg" width="634" height="228" /><!--more--></a>Positive aspects of the presented survey:</p>

<ul>
	<li>The survey is well adapted to the online environment, being short, time effective and easy to complete;</li>
	<li>In addition to the 11 close-ended questions, it also includes one <a href="http://marketresearch.about.com/od/market.research.surveys/a/Surveys-Research-Closed-End-Questions-Or-Open-End-Questions.htm" target="_blank">open-ended question</a>, where customers are asked to write suggestions for service improvements;</li>
	<li>For a higher accuracy, customers can also opt for “Not experienced service”;</li>
	<li>The <a href="http://help.surveymonkey.com/articles/en_US/kb/Design-Tips-How-to-create-and-administer-effective-surveys" target="_blank">demographics</a> are placed in the ending, which is a recommended practice, in order to ensure a higher response rate;</li>
	<li>In terms of design, the survey includes visual identity elements, such as the logo and the company’s color theme;</li>
	<li> The answers match the questions very well, in terms of <a href="http://www.uwex.edu/ces/4h/evaluation/documents/Wordingforratingscales.pdf" target="_blank">phrasing</a>: “How likely…?/ Not at all likely / Extremely likely”.</li>
</ul>
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/TNT-2.jpg"><img class="aligncenter  wp-image-18778" alt="TNT-2" src="http://www.smartkpis.com/blog/wp-content/uploads/TNT-2.jpg" width="634" height="100" /></a></p>
Recommendations for the presented survey:
<ul>
	<li>Although the Likert scale used for the first 10 questions is considered a good practice, as responses are well <a href="http://www.psu.edu/president/pia/innovation/insights014.pdf" target="_blank">balanced</a>, the variants are represented through different signs: --, -, =, +, ++, x. Even if explanations are offered, coding the answers in this manner could be confusing for customers;</li>
	<li>One of the questions contains a 10 points scale. Although explanations are offered (0 = Not at all likely, 5 = Neutral, 10 = Extremely likely), the small differences between the scale’s points can be difficult to apprehend. Using a <a href="http://www.howto.gov/customer-experience/collecting-feedback/basics-of-survey-and-question-design#open-ended" target="_blank">5 points scale</a> could be more useful in this context.</li>
</ul>
&nbsp;
<p style="text-align: left;">References:</p>

<ul style="text-align: left;">
	<li>Thomas Nationwide Transport (2014), Do we exceed your expectations?, available at: <a href="http://clm.tnt.com/iqportal.tnt.response/display/cc726da8/" target="_blank">http://clm.tnt.com/iqportal.tnt.response/display/cc726da8/</a></li>
	<li>Thomas Nationwide Transport  (2014), Business principles, available at: <a href="http://www.tnt.com/corporate/en/site/home/about_us/our_business.html" target="_blank">http://www.tnt.com/corporate/en/site/home/about_us/our_business.html</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul>
	<li style="text-align: left;"><a href="http://clm.tnt.com/iqportal.tnt.response/display/cc726da8/" target="_blank">http://clm.tnt.com/iqportal.tnt.response/display/cc726da8/</a></li>
</ul>]]></content:encoded>
<excerpt:encoded><![CDATA[]]></excerpt:encoded>
<wp:post_id>18776</wp:post_id>
<wp:post_date>2014-03-20 21:41:16</wp:post_date>
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<title>Ineffective vs effective employee management skills and the business impact - Infographic</title>
<link>http://www.smartkpis.com/blog/ineffective-vs-effective-employee-management-skills-and-the-business-impact-infographic/</link>
<pubDate>Thu, 20 Mar 2014 22:14:10 +0000</pubDate>
<dc:creator><![CDATA[raluca]]></dc:creator>

		<category><![CDATA[Uncategorized]]></category>

		<category domain="category" nicename="uncategorized"><![CDATA[Uncategorized]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=19151</guid>
<description></description>
<content:encoded><![CDATA[Supervisors make critical daily decisions that have a direct impact on all levels of an organization. Supervision is related to employee effectiveness considering its impact on individual’s acquisition of the motivation, autonomy, self-awareness and necessary skills. This context increases the necessity of differentiating ineffective and successful supervisors. The following infographic offers insights into employee management skills by comparing ineffective and successful supervisors.
<p style="text-align: center"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Effective-employee-management-skills.jpg"><img class="aligncenter  wp-image-19152" alt="Effective-employee-management-skills" src="http://www.smartkpis.com/blog/wp-content/uploads/Effective-employee-management-skills.jpg" width="634" height="1000" /></a></p>
<p style="text-align: center"><!--more--></p>
Positive aspects of the presented infographic:
<ul>
	<li>Employee and supervisor characters create a <a href="http://dashburst.com/infographic/viral-infographics-rules/" target="_blank">story</a> of the infographic. The same characters present different scenes and help the reader identify himself with the context, situations and specific behaviors;</li>
	<li>The infographic uses the same symbol (a black star, in this case) to mark new ideas. It gives <a href="http://www.entrepreneur.com/article/229818" target="_blank">unity</a> and facilitates the understanding of content flow;</li>
	<li>Thematic <a href="http://www.marketingweekly.com/social-media/7-dos-and-donts-design-tips-for-infographics/?mode=featured" target="_blank">blocks</a> are divided in two background colors, clearly differentiating and emphasizing behaviors of ineffective and successful supervisors.</li>
</ul>
Recommendations for the presented infographic:
<ul>
	<li>Citing <a href="http://dashburst.com/infographic/viral-infographics-rules/" target="_blank">sources</a> gives credibility to the information included in the infographic. It is recommended to include references in order to give the interested reader the opportunity to expand his knowledge on the topic;</li>
	<li>The illustrated infographic does not contain numerical data. It is advocated to reinforce the content by using related <a href="http://www.entrepreneur.com/article/229818" target="_blank">statistics</a>. It also balances qualitative and quantitative information;</li>
	<li>By including a one-paragraph <a href="http://dashburst.com/infographic/viral-infographics-rules/" target="_blank">summary</a> which contains the purpose and conclusions of the infographic, a meaningful end is given to the created story.</li>
</ul>
&nbsp;

References:
<ul>
	<li>HRN Performance Solutions (2014), Whitepaper — Congratulations! You're a supervisor: Now what?, available at: <a href="http://www.hrnonline.com/tryit/WhitePaper-CongratsYourASupervisor.asp">http://www.hrnonline.com/tryit/WhitePaper-CongratsYourASupervisor.asp</a></li>
	<li>Pierce, R. (2014), The 10 keys to effective supervision: A developmental approach, available at: <a href="https://www.businessexpertwebinars.com/content/view/592/29/">https://www.businessexpertwebinars.com/content/view/592/29/</a></li>
	<li>Assessment Analytics (2011), Assess the 10 essential competencies of effective supervisors, available at: <a href="http://www.assessmentanalytics.com/2011/11/assess-the-10-essential-competencies-of-effective-supervisors/">http://www.assessmentanalytics.com/2011/11/assess-the-10-essential-competencies-of-effective-supervisors/</a></li>
</ul>
Infographic source:
<ul>
	<li><a href="http://visual.ly/effective-employee-management-skills">http://visual.ly/effective-employee-management-skills</a></li>
</ul>]]></content:encoded>
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<wp:post_id>19151</wp:post_id>
<wp:post_date>2014-03-21 09:14:10</wp:post_date>
<wp:post_date_gmt>2014-03-20 22:14:10</wp:post_date_gmt>
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<title>Performance Expo: Dashboard – Centrica</title>
<link>http://www.smartkpis.com/blog/performance-expo-dashboard-centrica/</link>
<pubDate>Fri, 21 Mar 2014 07:41:00 +0000</pubDate>
<dc:creator><![CDATA[ramona.gligorea]]></dc:creator>

		<category><![CDATA[Data Visualization]]></category>

		<category domain="category" nicename="data-visualization"><![CDATA[Data Visualization]]></category>

		<category domain="tag"><![CDATA[centrica dashboard]]></category>

		<category domain="tag" nicename="centrica-dashboard"><![CDATA[centrica dashboard]]></category>

		<category domain="tag"><![CDATA[Dashboard]]></category>

		<category domain="tag" nicename="dashboard"><![CDATA[Dashboard]]></category>

		<category domain="tag"><![CDATA[integrated energy performance]]></category>

		<category domain="tag" nicename="integrated-energy-performance"><![CDATA[integrated energy performance]]></category>

		<category domain="tag"><![CDATA[Key Performance Indicators]]></category>

		<category domain="tag" nicename="key-performance-indicators"><![CDATA[Key Performance Indicators]]></category>

<guid isPermaLink="false">http://www.smartkpis.com/blog/?p=19161</guid>
<description></description>
<content:encoded><![CDATA[Centrica is a top 30 FTSE100 company (i.e. share index of the 100 companies with the highest market capitalization), which operates predominantly in the UK and North America. Its <a href="http://www.centrica.com/files/reports/2012ar/files/pdf/centrica_annual_report_2012.pdf" target="_blank">vision</a> is “to be the leading integrated energy company”, by meeting customers’ energy needs and deliver long-term value for its shareholders.

In order to monitor its performance, Centrica is measuring and tracking a wide range of key performance indicators (KPIs) that are important for the group’s long-term success. A dashboard has also been developed, in order to allow viewers to easily assess their financial and non-financial KPI results over time.
<p style="text-align: center;"><a href="http://www.smartkpis.com/blog/wp-content/uploads/Dashboard-Centrica-2012.png"><img class="aligncenter  wp-image-19162" alt="Dashboard-Centrica-2012" src="http://www.smartkpis.com/blog/wp-content/uploads/Dashboard-Centrica-2012.png" width="643" height="475" /><!--more--></a></p>
Some positive aspects of the presented dashboard are:
<ul>
	<li>It is an interactive tool that allows the user to view data from different areas and categories;</li>
	<li>By hovering the mouse over a chart, the user can view the numbers associated with that segment or area;</li>
	<li>Different graphs can be used to provide an instant snapshot of KPIs’ results, such as: line graphs, bar charts or tables. Line graphs allow viewers to easily track trends and KPIs’ evolution in time against specific targets, while bar charts allow quick comparisons between the data displayed. Tables are not so recommended, as it is easier for the human brain to <a href="http://www.sas.com/en_us/insights/big-data/data-visualization.html" target="_blank">grasp the meaning of data</a> when it is visually represented;</li>
	<li>Furthermore, the public can download the dashboard as an excel document. The option to print it is also available.</li>
</ul>
According to <a href="http://store.kpiinstitute.org/kpi-professional-certification-training-course.html" target="_blank">The KPI Institute’s best practices</a>, one recommendation for the presented dashboard is to standardize KPI names and use symbols like: $ - value of, % - percentage of, # - number of, (e.g. % Employee retention).

References:
<ul>
	<li style="text-align: left;">Centrica (2012), Annual reports and accounts 2012, available at: <a href="http://www.centrica.com/files/reports/2012ar/files/pdf/centrica_annual_report_2012.pdf">http://www.centrica.com/files/reports/2012ar/files/pdf/centrica_annual_report_2012.pdf</a></li>
	<li style="text-align: left;">Centrica (n.d.), At a glance, available at: <a href="http://www.centrica.com/files/pdf/at_a_glance.pdf">http://www.centrica.com/files/pdf/at_a_glance.pdf</a></li>
	<li style="text-align: left;">SAS (n.d.), Data visualization: What it is and why it is important, available at: <a href="http://www.sas.com/en_us/insights/big-data/data-visualization.html">http://www.sas.com/en_us/insights/big-data/data-visualization.html</a></li>
</ul>
<p style="text-align: left;">Image source:</p>

<ul>
	<li style="text-align: left;"><a href="http://www.centrica.com/datastore/index.asp?type=2">http://www.centrica.com/datastore/index.asp?type=2</a></li>
</ul>
&nbsp;]]></content:encoded>
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