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The requirement or even the thought of bringing change or redesign processes at an organization, no matter how minor it is often creates 'frowning faces' and 'raised eyebrows'. However, equally true is the fact that changes keep occurring every now and then in various departments and divisions of firms. This is to say that amendments can neither be escaped nor denied.
The only passage that remains in such cases is to willingly accept the bitter reality of fluctuations and embrace those with all affection.
To talk of the nature of change, it can either be of 'planned nature' or fall in the 'sudden category'. In some cases, organizations follow this trend of changes just because they wish to be on safer side. In other words, to keep the workforce attentive and prepared for the amendments, they would keep introducing little changes so that when it gets 'compulsive', the resistance from employees is minimal.
Also, these can relate to any of the levels from 'operational', 'tactical' and 'strategic'.
Successful handling of fluctuations in work places is all about making clear and complete communication to people together with attaching benefits with the act. This would draw down the opposition and ensure that things go smoothly during a business process reengineering initiative.
This is the actual scorecard with Change Management Performance Indicators and performance indicators. The performance indicators include: financial perspective, activity based costing (abc), customer perspective, internal processes perspective, cancellations, process exceptions, manager turnover, changes per process, project status, active projects.
How is this book different from 796 other book titles about KPIs on Amazon?
"Before writing a single line, I formulated some guiding principles, one of them was: "If our clients ask, "How can I find a good KPI for..." - I want this book to provide a perfect answer."