1
A key performance indicator is necessarily combined with a precise goal.
It's really not necessary, and that's an euphemism, to have at our disposal key performance indicators without direct relation with local and personal orientations. A key performance indicator must be in close connexion with the specially selected directions to channel actions at best.
2 A key performance indicator always leads to a decision.
It's not possible to have, in a cooperative performance scorecard, key performance indicators which may be important at company level but ineffective at local level. If the decision-maker or team don't have any mean of action at their disposal, or if they don't feel concerned about the indicator, it better not to place it in the cooperative performance scorecard. That can only overload it.
About client satisfaction measurement indicators
Key performance indicators which are supposed to measure client satisfaction are appearing on scorecards. If client orientation is an everyday concern, we have to admit that this so-called indicator only fulfils a symbolic purpose that conveys above all a clear conscience. These kinds of indicators are too general and calculated, we don't know how. They can't lead to an effective decision-making among actors who don't know which lever to use to be able to go in the direction of improvement.
3 A key performance indicator is never silent.
" The reason why I do nothing isn't because I don't know what to do, but it's because there is nothing to do..."
So, a key performance indicator has always an effect. But it may indicate as well that everything is under control and that the success is at the end of the road. No supplementary action will be taken and the decision will be to change nothing.
4 The precision of the key performance indicator is quite relative
Rapidity is essential to sucess. It's sometimes not possible to wait for comprehensive and exhaustive results to decide with full knowledge of the facts. A minimum of risks has to be taken, being content with a parcial result. But intuition informs us that the risk will be minor.
Performance scorecard must remain a risk reducer...
5 A key performance indicator belongs to the one who is using it.
In order that the performance scorecard fulfils quite well its role of risk reducer, it is important that the decison-maker or decision group has faith in the presented indicators for it's above all by exploiting one's intuition that the best decisions are made. Key performance indicators will be choosen by the users.
We won't hesitate to avoid generic and predifined key performance indicators. They're useless for deciding. A key performance indicator can't be pulled out of a hat.
They're useless for deciding. A key performance indicator can't be pulled out of a hat.
They're useless for deciding. A key performance indicator can't be pulled out of a hat.
All these points are completed, developed and illustrated en the reference book les nouveaux tableaux de bord des managers. This book presents a comprehensive methodology, a road map in 10 stages, for selecting pertinent key performance indicators and building genuine cooperative performance scorecards.
Copyright : Alain FERNANDEZ ©1998-2007- Tous droits réservés
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