SMART BUSINESS METRICS PHELPS B. Księgarnia

A CEO receives a full bonus in a year when the share price fell by 70%. Why? Because the remuneration committee say he has 'met all his operating targets'. Have the right operating targets been set?

If you are going to manage by numbers, make sure they are the right ones.

Understanding your organization's key performance drivers is crucial to the success of your business. Too often, the wrong operating targets are set, and bad targets can bring bad performance.

Smart Business Metrics provides the tools that will enable you to make strategic decisions based on factual analysis. It shows how smart metrics can produce joined-up management to allow all parts of your business to work together to create value for the firm.

Smart Business Metrics will:

help you understand your organization's key performance drivers

show you how to set the right targets and measures for your business

enable you to apply quantitative measures to the behaviour of your managers, customers and employees

allow you to make financial and operational decisions

provide you with the tools to enable you to make strategic decisions based on factual analysis.

Contents

Part 1 Do your metrics miss the wood for the trees?

This part shows why smartmetrics are needed. All firms use metrics but most are poorly designed. How the wrong metrics distort performance and why individual managers will not make the best decisions for the firm without smartmetrics to guide them.

1 Doing the right thing

This chapter illustrates the problems of non-scientific strategy decisions: while the direction of strategy is right, the details are wrong

How strategy gets set - case scenarios of typical strategy setting processes

How poor measures lead to internal fights and lack of alignment eg data consistency vs usable reports, sales revenue vs profitability

How strategy leads to the right idea but the wrong results eg NHS, CEO bonuses, e-business, Enron and derivatives.

2 Why is setting strategy difficult?

This chapter explores the difficulty of getting the right strategic decisions: pinpointing what causes success.

The firm as a complex system.

The causes of complexity: autonomous agents (people and their behaviour)

Issues in complex systems: local optima (empire building); sensitivity to small changes (the devil is in the detail)

The problem of how to know which actions were responsible for success: the credit assignment problem

How these issues appear in practice. Case M&S

3 Pointing managers in the right direction

This chapter shows why managers need a framework to direct their efforts: their unaided intuition is not enough to figure out value drivers and measures.

Why smart people don't make smart decisions

Managerial decision biases and common errors: biases toward the simple, the recent and the local.

Why there is no 'invisible hand' of the market to guide them. Managers acting in their own self-interest will not produce optimal outcomes for the firm. Their different biases and interests lead to a lack of alignment and cooperation.

How firms attempt to impose alignment: process, culture, KPIs

KPIs as the link between value drivers and alignment

The problem of perverse behaviour under KPIs: meeting a stated goal while destroying unstated goals

How alignment affects performance: examples of poor KPI alignment vs examples of good KPI alignment

4 Applying rocket science

This chapter synthesises basic principles of analysis and measures from techniques used in different areas of management

A survey of techniques from various areas of management specialisms, including finance, marketing, operations research, business modelling

Synthesis of the basic principles to address the credit assignment problem: variation, grouping, preferences, linkage and dynamics.

Finding drivers in the depths of the organization. The need to take a whole organization drivers approach. Research findings on success factors for value creation programmes.

Issues in measuring drivers: problems of which financial measures (eg EVA vs TSR) at firm level, measuring both hard and soft factors, problems of group rewards, short vs long term measures, setting KPIs for interacting groups of drivers

non-measurable or rewardable behaviours why they may be needed and how to get them indirectly via measures

Setting KPIs that promote alignment and joined-up thinking: whether the KPI set supports or destroys them. Dynamic analysis from different managerial and customer viewpoints.

Part 2 Constructing Smartmetrics for your business: Killer Analyses

This part shows how to construct the specific smartmetrics that are right for your business. How smartmetrics can have a major impact on performance on all aspects of performance including examples from M&A, marketing, finance, HR and operations.

5 Killer Analyses: setting the right KPIs

Paying for performance setting executive rewards that reward effectiveness

Selling value setting the right salesforce targets

50% of marketing is money wasted find out which half

Futureproofing putting a value on flexibility, the lease vs buy decision

6 Killer Analyses: joined up management

Synergy, synergy, synergy realising M&A value

Black holes getting value from large scale IT investments

Value, but not as we know it e-business channels and the parent firm

Cheap and cheerful? call-centre staffing and performance

Walking the talk giving a consistent performance management message

Neighbours organizational design and cooperation

7 Killer Analyses: finding the drivers

Value that grows on trees: value trees to find where value is created (and destroyed)

How many sizes should we stock? understanding customer segments;

How to stop losing customers churn and customer VAR;

Giving the customers what they want product attribute mix drivers of sales success eg price, discount, service, lead time, relationship (similarity product grouping to find distinctive atts what really drives?)

Laying out the stall retail store configuration and sizing

The War for talent what drives attraction and retention and motivation, designing the total rewards mix;

Linkage what are the behaviours that make for a good employee?

Part 3 Putting Smartmetrics to work

This part addresses implementation and change management issues of how to introduce smartmetrics within your organization

The way forward

This chapter addresses issues of how to introduce the toolset within organizations

How to implement this approach to joined up management

Incremental value analyses vs big bang alignment

Upskilling managers for value creation and alignment

Use of external consultants

The price of value is eternal vigilance

204 pages

Po otrzymaniu zamówienia poinformujemy,
czy wybrany tytuł polskojęzyczny lub anglojęzyczny jest aktualnie na półce księgarni.