Key performance indicators

Dashboard Design Concepts

Olga Scrivner, PhD

President, Scrivner Solutions Inc

What are key performance indicators?

"If you can't measure it, you can't manage it"

          Key performance indicators

• Monitor the company's health

• Track progress against business goals

• Inform strategic and day-to-day decision making

• Highlight areas that need attention

• Provide a basis for strategic and operational improvement

¹ Smith, Bernie. (2022). Made to measure KPIs.

What are key performance indicators?

"If you can't measure it, you can't manage it"

          Key performance indicators

• Monitor the company's health

• Track progress against business goals

• Inform strategic and day-to-day decision making

• Highlight areas that need attention

• Provide a basis for strategic and operational improvement

¹ Smith, Bernie. (2022). Made to measure KPIs.

What are key performance indicators?

"If you can't measure it, you can't manage it"

          Key performance indicators

• Monitor the company's health

• Track progress against business goals

• Inform strategic and day-to-day decision making

• Highlight areas that need attention

• Provide a basis for strategic and operational improvement

¹ Smith, Bernie. (2022). Made to measure KPIs.

What are key performance indicators?

"If you can't measure it, you can't manage it"

          Key performance indicators

• Monitor the company's health

• Track progress against business goals

• Inform strategic and day-to-day decision making

• Highlight areas that need attention

• Provide a basis for strategic and operational improvement

¹ Smith, Bernie. (2022). Made to measure KPIs.

KPIs measurements and types

                    Operational measurements

          Strategic impact measurements

¹ Wilsey,David. (2017). Types of KPIs: The logic model and beyond.

KPIs measurements and types

                    Operational measurements

          Strategic impact measurements

¹ Wilsey,David. (2017). Types of KPIs: The logic model and beyond.

KPIs measurements and types

                    Operational measurements

          Strategic impact measurements

¹ Wilsey,David. (2017). Types of KPIs: The logic model and beyond.

KPIs measurements and types

                    Operational measurements

          Strategic impact measurements

¹ Wilsey,David. (2017). Types of KPIs: The logic model and beyond.

Kaplan & Norton balanced KPIs

                      Effective business management: KPIs from different perspectives

Kaplan & Norton balanced KPIs

                      Effective business management: KPIs from different perspectives

Kaplan & Norton balanced KPIs

                      Effective business management: KPIs from different perspectives

Kaplan & Norton balanced KPIs

                      Effective business management: KPIs from different perspectives

Kaplan & Norton balanced KPIs

                      Effective business management: KPIs from different perspectives

Are you leading or lagging?

 

• Where your business has been

• Outcomes (output metrics)

• High-level metrics (revenue)

• Example: sales revenue

• Where your business is going

• Progress (input metrics)

• Faster feedback

• Example: number of calls per sale rep

 

¹ Watts, Stephen. (2019) "Leading vs. Lagging Indicators: What's the Difference?"

Objectives and key results (OKRs)

Objectives: significant/defined goal + Key Results: measurable success criteria to track goals

¹ Maasik, Alexander. 2021. Step-by-step guide to OKRs. Weekdone.

Objectives and key results (OKRs)

Objectives: significant/defined goal + Key Results: measurable success criteria to track goals

¹ Maasik, Alexander. 2021. Step-by-step guide to OKRs. Weekdone.

Objectives and key results (OKRs)

Objectives: significant/defined goal + Key Results: measurable success criteria to track goals

¹ Maasik, Alexander. 2021. Step-by-step guide to OKRs. Weekdone.

Objectives and key results (OKRs)

Objectives: significant/defined goal + Key Results: measurable success criteria to track goals

¹ Maasik, Alexander. 2021. Step-by-step guide to OKRs. Weekdone.

Objectives and key results (OKRs)

Objectives: significant/defined goal + Key Results: measurable success criteria to track goals

¹ Maasik, Alexander. 2021. Step-by-step guide to OKRs. Weekdone.

Objectives and key results (OKRs)

Objectives: significant/defined goal + Key Results: measurable success criteria to track goals

¹ Maasik, Alexander. 2021. Step-by-step guide to OKRs. Weekdone.

Objectives and key results (OKRs)

Objectives: significant/defined goal + Key Results: measurable success criteria to track goals

¹ Maasik, Alexander. 2021. Step-by-step guide to OKRs. Weekdone.

Objectives and key results (OKRs)

Objectives: significant/defined goal + Key Results: measurable success criteria to track goals

¹ Maasik, Alexander. 2021. Step-by-step guide to OKRs. Weekdone.

Goals: be S.M.A.R.T. or even S.M.A.R.T.E.R.

There's a S.M.A.R.T way to write management's' goals and objectives$^1$

¹ Doran, George. (1987). There's a S.M.A.R.T. way to write management's goals and objectives.

Goals: be S.M.A.R.T. or even S.M.A.R.T.E.R.

There's a S.M.A.R.T way to write management's' goals and objectives$^1$

¹ Doran, George. (1987). There's a S.M.A.R.T. way to write management's goals and objectives.

Goals: be S.M.A.R.T. or even S.M.A.R.T.E.R.

There's a S.M.A.R.T way to write management's' goals and objectives$^1$

¹ Doran, George. (1987). There's a S.M.A.R.T. way to write management's goals and objectives.

Goals: be S.M.A.R.T. or even S.M.A.R.T.E.R.

There's a S.M.A.R.T way to write management's' goals and objectives$^1$

¹ Doran, George. (1987). There's a S.M.A.R.T. way to write management's goals and objectives.

Goals: be S.M.A.R.T. or even S.M.A.R.T.E.R.

There's a S.M.A.R.T way to write management's' goals and objectives$^1$

¹ Doran, George. (1987). There's a S.M.A.R.T. way to write management's goals and objectives.

Goals: be S.M.A.R.T. or even S.M.A.R.T.E.R.

There's a S.M.A.R.T way to write management's' goals and objectives$^1$

¹ Doran, George. (1987). There's a S.M.A.R.T. way to write management's goals and objectives.

Goals: be S.M.A.R.T. or even S.M.A.R.T.E.R.

There's a S.M.A.R.T way to write management's' goals and objectives$^1$

¹ Doran, George. (1987). There's a S.M.A.R.T. way to write management's goals and objectives.

Let's practice!

Dashboard Design Concepts