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KPI and Objectives Setting for Managers
KPI and Objectives Setting for Managers
KPI and Objectives Setting for Managers

KPI and Objectives Setting for Managers

KPI and Objectives Setting for Managers
KPI and Objectives Setting for Managers

Day 1 The language and process of strategy and objective setting

An introduction to strategy and its role in establishing business objectives

Session 1: Introductions and expectations

Introduction to the speaker/delegates

Setting expectations understanding the delegates needs?

An outline of the programme

Session 2: Setting the scene the link between business strategy, business objectives and KPIs

What is strategy?

The 5 steps of strategy management

Strategic themes, business objectives and KPIs

Session 3: Building your strategy approaches and techniques

The key strategic questions

Defining competitive strategies

Case studies: Three separate, real-life strategies will be examined and the rationale for their development discussed.

Exercise: Delegates will be encouraged to use the key strategic questionsto define strategies for their business units based on their existing understanding of company strategy

Session 4: Describing your chosen strategy the concept of Strategy Wavesthe start point for developing strategic objectives

What is a strategy wave?

Examples of strategy waves (chemical industry example; outsourcing industry example)

Exercise: Build the strategy waves for your organization a facilitated exercise for participants to describe their own organizations strategy in terms of strategy waves

own organization ’ s strategy in terms of strategy waves DAY 2 Developing objectives through strategy

DAY 2 Developing objectives through strategy mapping and business cascading

Strategy maps are the basis for setting organizational objectives. This days modules provide hands on experience in developing strategy maps

Session 5: Understanding the balanced scorecard and strategy maps

What is a balanced scorecard?

Strategy maps

How strategy maps focus the development of key performance indicators

Case study: Delegates will be introduced to several real life strategy maps

Session 6: A practical guide to building strategy maps that work

The key elements of the strategy map

Using strategy waves to create the strategy map framework

Building a strategy map how much detail should be included?

Exercise: Delegates will be presented with a business scenario and asked to create a strategy map that reflects the organisations

chosen strategy

Session 7: Build your strategy map

Exercise: A facilitated exercise to allow delegates to build a corporate level strategy map for their own business or functional area

Session 8: Cascading strategy maps to develop objectives for business units and support functions

Cascading strategy maps

Linking

objectives

to

achieve

alignment

business

Exercise: Developing cascaded objectives a facilitated exercise for participants to develop cascaded objectives for:

a) a support function and

b) a business unit

DAY 3 Developing performance measures

A practical guide to ensuring that your measures are meaningful and linked to organizational outcomes.’

Session 9: Measuring strategic performance The rules for developing good performance measures

Key performance indicators or key performance insights?

Understanding what makes a good performance measure

Differentiating corporate performance measurement from personal performance measurement

The challenge of collecting data

Session 10: Building measures

Exercise: Delegates will be presented with several real life scenarios and will use their knowledge of measure design to develop a series of meaningful key performance indicators

Session 11: Populating your strategy maps

Exercise: Delegates will use their growing knowledge of measure development to create key performance indicators for one or more of the strategy maps created during Day 2

Session 12: Setting objectives and performance indicators for individulas

Linking personal goals to wider organizational objectives

Linking personal goals to wider organizational objectives • Setting personal KPIs • Evaluating employees •

Setting personal KPIs

Evaluating employees

Exercise: Delegates will develop a set of personal KPIs based on their wider business unit goals

Using objectives and measures to improve business reviews and decision making

Using objectives and measures to accelerate business decision making.’

Session 13: Effective monthly management reviews

Designing management review meetings that work

What are business questions

Why measures should be groupedfor more effective business insights

A new type of management report

Innovative analysis techniques

Exercise: Delegates will develop appropriate business questions for their own business unit and will start to map KPIs to the questions

Session 14: Effective monthly management reviews

The need for a dedicated business analysis group

Roles and responsibilities for the OSM

The new monthly management cycle

Session 15: Wrap up and take aways

An opensession to address outstanding questions form the course and to plan next stepsfor the irganisation