Implementing a strategy successfully

2001 ◽  
Vol 5 (4) ◽  
pp. 4-6 ◽  
Author(s):  
Joseph A. De Feo ◽  
Alexander Janssen
Keyword(s):  
Performance Indicators ◽  
Corporate Strategy ◽  
Key Performance Indicators ◽  
Top Management ◽  
The Third ◽  
Management Leadership ◽  
Strategic Goals

This is the third in a series of articles on strategic deployment and identifies the necessary steps to take in deploying the process. Describes ten such steps for corporate strategy to become an integral part of an organization’s culture: establishing a vision; agreeing on a mission; developing key strategies; developing strategic goals; establishing values; communicating company policies; providing top management leadership; deploying goals, measuring progress with key performance indicators and finally, reviewing progress.

Methodicial Bases or HR-Strategy Formation: From Strategic Alternatives to Key Performance Indicators

2017 ◽  
Vol 22 ◽  
pp. 112-120
Author(s):  
Svitlana Dovbnya ◽  
Oleksandra Pysmenna
Keyword(s):  
Social Responsibility ◽  
Corporate Culture ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Strategy Formation ◽  
Operational Strategies ◽  
Personnel Expenses ◽  
Strategic Goals ◽  
Hr Strategy

The purpose of this work was to systematize basic stages of strategic HR management. The main difference between traditional strategic management and personnel one is in strategic alternatives forming. According to development of human capital concept and escalating сorporate social responsibility three components of HR strategy were suggested: “quality of personnel-expenses”, “employees' interaction, vector of corporate culture and social responsibility”, “personnel development”. The combination of these types allows to form valid strategic alternatives of HR strategy. The condition for the effective implementation of the strategy is its decomposition to the level of key performance indicators. Purpose KPIs is the ability to assess the implementation of operational strategies and achieve strategic goals.

scholarly journals Lean Information Management: Criteria For Selecting Key Performance Indicators At Shop Floor

2015 ◽  
Vol 66 (1) ◽  
pp. 67-72 ◽  
Author(s):  
Maria Virginia Iuga ◽  
Claudiu Vasile Kifor ◽  
Liviu-Ion Rosca
Keyword(s):  
Information Management ◽  
Performance Indicators ◽  
Selection Criteria ◽  
Corporate Strategy ◽  
Performance Metrics ◽  
Key Performance Indicators ◽  
Shop Floor ◽  
Research Gaps ◽  
Floor Level ◽  
The Right

AbstractMost successful organizations worldwide use key performance indicators as an important part of their corporate strategy in order to forecast, measure and plan their businesses. Performance metrics vary in their purpose, definition and content. Therefore, the way organizations select what they think are the optimal indicators for their businesses varies from company to company, sometimes even from department to department. This study aims to answer the question of what is the most suitable way to define and select key performance indicators. More than that, it identifies the right criteria to select key performance indicators at shop floor level. This paper contributes to prior research by analysing and comparing previously researched selection criteria and proposes an original six-criteria-model, which caters towards choosing the most adequate KPIs. Furthermore, the authors take the research a step further by further steps to closed research gaps within this field of study.

scholarly journals Key Performance Indicators Influence to Team Building

2018 ◽  
pp. 161-165
Keyword(s):  
Performance Indicators ◽  
Team Building ◽  
Team Sports ◽  
Key Performance Indicators ◽  
Team Work ◽  
American Football ◽  
Advantages And Disadvantages ◽  
Unstable Environment ◽  
Strategic Goals ◽  
Active Implementation

Active implementation by Russian companies of management systems based on key performance indicators (KPI) aimed at achieving the strategic goals of an organization, is impossible without the activation of team methods of work. The purpose of this paper is to justify the influence of key performance indicators on the process of forming teams. In the modern hypercompetitive and unstable environment, the issues of creating and managing teams that are able to react quickly to changes are highly relevant. The objective of the paper is to reveal the importance of the influence of key performance indicators on teamwork, the proper setting of them, contributing to the creation and maintenance of teamwork, the creative approach to the development of key performance indicators, not based on the analysis of the past, and analyzing the probable future. The paper discusses the basic principles of teamwork; methods of forming teams using key performance indicators, such as parametric, sociometric, and experimental. The advantages and disadvantages of these methods are revealed. There is an analogy with the team sports: baseball, American football, basketball. An example of the development of team key performance indicators is given. Questions of the conditions of successful team work and how key performance indicators can influence the success of the team are raised.

scholarly journals Developing of the motivation mechanism, aimed on the company developing strategy realization

KANT ◽  
2020 ◽  
Vol 37 (4) ◽  
pp. 213-216
Author(s):  
Anastasiia Tikhomirova
Keyword(s):  
Performance Indicators ◽  
Key Performance Indicators ◽  
Logical Structure ◽  
Developing Strategy ◽  
Grading System ◽  
Motivation Mechanism ◽  
Strategic Goals ◽  
Motivational Mechanism

The article shows the relevance of developing a motivational mechanism aimed at implementing the organization's strategic goals. The purpose, problem, and hypothesis of the study are identified, and its logical structure is presented. Recommendations are given for the development of technology for solving management tasks using key performance indicators (KPIs) of employees. A motivational mechanism for forming employees ' salaries with the use of performance indicators to achieve the organization's strategic goals has been developed. A system of motivation based on the grading system of remuneration has been formed.

Texica Limited (A): A Day in the Life of a Consultant1

2017 ◽  
pp. 1-8
Author(s):  
Sunil Kumar Maheshwari ◽  
Prantika Ray
Keyword(s):  
Human Resource ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Top Management ◽  
Appraisal System ◽  
Job Description ◽  
Deep Dive ◽  
Job Allocation ◽  
Wide Experience ◽  
Operational Issues

The Chairman of the 60-year old company Texica, Ashutosh Verma approached Dr. Asim Vakil who had wide experience in consulting turnaround activities in declining organizations. The organization had undergone a few rounds of downsizing and was also reporting about 15–20% attrition in the organization. Vakil was requested to redesign the job description and the appraisal system of the employees. He found several gaps in the existing process. The human resource processes were not well-structured and the key performance indicators of the employees were not communicated to them properly. So, the team decided to deep-dive into the activity based job allocation to different employees and found interesting results. They decided to discuss their results with the Chairman. The Chairman asked the team to discuss the results with the top management of the organization. The meeting was aimed at identifying not only the operational issues in the organization but also the attitudinal problems in the organization.

scholarly journals The Role of Sustainability Key Performance Indicators (KPIs) in Implementing Sustainable Strategies

2019 ◽  
Vol 11 (20) ◽  
pp. 5742 ◽  
Author(s):  
Ivo Hristov ◽  
Antonio Chirico
Keyword(s):  
Performance Indicators ◽  
Management Practices ◽  
Corporate Strategy ◽  
Key Performance Indicators ◽  
Company Performance ◽  
Academic World ◽  
Proposed Model ◽  
New Perspective ◽  
Value Creation Process

The role of sustainability dimensions in the value creation process has attracted considerable interest in the scientific academic world in the last two decades. The 2030 Agenda, which fixed the sustainable goals (SDGs) to safeguard our planet, highlighted the fundamental role of sustainability issues. In this context, companies around the world need to integrate their strategies with environmental, social, and economic dimensions. However, sustainability aspects are often not linked to company strategies, and there has been growing difficulty in measuring sustainable development by adopting an appropriate set of key performance indicators (KPIs). Accordingly, the aim of this study is as follows: (1) to identify the suitable KPIs that affect company performance, based on the literature and management practices, and (2) to propose a new perspective on a way to integrate sustainability issues in company strategies. Based on a systematic procedure, we obtained 82 papers that focus on KPIs related to sustainability issues. Following a review of papers and a survey conducted with Italian managers, we developed a sustainability perspective by selecting the most appropriate KPI system for each of the dimensions discussed. The proposed model suggests that incorporating sustainability dimensions within corporate strategy would allow strategic alignment in order to gain competitive advantage and therefore create sustainability value.

scholarly journals Key Performance Indicators for Social-Science and Humanities Journals: Editorial

2021 ◽  
Vol 22 (1) ◽  
pp. 1-11
Author(s):  
Abdulrahman Al Lily ◽  
Abdelrahim Ismail ◽  
Khaled Ben-Motreb ◽  
Misfer AlSalouli ◽  
Fathi Abunasser ◽  
...  
Keyword(s):  
Social Science ◽  
Performance Indicators ◽  
Scientific Journal ◽  
Key Performance Indicators ◽  
Human Potential ◽  
Board Members ◽  
Expected Time ◽  
The Third ◽  
Starting Point

Twelve academic critics (interested in the management of academic journals) have been invited to partake in the composition of this editorial. They have engaged in three main rounds to craft standards for journals. Five holistic standards have been manufactured, each one consisting of measurable key performance indicators. The first is human potential, which discusses, for instance, the representation of genders among editorial board members and reviewers. The second is ethics, for example, problematising the practice of judging articles and journals merely based on their ability to attract citations, and thus make a so-called ‘impact’. The third is regulations, deeming it necessary to ensure transparency and protect authors' rights (e.g. by publishing the expected time from submission to first decisions). The fourth is digital quality, such as the online publication of manuscripts right after their acceptance. The fifth is technical sophistication, including the availability of regularly published statistics on the journal’s workflow. This editorial has three strong points: first, it discusses the proposed standards by comparing them with existing standards imposed by major organisations (namely Scopus and Clarivate); second, it sheds light on potential challenges that may be encountered when exposing Arab journals to the proposed standards, hoping that these standards act as a starting point for a fundamental reform in Arab journals; third, it evaluates the Scientific Journal of King Faisal University according to the proposed standards, thereby empirically testing out these standards.

scholarly journals Indicadores de desempenho como ferramenta de gestão no terceiro setor: um caso prático aplicado a um sindicato patronal

2018 ◽  
Vol 17 (2) ◽  
pp. 733-756
Author(s):  
Leonardo Fabris Lugoboni ◽  
Camilla Sampaio Custódio Cabral ◽  
Amanda Russo Chirotto ◽  
Marcus Vinicius Moreira Zittei
Keyword(s):  
Trade Union ◽  
Performance Indicators ◽  
Trade Unions ◽  
Third Sector ◽  
Key Performance Indicators ◽  
Management Tool ◽  
Practical Case ◽  
Exploratory Research ◽  
The Third ◽  
The Third Sector

Resumo: A utilização de ferramentas de monitoramento, controle e análise de desempenho estão cada vez mais evidentes e necessárias, principalmente ao analisar a situação do cenário econômico e competitivo em que as organizações estão se deparando. No terceiro setor o cenário não é diferente, ao mesmo passo que as organizações crescem, a competitividade e a necessidade de evolução são latentes. Nesse contexto, unindo a necessidade de criar ferramentas de controle e a complexidade do terceiro setor, nesta pesquisa teve-se como objetivo compreender quais indicadores de desempenho são utilizados por uma entidade sindical, e de que forma eles auxiliam na gestão dessas entidades. Para isso, foi realizada uma pesquisa exploratória, utilizando como procedimento entrevista com quatro gestores da entidade sindical. Os resultados evidenciaram que a avaliação de desempenho faz parte da cultura organizacional do sindicato, utilizando ferramentas como: planejamento estratégico, participação em programas de qualidade do segmento e indicadores de desempenho. Todos os departamentos pesquisados utilizam indicadores de desempenho, com medições distribuídas entre: semestrais e anuais, com divulgações que são realizadas por meio de relatórios e reuniões. A opinião dos entrevistados é uniforme ao considerar a relevância da utilização dos indicadores, assim como a aderência ao conceito de ferramenta de gestão para o terceiro setor.Palavras-chave: Indicadores de desempenho. Sindicatos. Terceiro setor. Indicadores. Key performance indicators as a management tool in the third sector: a practical case applied to a trade union Abstract: The use of monitoring, control and performance analysis tools are becoming more evident and necessary, especially when analyzing the economic and competitive scenario that companies are facing. This scenario is no different in the third sector: while organizations grow, competitiveness and the need for evolution become latent. In this context, bringing together the need to create control tools and the complexity of the third sector, this research aims to understand which key performance indicators are used by a union, and how they assist in the management of these entities. To this end, exploratory research was carried out using interviews with four trade union managers. The results revealed that performance evaluation is part of the union’s organizational culture, by using tools such as strategic planning, participation in the sector’s quality programs, and key performance indicators. All the departments surveyed use key performance indicators, with semiannual and annual measurements, and disclosures that occur by means of reports and meetings. The opinion of the interviewees is always equal concerning the relevance of the use of indicators, as well as adherence to the concept of management tools for the third sector.Keywords: Key performance indicators. Trade unions. Third sector. Indicators.

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