scholarly journals Formation of competitive development strategy key performance indicators’ system for consulting companies

2020 ◽  
Vol 18 (1) ◽  
pp. 53-60
Author(s):  
Inna Gruzina ◽  
Maryna Poliukhovych
Keyword(s):  
Development Strategy ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Optimal Number ◽  
Enterprise Development ◽  
Key Factors ◽  
Competitive Strategies ◽  
Intellectual Potential ◽  
Goals And Objectives ◽  
Consulting Companies

The information on the main stages of key performance indicators selection and formation for the process of estimating the competitive development strategy effectiveness of consulting companies is analyzed, the types of indicators, their differences are examined, the existing views and recommendations of researchers and experts on the expediency of using certain indicators directly by consulting companies are generalized. Various areas of consulting are described and it is suggested to take into account the specifics of the consulting business when selecting relevant performance indicators of their competitive strategies. Comprehensive and relentless globalization has made the protection of company’s intellectual capital one of the key factors in the success of enterprise development. As the main asset of any consulting company are people and their intellectual potential, competition in this area has become quite strong and fierce. Since the main asset of the consulting company is people and their intellectual potential, the competition in this field is very strong and fierce. Thus, the predominance of intellectual work requires specific accounting for the assets of consulting companies and an assessment of the efficiency of use of these assets in accordance with the developed strategy. Given the fact that, by their content, performance indicators should assist managers and business owners in making decisions about evaluating the effectiveness of their chosen process or the performance of a particular system in the enterprise, evaluating the effectiveness of business development as a whole, the possibility of using a certain range of indicators to evaluate consulting company’s strategies effectiveness was considered. In particular, the results of the analysis of the main goals and objectives set in the development of a competitive consulting company’s development strategy suggested the use of groups of indicators (both financial and non-financial) to evaluate the effectiveness of the enterprise competitive strategy, enterprise development strategy or directly to evaluate the competitive development strategy of consulting companies. In addition, the emphasis is placed on determining the optimal number of indicators of the consulting company’s development strategy and analysis of data of different size and geography of business of consulting companies.

scholarly journals New Strategic Thinking in Mitigating the Challenges in Implementing Key Performance Indicators (KPIs) and Increasing Efficiency in Corporate Performance Management in MENA Region

2019 ◽  
Vol 10 (4) ◽  
pp. 59
Author(s):  
Moetaz Soubjaki ◽  
Radwan Choughri
Keyword(s):  
Performance Management ◽  
Significant Relationship ◽  
Performance Indicators ◽  
Corporate Performance ◽  
Implementation Process ◽  
Key Performance Indicators ◽  
Strategic Thinking ◽  
Mena Region ◽  
Effective Implementation ◽  
Goals And Objectives

The implementation of key performance indicators (KPIs) is a challenging task for many businesses. Yet, effective implementation of KPIs is among the major determinants of performance and success of an organization. This study explored the new strategic thinking in mitigating the challenges in implementing key performance indicators (KPIs) and increasing efficiency in corporate performance management in the Middle East & North Africa (MENA) region. The study sought to test three hypotheses: (i) there is a significant relationship between having enough training and awareness sessions before implementation and effective implementation of KPIs; (ii) there is a significant relationship between having KPI professionals and specialists and effective implementation of KPIs; and (iii) there is a significant relationship between having clear KPI goals and objectives, on one hand, and the effective implementation of KPIs on the other. Hypotheses 2 and 3 were proved to be true while results for hypothesis 1 were inconclusive. A total of 1007 participants from across the MENA region were involved in the study. The findings demonstrate the importance of having clear KPI goals and objectives and KPI professionals or specialists to oversee the KPI selection and implementation process. Further research should be conducted to establish whether there is a significant relationship between having enough training and awareness sessions before implementation and effective implementation of KPIs.

scholarly journals Methodology of adaptive management of industrial Park structure based on stakeholder approach

2019 ◽  
Vol 80 (4) ◽  
pp. 371-377
Author(s):  
A. E. Plahin
Keyword(s):  
Development Strategy ◽  
Adaptive Management ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Management Systems ◽  
Industrial Park ◽  
Stakeholder Approach ◽  
Management By Objectives ◽  
Development Indicators ◽  
Characteristic Features

The purpose of the scientific research presented in this article is the development of the methodological bases for the management of industrial park structures as objects of management. The necessity of the development and development of adaptive management in modern economic conditions is substantiated. The author set the task of exploring the possibilities of adaptive management technology in the context of the development of a stakeholder approach theory for industrial park structures, involving a large number of stakeholders that directly and indirectly influence activities and the subsequent distribution of the results of these activities among stakeholders effects. The central task of the adaptive management of the industrial park structure as an object of management is the search for a mechanism to adapt the strategic priorities of its existence and the corresponding streamlining of decisions and activities in accordance with the identified strategic priorities. The characteristic features of Management by objectives (MBO), proposed in 1954 by Peter Drucker (DruckerP.), The modified Tableau de bord system developed by Chiapello E., Lebas M., and the concept and adaptive management of key performance indicators Key Performance Indicators ( KPI). The study revealed trends in the structure of services provided by consulting companies for the implementation of adaptive management systems in Russia. A sectoral profile of implemented projects on the implementation of adaptive management systems in Russian companies is presented. The methodological problems of implementing an adaptive control system are studied. In conclusion, the author proposes a methodology for adaptive management of an industrial park structure based on building a set of strategic measures aimed at leveling the development strategy of an industrial park structure depending on the state of development indicators, including for the purpose of making decisions on regulating this system, the set of possible options in case of rejection of the indicative assessment of the result of the activity of the stakeholder.

scholarly journals Key performance indicators of high-tech enterprises

2018 ◽  
Vol 44 ◽  
pp. 00077 ◽  
Author(s):  
Tatyana Verevka
Keyword(s):  
Strategic Management ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
High Tech ◽  
Practical Implementation ◽  
Innovative Development ◽  
The World ◽  
Basic Performance ◽  
The Stability ◽  
Intellectual Potential

In the conditions of the transition to innovative development and digital economy, the unconditional priority is shifted to restoration and transformation of high-tech enterprises. The stability of their strategic developing greatly depends on the efficiency of their business activity and the system of the enterprise strategic management. This article defines the basic performance indicators of high-tech enterprises, the particular features of the system to evaluate the efficiency of strategic management of a high-tech enterprise: innovative, scientific-technological and intellectual potential. On the basis of the analysis of the methods widely used all over the world, we developed a system key performance indicators to evaluate the efficiency of high-tech enterprises, with consideration of particular features of operation and development of high-tech enterprises, to enable evaluating the efficiency of their business activities and management through analyzing the inter-related financial and non-financial performance indicators. The practical implementation of this system will make it possible for high-tech enterprises to form a data base for making strategic solutions to ensure competitive advantage of these enterprises and, as a consequence, facilitate their steady development.

scholarly journals KEY PERFORMANCE INDICATORS OF A CREWING COMPANY ACTIVITY

2019 ◽  
Vol 21 (1(70)) ◽  
pp. 28-36
Author(s):  
O.О. DANCHENKO
Keyword(s):  
Performance Indicators ◽  
Management Practice ◽  
Key Performance Indicators ◽  
Financial Indicators ◽  
Key Factors ◽  
Competitive Position ◽  
Qualitative And Quantitative ◽  
Modern Economic ◽  
System Of Parameters ◽  
Economic Tools

Topicality. Enterprises must inculcate modern economic tools in the management practice to provide efficiency of their work. The universal set of parameters that can be used equally well for all kinds of activity without the exception is absent. The complexity of forming financial results of a crewing company activity and necessity of taking into account the specific features of its functioning require to research the key parameters of effectiveness concerning specifically crewing activity. Aim and tasks. Identification of performance indicators (qualitative and quantitative) of the company, which will cover all aspects of the crewing company activity without any exceptions, taking into consideration the specifics of their activities and the peculiarities of formation of incomes and expenses for various types of crewing. Research results. Most companies use traditional techniques to assess the competitive position on the market. Besides today, more and more attention is paid to valuing the company. In our view, to assess the work of a crewing company, it is necessary to focus on the so-called key performance indicators (KPIs). They are an element of a balanced system of parameters, which should have a set of indicators that can clearly identify the company's goals and the extent to which they are achieved. In particular, it is necessary to use both financial and non-financial indicators, to determine quantitative and qualitative KPIs, as well as perspective and actual indicators. A list of KPIs must be developed for each employee of a crewing company. Their number should not exceed 5-7 indicators. They all should be simple, understandable, clear and achievable. All KPIs should be known to all employees in order to ensure proper transparency, stimulate competition and motivate employees to develop. Conclusion. Today, more emphasis is placed on traditional quantitative financial indicators that reflect the results achieved. In turn, promising indicators as KPIs provide a benchmark for company employees to the place of application of effort and reflect key improvements in the work of the crewing company. Therefore, it is necessary to make efforts and develop promising KPIs in order to determine what factors and how they affect the actual KPIs. This will help identify the specific services and processes that are key factors to the success of the company.

Optimalisasi Key Performance Indicators (KPI) Melalui Pendekatan Balance Scorecard Upaya Mengimplementasikan Performance Management System (PMS) Pada Perguruan Tinggi

CCIT Journal ◽  
2012 ◽  
Vol 6 (1) ◽  
pp. 17-34
Author(s):  
Untung Rahardja ◽  
Muhamad Yusup Eva ◽  
Rosyifa Rosyifa
Keyword(s):  
Performance Indicators ◽  
Management System ◽  
Educational Institution ◽  
Key Performance Indicators ◽  
Individual Performance ◽  
The State ◽  
Public Institution ◽  
Performance Measurement System ◽  
Educational Institutions ◽  
Successful Implementation

SQL Server Reporting Services is a way to analyze data, create reports using the indicators and gauges. Indicators are minimal gauges that convey the state of a single data value at a glance, and most are used to represent the state of Key Performance Indicators. Manage and harmonize the performance of an institution's educational institutions, especially universities with the performance of individuals or resources, no doubt is one of the essential elements for the success of an entity of the institution. Integrate the performance of an educational institution with individual performance is not an easy process, and therefore required a systematic approach to manage it. Implementation of a strategic management system based Balanced Scorecard can be used as a performance measurement system that will continuously monitor the successful implementation of the strategy of any public educational institution and measure the performance of its resources in a comprehensive and balanced, not the quantity but the emphasis is more concerned with the quality, so the performance of educational institutions at any time can be known clearly. Contribution of Key Performance Indicators to manage and harmonize the performance of any public institution is a solution in providing information to realize the extent of work that has set targets, identify and monitor measures of success, of course, with performance indicators show a clear, specific and measurable.

Strategic planning in grassland farming: Principles andapplications

1997 ◽  
pp. 191-197
Author(s):  
W.J. Parker ◽  
N.M. Shadbolt ◽  
D.I. Gray
Keyword(s):  
Strategic Planning ◽  
Performance Indicators ◽  
Cost Effective ◽  
Key Performance Indicators ◽  
Strategic Plans ◽  
Effective Manner ◽  
Farm Business ◽  
Pastoral Farming ◽  
Financial Environment

Three levels of planning can be distinguished in grassland farming: strategic, tactical and operational. The purpose of strategic planning is to achieve a sustainable long-term fit of the farm business with its physical, social and financial environment. In pastoral farming, this essentially means developing plans that maximise and best match pasture growth with animal demand, while generating sufficient income to maintain or enhance farm resources and improvements, and attain personal and financial goals. Strategic plans relate to the whole farm business and are focused on the means to achieve future needs. They should be routinely (at least annually) reviewed and monitored for effectiveness through key performance indicators (e.g., Economic Farm Surplus) that enable progress toward goals to be measured in a timely and cost-effective manner. Failure to link strategy with control is likely to result in unfulfilled plans. Keywords: management, performance

Social Responsibility of Authorities and Local Self-Government in Support of Integrated Development of Territories

2019 ◽  
pp. 22-27
Author(s):  
Victor Dubishchev ◽  
Olesia Hryhorieva ◽  
Iryna Makarenko
Keyword(s):  
Social Responsibility ◽  
Development Strategy ◽  
Global Economy ◽  
Competitive Advantages ◽  
Socially Responsible ◽  
Integrated Development ◽  
Responsible Behavior ◽  
Development Plans ◽  
Key Aspects ◽  
Intellectual Potential

The contemporary approaches to the development of territories are considered in the article. It is noted that the integrated European approach to the development of territories is increasingly being applied in Ukraine. The essence of integrated development, the stages of development of the Integrated Development Strategy (Concept Strategy), emphasized that understanding of the role and functions of government and local self-government in the development and implementation of integrated development of territories should be perceived not only as the current management task, but also as social responsibility to the community and society. The key aspects of socially responsible behavior of authorities and local self-government in ensuring integrated development of territories are determined. It is noted that the perception of the fulfillment of its functions as social responsibility will allow to effectively plan and implement the development plans of the territories, compete for investments and the best jobs; use the local resource of the territory to create competitive advantages of the region, provide motivation and the ability of "key players" to use competitive advantages and to cooperate effectively; create and maintain institutions that promote the use of intellectual potential, ongoing modernization and innovation in the region; to ensure the willingness and ability of key institutions to adapt to the challenges of the global economy.

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