Key Intangible Performance Indicators (KIPs) for Organisational Success

2011 ◽  
Vol 2 (3) ◽  
pp. 1-14 ◽  
Author(s):  
Hee Song Ng ◽  
Daisy Mui Hung Kee
Keyword(s):  
Performance Indicators ◽  
Employee Satisfaction ◽  
Significant Shift ◽  
Full Potential ◽  
Continual Improvement ◽  
Intangible Resources ◽  
The Face ◽  
Performance Drivers ◽  
Overall Performance ◽  
Logical Sense

The paper reviews the concept and trend of Key Intangible Performance indicators (KIPs) for organisational success. Although KPIs are useful for tracking tangible performance drivers, KPIs cannot adequately measure intangible performance drivers. Therefore, organisations need to look for KIPs (which measure intangible drivers) in order to generate a complete picture of overall performance of organisations. Evidently, there is a significant shift of emphasis from measuring tangible to intangible performance measures in order to tap the full potential of intangible resources. It makes logical sense for organisations to unlock the intangible values for achieving and sustaining competitive advantage. In the face of globalisation, organisations need to transform themselves into highly competitive organisations to stay ahead of competition and at the forefront of their industries. The development and application of KIPs will be a strategic move to provide further insights and an impetus for continual improvement. From the literature review conducted, it is found that there are many diverse KIPs drivers which impact organisational success. And the most important drivers identified in this paper are leadership, innovation, company image and reputation, and employee satisfaction.

Key Intangible Performance Indicators (KIPs) for Organisational Success

2013 ◽  
pp. 211-225
Author(s):  
Hee Song Ng ◽  
Daisy Mui Hung Kee
Keyword(s):  
Performance Measures ◽  
Performance Indicators ◽  
Employee Satisfaction ◽  
Significant Shift ◽  
Full Potential ◽  
Intangible Resources ◽  
The Face ◽  
Performance Drivers ◽  
Overall Performance ◽  
Logical Sense

The paper reviews the concept and trend of Key Intangible Performance indicators (KIPs) for organisational success. Although KPIs are useful for tracking tangible performance drivers, KPIs cannot adequately measure intangible performance drivers. Therefore, organisations need to look for KIPs (which measure intangible drivers) in order to generate a complete picture of overall performance of organisations. Evidently, there is a significant shift of emphasis from measuring tangible to intangible performance measures in order to tap the full potential of intangible resources. It makes logical sense for organisations to unlock the intangible values for achieving and sustaining competitive advantage. In the face of globalisation, organisations need to transform themselves into highly competitive organisations to stay ahead of competition and at the forefront of their industries. The development and application of KIPs will be a strategic move to provide further insights and an impetus for continual improvement. From the literature review conducted, it is found that there are many diverse KIPs drivers which impact organisational success. And the most important drivers identified in this paper are leadership, innovation, company image and reputation, and employee satisfaction.

Organisational Success

2015 ◽  
pp. 120-137
Author(s):  
Hee Song Ng ◽  
Daisy Mui Hung Kee
Keyword(s):  
Performance Indicators ◽  
Superior Performance ◽  
Significant Shift ◽  
Full Potential ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
The Face ◽  
Performance Drivers ◽  
Overall Performance ◽  
Resources And Capabilities

Organisational success has become the focus of a growing body of research in the field. In this chapter, the authors argue that although Key Performance Indicators (KPIs) are useful for tracking tangible performance drivers, KPIs cannot adequately measure intangible performance drivers. They suggest that Key Intangible Performance Indicators (KIPs) are often the essential characteristic that drives the success of organisations. Top management should incorporate both KPIs and KIPs into success strategy in order to generate a complete picture of the overall performance of organisations. Evidently, there is a significant shift of emphasis from measuring tangible to intangible performance measures. Drawing from the Resource-Based View (RBV), superior performance is attributed to superior resources, and this helps explain why organisations should unlock the full potential of tangible and intangible resources and capabilities in attaining sustainable competitive advantage. In the face of globalisation, organisations need to transform themselves to be highly competitive in order to stay ahead of competition and at the forefront of their industries. The development and application of KIPs will be a strategic move to provide further insights and an impetus for continual improvement. The authors fill a gap in the resource-based literature by identifying four critical KIPs that influence the success of organisations, and they are leadership, innovation, reputation, and employee satisfaction.

scholarly journals Performance Indicators of Indian Railways at Glance

2017 ◽  
Vol 16 (1) ◽  
pp. 61-75
Author(s):  
V Murugaiah ◽  
Raghavendra Prasanna Kumar
Keyword(s):  
Performance Indicators ◽  
Research Paper ◽  
Level Of Service ◽  
Keen Interest ◽  
Technological Developments ◽  
Overall Performance

Indian Railways is aware of the need to be up-to-datewith modern technological developments and best globalpractices to cash on the growing opportunity in freight and passenger business and provide the desired level of service to its passengers and customers. In this research paper, an attempt is made to evaluate the overall performance of Indian railways over the last ten years &to study the comparative position of train accidents and measures to improve safety by Indian Railways. The outcome of the study will explain in detail about the efficiency of Indian railways. Indian railways has always shown keen interest in taking advantage of technology to provide safety for the passengers.

Performance of Small-Scale Irrigation Schemes Under Climate Change in Low- and Middle-Income Countries

2018 ◽  
pp. 33-70 ◽  
Author(s):  
Edgar Muhoyi ◽  
Josue Mbonigaba
Keyword(s):  
Performance Indicators ◽  
Poverty Reduction ◽  
Policy Implications ◽  
Small Scale ◽  
Full Potential ◽  
Irrigation Performance ◽  
Middle Income ◽  
Middle Income Countries ◽  
Agricultural Performance ◽  
Small Scale Irrigation

Small-scale irrigation schemes (SSIS) in developing countries have been crucial, but the evidence about their performance has not been sufficiently analyzed. This chapter documents such evidence by reviewing and classifying the performance indicators. It also assesses literature on whether there are discernible trends in the efficiency of SSIS, identifies and classifies SSIS constraints, and characterizes various channels through which SSIS might affect poverty. Objectives are achieved via a systematic review of literature from 1990 to 2017. Results indicate a lack of standardization of irrigation performance indicators, and there is evidence that irrigation has boosted agricultural performance. Even though SSIS were associated with higher productivity than rain-fed agriculture, they performed below their full potential due to undervaluation of irrigation water by irrigation authorities, farmer characteristics, costs, institutional setups, the policy environment, and design, cultural, community, and environmental issues. SSIS are important tools for poverty reduction, and relevant policy implications are outlined.

What does labor displacement mean for management consulting firms?

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Edouard Ribes
Keyword(s):  
Performance Indicators ◽  
Design Methodology ◽  
Production Costs ◽  
Management Consulting ◽  
Full Potential ◽  
Content Type ◽  
Consulting Firms ◽  
Standard Linear ◽  
Linear Regressions ◽  
Made In

Purpose This study aims to empirically investigate the effects of labor displacement on US management consulting (MC) firms. Design/methodology/approach This paper leverages standard linear regressions to identify and discuss correlations between progresses made in terms of labor displacement and the evolution of MC firms performance indicators. Findings In the context of US MC practices, the study shows that for every percent of work displaced, production costs are reduced by $3.7/h on average. It also highlights that as prices also go down by $3.3/h on average per percent of work displaced, off/near-shoring increases MC practices profitability. Displacing labor is yet a transformation that occurs mainly in very large firms (i.e. more than 1,000+ employees) and its full potential takes more than 4–5 years to realize. Originality/value This study provides new empirical benchmarks of the effect of labor displacement on MC firms. This study shows how long off/near-shoring takes to reach its full maturity.

scholarly journals Viewpoint Robustness of Automated Facial Action Unit Detection Systems

2021 ◽  
Vol 11 (23) ◽  
pp. 11171
Author(s):  
Shushi Namba ◽  
Wataru Sato ◽  
Sakiko Yoshikawa
Keyword(s):  
Prediction Accuracy ◽  
Detection System ◽  
Action Unit ◽  
Action Detection ◽  
Facial Action ◽  
Detection Systems ◽  
The Face ◽  
Overall Performance ◽  
Action Unit Detection ◽  
Facial Images

Automatic facial action detection is important, but no previous studies have evaluated pre-trained models on the accuracy of facial action detection as the angle of the face changes from frontal to profile. Using static facial images obtained at various angles (0°, 15°, 30°, and 45°), we investigated the performance of three automated facial action detection systems (FaceReader, OpenFace, and Py-feat). The overall performance was best for OpenFace, followed by FaceReader and Py-Feat. The performance of FaceReader significantly decreased at 45° compared to that at other angles, while the performance of Py-Feat did not differ among the four angles. The performance of OpenFace decreased as the target face turned sideways. Prediction accuracy and robustness to angle changes varied with the target facial components and action detection system.

Harnessing Optimism in Response to Musical Challenges

2019 ◽  
Vol 106 (2) ◽  
pp. 22-27
Author(s):  
Seth A. Taft
Keyword(s):  
Direct Effect ◽  
Significant Role ◽  
Self Efficacy ◽  
Performance Outcomes ◽  
Music Psychology ◽  
Predicting Success ◽  
The Face ◽  
Overall Performance ◽  
Pedagogical Approaches

Challenges are a constant across all kinds of musical contexts, and teachers are always looking for ways to help students overcome them. While there are many technical and pedagogical approaches to helping students achieve in music, psychology also plays a significant role in the struggles that students face. Counteractive optimism, the act of predicting success in preparation for completing a difficult task, improves performance in the face of challenge and serves as a vehicle for the development of self-efficacy, which has a powerful direct effect on overall performance outcomes. In this article, I explain counteractive optimism and self-efficacy, their benefits, and their direct applications to music.

scholarly journals What collaborative planning practices lack and the design cycle can offer: Back to the drawing table

2020 ◽  
pp. 147309522091307 ◽  
Author(s):  
Terry van Dijk
Keyword(s):  
Spatial Planning ◽  
Metropolitan Areas ◽  
Collaborative Planning ◽  
Full Potential ◽  
Collaborative Model ◽  
Collaborative Processes ◽  
Design Cycle ◽  
The Face

This article critically discusses the premises underpinning the collaborative ideal, which has become central to Western spatial planning practices. With their emphasis on a structure which focuses on the problem, actors, deliberation, agreement and acceptability, collaborative processes produce conservative choices. However, this approach might not effectively address the big challenges confronting our metropolitan areas and regions today. Instead, the essence of choosing how to respond in the face of long-term challenges is a thorough analysis of the situation (beyond just the actors’ wishes), generation of a wide array of possible actions (more creative than mere compromises), and arriving at decisions which demonstrate vision and leadership. This resembles the design cycle, which we claim enriches the collaborative model. We propose principles for a more creative governance which suggest emphasizing the exploitation of an area’s full potential instead of solving its specific problems.

An integrated framework for analysing performance indicators of Indian microfinance institutions: a multi-stakeholder perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amit Kumar Bardhan ◽  
Barnali Nag ◽  
Chandra Sekhar Mishra ◽  
Pradeep Kumar Tarei
Keyword(s):  
Decision Making ◽  
Financial Performance ◽  
Performance Indicators ◽  
Social Performance ◽  
Microfinance Institutions ◽  
Dyadic Relationship ◽  
Content Type ◽  
Integrated Framework ◽  
Overall Performance ◽  
Performance Dimensions

PurposeAn amalgamation of Decision-Making Trial and Evaluation Laboratory (DEMATEL) and Analytical Network Process (ANP) has been performed to develop a decision-making framework for improving the overall performance of the microfinance institutions. A primary survey was conducted to collect real-time data from the heterogeneous stakeholders of microfinance institutions across India. The validation of the proposed framework is performed by comparing the results against the conventional method of Analytical Hierarchy Process (AHP).Design/methodology/approachThis study identifies various dimensions and indicators for measuring the performance of Indian microfinance institutions. Additionally, the ranking and prioritisation of the performance dimensions and indicators is obtained by considering the mutual interrelation between them.FindingsThe study indicates that there exists a significant dyadic relationship between financial performance and social performance for improving the overall performance of the microfinance institutions. Governance is found to unidirectionally influence both financial and social performance. Among all the considered dimensions, financial performance of a microfinance institution is the most critical dimension for improving the overall performance. The top five performance indicators of the Indian microfinance institutions are funding source, borrowing and overhead cost, size of the firm, end-use of the money and depth of outreach.Research limitations/implicationsThe study was conducted in the context of Indian microfinance institutions; hence the scope of generalisation of the results is limited. This research considers both subjective and objective aspect of the performance dimensions and indicators from the perspective of multiple stakeholders (i.e. firm, society and regulator). The integrated framework is expected to aid in improving overall performance of microfinance institutions by focusing on the most critical (high prioritised) performance indicators.Originality/valueAn integrated DEMATEL-ANP framework is used in the domain of microfinance to assess the performance dimensions. This study is unique in terms of analysing performance of microfinance institutions from the perspective of heterogeneous stakeholders.

Interactive Dashboard Design for Manager, Data Analyst and Data Scientist Perspective

2021 ◽  
Author(s):  
Temitope Olubunmi Awodiji
Keyword(s):  
Best Practices ◽  
Business Intelligence ◽  
Performance Indicators ◽  
Business Performance ◽  
Objective Assessment ◽  
Relevant Information ◽  
Good Decision ◽  
Data Analyst ◽  
Overall Performance ◽  
Data Scientist

With large amounts of unstructured data being produced every day, organizations are trying to extract as much relevant information as possible. This massive quantity of data is collected from a variety of sources, and data analysts and data scientists use it to create a dashboard that provides a complete picture of the organization's performance. Dashboards are business intelligence (BI) reporting tools that collect and show key metrics and key performance indicators (KPIs) on a single screen, enabling users to monitor and analyse business performance at a glance. An objective assessment of the company's overall performance, as well as of each department, is provided. If each department has access to the dashboard, it may serve as a springboard for future discussion and good decision-making. The goal of this article is to explain in detail the implementation of Dashboard and how it works, which will serve as a blueprint for building an effective dashboard with respect to best practices for dashboard design.

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