Ultimate Guide to Enterprise KPIs
Building KPIs is hard and has lots of hidden traps. That's why I developed a bullet-proof seven step method for larger organisations to develop the right selection of KPIs to achieve their business goals. This method is called the ROKS Enterprise™ approach. ROKS stands for Results-Orientated KPI System. This site is packed with free resources on the ROKS Enterprise™ method and this page is designed to help you navigate the resources in a logical way, bookmark it now!
The content links are grouped by ROKS approach step. Here you go, and don't be shy about getting in touch using the contact form...
Who is the ROKS Enterprise™ approach designed for?
Medium to large enterprises that want to use their strategic objectives to develop focussed, effective set of performance indicators. It can also be useful for smaller organisations with complex or unusual needs.
The ROKS™ methodology provides seven logical steps for KPI development...
Step 1: Clear Strategy
Not having a clear strategy (or worse still, having a strategy that is woolly or vague) will completely undermine all your work on KPIs. The good news is that there are some checks you can run to see if your strategy is fit for creating meaningful KPIs.
Agree what you are trying to achieve
- Review strategy documentation
- Identify strategic objectives
- Where and how will your KPIs be used?
Step 2: Engage
Experience taught me the hard way, if you don't have the right people in the room when you develop and agree your KPIs, you might as well have not bothered - you will have to do it all over again. This step is all about identifying the right people to involve at the start, how to involve them and keeping track of that involvement.
Engage stakeholders and assess situation
- Identify key stakeholders
- Develop communications plan
- Cognitive design training
- Review existing reports and dashboards
Step 3: Longlist
People tend to want jump straight to the 'right answer' and may miss many critical KPIs by doing this. The ROKS method separates KPI selection into two stages. The first stage 'longlisting', using KPI Trees, builds a full model of all the potential KPIs, without worrying about how important or practical those measures are. This list will be waaaay too long, but don't worry, we have a structured way of reducing this list in Step 4.
KPI Trees to create 'longlist'
- Draft 'KPI Trees' in stakeholder workshops
- Run follow-up results mapping workshop
- Redraft, review and sign off KPI Trees
'How to Build a KPI Tree' Webinar
A 45 minute session covering...
- What KPI Trees are and when to use them
- Demonstration, building a real-world KPI Tree
- Five tips on getting the most from your KPI Trees
The session will include useful free downloads and some a brilliant offer on my KPI Tree Starter Pack.
Step 4: Shortlist KPIs
It's really easy to get 'carried away' and to try to measure too many things. This shortlisting step offers a bullet-proof way to reduce that list to a manageable size. It also documents the 'why' for which KPIs we selected and which we chose to leave or implement at a later stage.
Develop the measures 'shortlist'
- Workshop importance/ease-of-capture matrix
- Agree 'use, aspire or discard' list
- Set up new measures
- Develop action plans for 'use' and 'aspire' lists
Step 5: Define
Definition is all about writing down some vital information about your shortlisted KPIs, such as which data is used, precise calculations, what is or is not in included in the data etc. Honestly, most organisations will do almost anything to avoid doing this step. If you skip the KPI definition step bad things will happen. The tools provided here will help you think about, and record, all the important aspects of defining your shortlisted KPIs in a clear, logical and readable way.
- Precisely define measures and KPIs
- Document known issues
- Make definitions and notes freely available
Step 6: Prototype
Fully working dashboards and reports can take lots of time, money and effort to implement. Managers often change their minds when they see new reports or dashboards, upsetting their analysts and wasting huge amounts of time and effort. You can avoid this trap by creating 'mockups' your reports, getting sign-off on fully reviewed prototypes and then building the working versions.
Design and test your dashboards and reports
- Review the prototype proposals
- Run dashboard live prototyping sessions
- Review and revise draft dashboard/report
Step 7: Go Live
The best designed KPIs and reports are meaningless until they are part of every-day life in their organisation. Rolling out KPIs involves fixing lots of problems and people. Fortunately many of the issues have been solved in other organisations before, and many of those tools and strategies are outlined in this step. Typical challenges involve slow KPI production process, reporting tool selection, lack of trust in data quality, sustainability and many other factors.
Roll out your KPIs, reports and dashboards
- Get buy-in
- Deal with issues with existing data
- Map the KPI process
- Seek user feedback and tweaks during nursery period
- Hand over to 'business as usual' team
Dealing with problems
Tools and techniques
More useful material
Find out more
Whilst most of the ideas you need to succeed are in the books Bernie has written, sometimes you just need some practical advice on how to apply those ideas to your organisation. A little help can give you a big boost towards your performance goals. Bernie can provide an array of KPI and improvement services to give you fresh insight and new angles to tackle your measurement and improvement problems. A quotation and situation analysis are provided in the 'Initial Review', a completely frank 60 minute phone consultation.
Here's how we do it...
Preparation: We will send you an application form, with costs and payment details for the session. Once payment is made, we will send you a preparation form by email. You can also share any materials or documents you feel will be helpful during the discussion (secure share details are included in the application form).
Timing: We will advise you of the next available consultation slot.
Qualification: Bernie has a lot of demands on his time, with only a few consulting clients accepted. If your need is outside of Bernie's' core expertise he will (gratefully) decline your application but recommend other resources to you.
Focus: These sessions are 100% focussed on delivering the best possible solution to your challenges. There's no agenda to sell further products or services to you, just the intention to deliver the best possible value.
Recording: The call will be recorded and shared with you afterwards, so there's no need to take notes and no chance of missing anything.
Satisfaction: If, within the first 15 minutes of the call, you decide that this isn't right for you, you are free to call a stop to the call - the consultation is free. After 15 mins you are committed to the whole call.
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