How to build a KPI system?
Download as PPTX, PDF8 likes1,502 views
KPIs are almost universally used in organizations of all types. But are they being used effectively? Are they making an impact on the system? Or are they expensive, consultant-driven projects that simply report performance? A well-designed KPI system provides the right agility to fit your business, and it keeps business in control. In this webinar ( presentation), "Building a KPI Solution" you will • Learn to discover and unleash the real value in your data • Understand how you should plan for and design an effect KPI system • Learn how to specify a solution, and how to avoid vendors that cannot deliver This webinar (presentation) will also cover best practices in solution design, where to define your business logic, how to include analytics, and how to best work with the solution. Discover how organizations of all types are using actionable KPI systems to achieve business outcomes.
![[Whitepaper] Key Performance Indicator (KPI) Strategies: Part 2](https://cdn.slidesharecdn.com/ss_thumbnails/4006-200321162404-thumbnail.jpg?width=560&fit=bounds)
![Intro to Key Performance Indicators [Infographic]](https://cdn.slidesharecdn.com/ss_thumbnails/kpi-infographic-160217090723-thumbnail.jpg?width=560&fit=bounds)
Ad
More Related Content
What's hot (20)
Similar to How to build a KPI system? (20)
Ad
More from Corporater (20)
![[Infographic] Enterprise Risk Management Technology Features – À La Carte](https://cdn.slidesharecdn.com/ss_thumbnails/infographic-enterprise-risk-management-erm-technology-features-a-la-carte-220718065356-14aa590c-thumbnail.jpg?width=560&fit=bounds)
![The Timeline for Operational Resilience Compliance [Infographic]](https://cdn.slidesharecdn.com/ss_thumbnails/operationalresiliencetimelineinfographicsl-211229063322-thumbnail.jpg?width=560&fit=bounds)
Ad
Recently uploaded (20)
How to build a KPI system?
- 1. 1 Corporater Building a KPI System This document contains confidential information. Not to be copied to third parties without written authorization. © Copyright Corporater AS - All rights reserved Eric Peterson, Innovation Manager, Corporater
- 2. Introduction Eric Peterson • Innovation Manager at Corporater • 12 years’ experience • Focus on KPIs and management • Worked as an implementation consultant • Focus on bridging business with technology
- 3. Agenda • What is a KPI system? • Two fundamental ways of building a KPI system • Business agility • A holistic system • Capability • Overall design concepts • The Corporater demo
- 4. 4 Defining a KPI System What is it? Why is it used?
- 5. What is a KPI solution? It depends on who you ask
- 6. Working with different business frameworks and models We need to speak the business language
- 7. Why are we not experiencing more success in this digital age?
- 8. 8 From a tender Strategy and Corporate Performance Management Rigid No agility, flexibility Consultant intensive Point solutions Company X Company X Company X
- 9. 9 Software is built fundamentally wrong Most business software does not work and does not help business leaders 1. Technology vs solution There is a big gap People think that they buy solutions – not technology stacks 2. Change and agility Can’t handle exceptions • Business changes fast • Configured by business • Agile • Exception based • Platform needs to fit reality (not opposite) 3. From point solution to holistic view Business mgmt. platform • Breaking the functional silos • Every domain is connected and related • Strategy is the corporate glue 4. Capability Focus on business needs • From data modeling to business modeling • Business needs satisfied
- 10. 10
- 11. 11 There is a big gap between a technology stack and a business solution
- 12. 12 Critical functionality is lacking Which can explain why so many business solutions are not delivering business value
- 13. 13 • Business • Business solution • Structure, content, objects, model • Descriptive and qualitative information • Assessment and verbal input • Business model frameworks • Decision making • Audit, governance • Decision library • Accountability • Collaboration • Augmented knowledge management • Process • Actions and initiatives • Notifications • Decision rule execution engine • Workflow • Analytics • Industry benchmarks/ benchmarking clearing houses • Comparative benchmarks • Data • Manual data input/ write back • Access control and user rights to the solution • Approvals of content/data/model • Business metadata Our research has identified that critical functionality is lacking Which can explain why so many business solutions are not delivering business value AGILE GOVERNANCE LAYER AILE PROCESS LAYER
- 14. 14
- 15. 15 Software is built for an ideal world Handling exceptions is expensive and gives little flexibility The belief: • No exceptions • No deviations • Everything can be fit into tables, columns and rows Reality: • Exception is the rule • The real world is not able to fit into the structures we create (tables, columns and rows) • We should find a new way of modeling that has the flexibility (data modeling vs business modeling)
- 16. 16 • Business • Business solution • Structure, content, objects, model • Descriptive and qualitative information • Assessment and verbal input • Business model frameworks • Decision making • Audit, governance • Decision library • Accountability • Collaboration • Augmented knowledge management • Process • Actions and initiatives • Notifications • Decision rule execution engine • Workflow • Analytics • Industry benchmarks/ benchmarking clearing houses • Comparative benchmarks • Data • Manual data input/ write back • Access control and user rights to the solution • Approvals of content/data/model • Business metadata Our research has identified that critical functionality is lacking Which can explain why so many business solutions are not delivering business value AGILE BUSINESS SEMANTIC MODELING LAYER AGILE REUSABLE CALCULATION LAYER AGILE GOVERNANCE LAYER AGILE SOLUTION BUILDER/ FRONT END LAYER AGILE PROCESS LAYER
- 17. 17
- 18. 18We need a holistic platform – a complete management system Business domains are inter-connected and strategy is binding it all together Money is connected to achieving objectives and strategy Projects are connected to strategy (strategic initiatives/ projects) Risk/ Coso/ Risk appetite is defined in and managed the company’s strategy Quality/Processes are connected to strategy through models like EFQM, Lean/ Six sigma Strategic competence, mgmt. contracts, annual assignment are linked to objectives IT and digital transformation is a competitive advantage that needs to be linked to strategic objectives Continuous improvement is linked to over all objectives
- 19. 19
- 20. 20 World’s first Business Management Platform Agile configuration platform for your business management applications 250 business objects representing functionality
- 21. 21 After 20 years of attempting report automation…. The result is:
- 22. 22 95% of financial reports are still made by using 85 hours spend on creating a typical management report
- 23. 23 We need to ask ourselves the critical question – what is this?
- 24. 24 And what do IT professionals see?
- 25. How should a KPI system be built?
- 26. 26 Traditional BI & BIA tools: • Report based • document based (HTML based) • Separate web pages are linked together • no model depth • depth is in the data model only (data hierarchies) and enables you to navigate in data structures • Time period is defined in the report, dashboard or analysis object • Consume data • No model context to show where in the business model you (flat dashboard) • Report based Dashboards are "flat" presentations of HTML pages • No time selector showing various versions of the story (only numbers) • Time is handled through applying filters or report versions representing time
- 27. 27 Corporater: • Business based modeling • Models are defined • Model depth • Time dimension is uniquely handled • Work in the application (two way) Time selector to show various periods (model and data) Model support, personal pages Navigation path in the model Business Model Deployment Model Business Object Model Business Property Model Model blocks Corporater is a business driven modeling tool representing business models
- 28. 28 Data Analytics BusinessProcess We believe there are four major component in every business solution Focusing on the four elements of business Data model – structured data Analytic model – give insight Process model – make it happen Business model – make the impact
- 29. 29 Information model for business impact Focusing on the four elements of business Structured Data Unstructured Data High Volume & High Frequency Data Extract/Transform Data Warehouse Data Lakes Information Governance MasterDataManagement Data HUB Data Analytics BusinessProcess
- 30. 30 Information model for business impact Focusing on the four elements of business Exploration Decision Support Analytic HUB Decision Automation Focus Experimentation Embedding Output Insight New pattern Digitalisation Subject Self-Service Data Scientist Intelligent Business Process Management Tool Analytics Workbench Data Science Laboratory Operational Intelligence Data Analytics BusinessProcess
- 31. 31 Information model for business impact Focusing on the four elements of business Process Documentation Process Support Process HUB Process Automation Process Execution Process Monitoring Process Design Process Optimisation Data Analytics BusinessProcess Process Intelligence
- 32. 32 Information model for business impact Focusing on the four elements of business Business HUB Data Analytics BusinessProcess Business Metadata Business Structure Business Actions Collaborate Act Approve Business Model Framework Assess Business Domain Objects Access and Transparency Business Orchestration Information Portal Business Rules Business Calculation CollectBusiness Templates Decide Business Levers Business Benchmark Business Automation
- 33. Brief demo
- 34. DELIVERING BETTER BUSINESS OUTCOMES CORPORATER BUSINESS MANAGEMENT PLATFORM