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NH Hotels Milanofiori, Assago (MI) - 18 Oct. 13

"How to find the appropriate set of KPI’s to support
Management in Decision Making: An Integrated Approach"
Marco Cossutta, Partner
Reply Consulting
Agenda
 Objectives & Components of Management Control System
 An Integrated Approach for Management Control System Enhancement
 From Strategic Objectives to Planning & Control Model

 Strategy to Measures Footsteps
 Conclusions

2
© International Institute of Business Analysis
Objectives & Components of
Management Control System
Management Control System should allow a better understanding and monitoring of
performance, risks detection and prevention and the alignment of people behavior to
strategic objectives of the Company.
Management Control System is based on two complementary elements:
 The Control Objects (“What should be controlled?”)
 the Control Tools (“How to control them?”)
Control Tools

Control Objects
Key
Performance
Indicators (KPI)

Analisys
Dimensions

Timing and
key addressee

Organization &
Processes

Incentive System

Accounting
Tools & Policies

Information
System
Enterprise Value Management
Reply Consulting Support
Starting from the strategic vision defined by the Company, Reply Consulting offers an external
point of view to support the full roll out of the plans and to support the alignment of
objectives, activities and performance management system.
Reply Consulting has designed a new methodology to evaluate:
•

the completeness of the strategy defined,

•

the alignment of the operational targets to the strategic directions,

•

the completeness of the activities to achieve the targets,

•

the adequacy and reliability of measurement and monitoring tools.

The Strategy Matrix is a tool enhabling an integrated and comprehensive assessment of :
•

The Value Levers,

•

The critical processes,

•

The performance measures (KPIs)

•

The potential enhancements required
An Integrated Approach for
Management Control System enhancement
FROM STRATEGY TO CONTROL OBJECTS:
STRATEGY TO MEASURES
From Strategic Objectives
to Planning & Control Model
Strategy to Measures
Footsteps

PERFORMANCE
MANAGEMENT
Defines “How to control them?” (the Control Tools) and are represented by:
Organization & Processes, Accounting Tools & Policies, Information System

CONTROL
TOOLS

Defines “What should be controlled?” (The Control Objects) and are represented by:
Key Performance Indicators (KPI), Analisys Dimensions, Timing & Key Addressee

Represents the translation of strategic guidelines into expected long-term objectives

STRATEGIC
OBJECTIVES

Represents the levers for overcoming barriers for change and promote
strategic guidelines throughout the organization

Communication

KEY
ACTIONS

Training

Defines the action plan to be adopted to succeed in strategy implementation

Rewards

CRITICAL
PROCESSES

Benchmarking

Identify the key processes that enable strategic objectives overcome

STRATEGY
Mission
Vision
Values

CONTINUOUS IMPROVMENT

CONTROL
OBJECTS
Enterprise Value Management
Strategy Matrix 1/7
VALUE DRIVERS

KPI

Volumes

REVENUE
INCREASE

PROCESSES
P.01 - UNDERSTAND MARKETS & CUSTOMERS

Key Performance
Indicators

Pricing

P.02 - STRATEGIC PLANNING
P.03 - DESIGN PRODUCTS & SERVICES
P.04 - MARKET & SELL

Commercial,
Technical &
General Costs

P.06 - PRODUCE & DELIVER PRODUCTS /SERVICES

Cost of Goods Sold

P.07 - AFTER SALES
P.08 - DEVELOP & MANAGE HUMAN RESOURCES

Receivables &
Payables

External Factors
and Competitive
Environment

P.11 - REGULATORY & COMPLIANCE

ASSET OPTIMIZATION

CORPORATE
OUTLOOK

Company
Strengths

MARGIN PROFITABILITY
ENHANCEMENT

Tangibles and
Intangibles

P.09 - INFORMATION & COMMUNICATION TECH
P.10 - MANAGE FINANCIAL & PHYSICAL RESOURCE

Inventory

REVENUE INCREASE

ASSETS
OPTIMIZATION

KPI

CORPORATE OUTLOOK

PROFITABILITY
ENHANCEMENT

P.05 - PROCUREMENT

P.12 - MANAGE EXTERNAL RELATIONSHIPS
P.13 - MANAGE IMPROVEMENT & CHANGE

TACTICAL VALUE LEVERS
1. Develop
new
patterns
2. Enhance
incremental
changes
Enterprise Value Management
Strategy Matrix – Value Drivers
Value Drivers

2/7

Value Levers

Acquire New
Customers

Marketing & Sales
Product & Service
Innovation
Account
Management

Revenue
Increase

Volumes

Retain and
Enhance Existing
Customers

Cross-Sell & UpSell
Retention

Leverage
Differentiating
Assets

Pricing

Strengthen Pricing

Cash/ Asset
Management

Demand & Supply
Management
Price List
Optimization

KPI
Enterprise Value Management
Strategy Matrix – Tactical Value Levers

3/7

The Tactical Value Levers represent the full set of interventions to reach the targets defined by the
Top Management. They could introduce new rules, processes and organizational changes – Develop

New Patterns – or improve existing processes and/or activities – Enhance Incremental Changes.
The below example is related to

Retain and Enhance Existing Customers - Cross-Sell & Up-Sell :

Develop New Patterns

Enhance Incremental
Changes

Increase focus on high value/ high potential
customer

Improve total customer experience
(purchasing, fulfillment, usage, service…)

Increase focus on most profitable products
and services

Improve brand strength and goodwill

Increase focus on most effective sales and
advertising channels

Improve cross-sell/up-sell skill for staff

Increase focus on expansion of customer
relationship

Improve staff incentives for crossselling/up-selling

…

…
Enterprise Value Management
Strategy Matrix – Processes 4/7
The Value Chain summarizes all the activities performed in the Company to design, develop, produce,
sell and ship the products . All the activities are classified in two main clusters:
• Operations, including all ‘value creating’ areas to produce, sell and deliver the product to the final
customer, and to offer post sales assistance

SUPPORT PROCESSES

OPERATIONS

• Support & Overheads, including all other supporting areas to operations

P.01
UNDERSTAND
MARKETS &
CUSTOMERS

P.02
STRATEGIC
PLANNING

P.03
DESIGN
PRODUCTS &
SERVICES

P.04
MARKET &
SELL

P.08 - DEVELOP AND MANAGE HUMAN RESOURCES
P.09 - INFORMATION AND COMMUNICATION TECNOLOGIES
P.10 - MANAGE FINANCIAL AND PHYSICAL RESOURCES
P.11 - REGULATORY AND COMPLIANCE
P.12 - MANAGE EXTERNAL RELATIONSHIPS
P.13 - MANAGE IMPROVEMENT AND CHANGE

P.05
PROCUREMENT

P.06
PRODUCE &
DELIVER
PRODUCTS AND
SERVICES

P.07
AFTER SALES
Enterprise Value Management
Strategy Matrix – Sub Processes
P.02 - STRATEGIC PLANNING

P.02.1 - Design the organizational
structure and relationships
between units
P.02.2 - Develop budgets
P.02.3 - Business planning and
simulating
P.02.4 - Business development and
corporate performance
monitoring

5/7

P.03 - DESIGN PRODUCTS & SERVICES

P.03.1 – Identify opportunities for
new products and services
P.03.2 - Product costing
P.03.3 - Develop new products
/services concept and plans

P.04 - MARKET & SELL

P.04.1 - Bring the new products and
services to market
P.04.2 - Brand management
P.04.3 - Advertising and promotion

P.04.4 - Customer acquisition

P.03.4 - R&D portfolio planning and
management

P.04.5 - Develop pricing strategy

P.03.5 - Product management

P.04.6 - Sell products and services

P.08 - DEVELOP AND
MANAGE HUMAN
RESOURCES
P.08.1 - Develop and manage base
and variable compensation
P.08.2 - Recruit, select and hire
employees
P.08.3 - Manage deployment of
personnel and teams
P.08.4 - Develop and train
employees

P.08.5 - Time & attendance
P.08.6 - Process payroll

P.04.7 - Channel execution
P.04.8 - Sales force management
P.04.9 - Store management
P.04.10 - Customer relationship mgt.
P.04.11 - Billing
Enterprise Value Management
Strategy Matrix – KPI Definition

6/7

The KPI Library is a database of more than 700 indicators of cost, quality and time, each linked to the
related Value Chain processes. Below an example (related to process P.04 Market & Sell):
• KPI Cost-based – summarizing the financial performance
• KPI Quality-based – aiming at evaluating how much the goods/services fit customers’ needs
• KPI Time-based - measuring the quickness of responsed and flexibility to external factors
Strategy to Measures –
Analisys Dimensions Definition

7/7

Following KPI definition an applicable set of Analisys Dimension will be identified for each of them. To any
combination of KPI-Analisys Dimension will be assigned addressee and timing (frequency & iteration).
Conclusions
An integrated approach
The Right Answer

Starting from the strategic vision defined by the Company, Reply Consulting offers a comprehensive
metodology (based on Business Analisys Techniques) for answering to the question:
"How to find the appropriate set of KPI’s to support Management in Decision Making”

Alternative access points
Reply Consulting support your Evolution….
Reply Consulting, once defined with the Management or recived from the Company the

Strategic Plan, is able to provide competencies, methodologies and tools for:
• evaluating coehrency, trustworthiness and financial sustainability of defined strategy,
• evaluating adequacy and reliability of the Management Control System (Organization,
Processes and Information System) in place,
• Defining and implementing the corrective actions related to:
ARTICOLAZIONE PIANO INDUSTRALE

DEFINIZIONE
OBIETTIVI
Cosa ottenere

VALIDAZIONE PIANO INDUSTRIALE

• Definizione Strategia
• Declinazione Intenzioni
Strategiche
• Articolazione delle Azioni Chiave

Verifica di:
• Coerenza
• Attendibilità
• Sostenibilità Finanziaria

o Organization:
functions;

DEFINIZIONE MODELLO DI BUSINESS

DEFINIZIONE
MISURATORI
Cosa misurare

ANALISI PROCESSI

• Mappatura Catena del Valore
• Individuazione e definizione di
Fattori Critici di Successo e Rischio

Individuazione e definizione dei
Processi e Sottoprocessi Critici

Definizione indicatori di prestazione
(KPI), dimensioni di analisi e delle
analisi di profittabilità

Verifica di:
• Adeguatezza (confronto KPI
disponibili vs/teorici)
• Affidabilità (analisi affidabilità KPI
disponibili)

Assessment

and

AFC

and

Internal

empowement;

Auditing

MBO

Plans

definition;...
o Processes: Definition and documentation of Policies and Procedures

• Valutazione dell’efficienza ed efficacia
dei processi da reingegnerizzare
rispetto alle best practice
• Formalizzazione procedure
• Compliance.....

VERIFICA ADEGUATEZZA E AFFIDABILITA’

Skill

of

MODELLO DI PIANIFICAZIONE E CONTROLLO

OTTIMIZZAZIONE PROCESSI

DEFINIZIONE
AZIONI
Cosa Fare

Re-organization

OTTIMIZZAZIONE ORGANIZZAZIONE

• Revisione organizzazione
• Definizione piano di incentivazione
per il Management coerente con
gli obiettivi definiti nella strategia
formulata......
OTTIMIZZAZIONE SISTEMI INFORMATIVI

ATTIVITA’ COMUNI A OGNI AZIENDA

ATTIVITA’ MANDATORIE PER QUOTANDE
MA ESSENZIALI PER OGNI AZIENDA

Introduzione di sistemi di
pianificazione e reporting per l’analisi
dei dati ed una loro efficace fruizione
sia in sede di pianificazione sia in sede
di consuntivazione......

related to AFC, Internal Auditing and ICT functions; Re-design or
process improvment; 231 and 262 Compliance;...
o Information

System

(Information

System

Planning;

Software

Selection, Design and Implementation of Planning & Reporting
Systems; ERP Control Model Adjustment; Datawarehousing & EAI;...
Q&A
Thank you
Marco Cossutta, Partner
m.cossutta@reply.it
Reply Consulting

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bawi2013-intervento-gruppo_reply

  • 1. NH Hotels Milanofiori, Assago (MI) - 18 Oct. 13 "How to find the appropriate set of KPI’s to support Management in Decision Making: An Integrated Approach" Marco Cossutta, Partner Reply Consulting
  • 2. Agenda  Objectives & Components of Management Control System  An Integrated Approach for Management Control System Enhancement  From Strategic Objectives to Planning & Control Model  Strategy to Measures Footsteps  Conclusions 2 © International Institute of Business Analysis
  • 3. Objectives & Components of Management Control System Management Control System should allow a better understanding and monitoring of performance, risks detection and prevention and the alignment of people behavior to strategic objectives of the Company. Management Control System is based on two complementary elements:  The Control Objects (“What should be controlled?”)  the Control Tools (“How to control them?”) Control Tools Control Objects Key Performance Indicators (KPI) Analisys Dimensions Timing and key addressee Organization & Processes Incentive System Accounting Tools & Policies Information System
  • 4. Enterprise Value Management Reply Consulting Support Starting from the strategic vision defined by the Company, Reply Consulting offers an external point of view to support the full roll out of the plans and to support the alignment of objectives, activities and performance management system. Reply Consulting has designed a new methodology to evaluate: • the completeness of the strategy defined, • the alignment of the operational targets to the strategic directions, • the completeness of the activities to achieve the targets, • the adequacy and reliability of measurement and monitoring tools. The Strategy Matrix is a tool enhabling an integrated and comprehensive assessment of : • The Value Levers, • The critical processes, • The performance measures (KPIs) • The potential enhancements required
  • 5. An Integrated Approach for Management Control System enhancement
  • 6. FROM STRATEGY TO CONTROL OBJECTS: STRATEGY TO MEASURES
  • 7. From Strategic Objectives to Planning & Control Model
  • 8. Strategy to Measures Footsteps PERFORMANCE MANAGEMENT Defines “How to control them?” (the Control Tools) and are represented by: Organization & Processes, Accounting Tools & Policies, Information System CONTROL TOOLS Defines “What should be controlled?” (The Control Objects) and are represented by: Key Performance Indicators (KPI), Analisys Dimensions, Timing & Key Addressee Represents the translation of strategic guidelines into expected long-term objectives STRATEGIC OBJECTIVES Represents the levers for overcoming barriers for change and promote strategic guidelines throughout the organization Communication KEY ACTIONS Training Defines the action plan to be adopted to succeed in strategy implementation Rewards CRITICAL PROCESSES Benchmarking Identify the key processes that enable strategic objectives overcome STRATEGY Mission Vision Values CONTINUOUS IMPROVMENT CONTROL OBJECTS
  • 9. Enterprise Value Management Strategy Matrix 1/7 VALUE DRIVERS KPI Volumes REVENUE INCREASE PROCESSES P.01 - UNDERSTAND MARKETS & CUSTOMERS Key Performance Indicators Pricing P.02 - STRATEGIC PLANNING P.03 - DESIGN PRODUCTS & SERVICES P.04 - MARKET & SELL Commercial, Technical & General Costs P.06 - PRODUCE & DELIVER PRODUCTS /SERVICES Cost of Goods Sold P.07 - AFTER SALES P.08 - DEVELOP & MANAGE HUMAN RESOURCES Receivables & Payables External Factors and Competitive Environment P.11 - REGULATORY & COMPLIANCE ASSET OPTIMIZATION CORPORATE OUTLOOK Company Strengths MARGIN PROFITABILITY ENHANCEMENT Tangibles and Intangibles P.09 - INFORMATION & COMMUNICATION TECH P.10 - MANAGE FINANCIAL & PHYSICAL RESOURCE Inventory REVENUE INCREASE ASSETS OPTIMIZATION KPI CORPORATE OUTLOOK PROFITABILITY ENHANCEMENT P.05 - PROCUREMENT P.12 - MANAGE EXTERNAL RELATIONSHIPS P.13 - MANAGE IMPROVEMENT & CHANGE TACTICAL VALUE LEVERS 1. Develop new patterns 2. Enhance incremental changes
  • 10. Enterprise Value Management Strategy Matrix – Value Drivers Value Drivers 2/7 Value Levers Acquire New Customers Marketing & Sales Product & Service Innovation Account Management Revenue Increase Volumes Retain and Enhance Existing Customers Cross-Sell & UpSell Retention Leverage Differentiating Assets Pricing Strengthen Pricing Cash/ Asset Management Demand & Supply Management Price List Optimization KPI
  • 11. Enterprise Value Management Strategy Matrix – Tactical Value Levers 3/7 The Tactical Value Levers represent the full set of interventions to reach the targets defined by the Top Management. They could introduce new rules, processes and organizational changes – Develop New Patterns – or improve existing processes and/or activities – Enhance Incremental Changes. The below example is related to Retain and Enhance Existing Customers - Cross-Sell & Up-Sell : Develop New Patterns Enhance Incremental Changes Increase focus on high value/ high potential customer Improve total customer experience (purchasing, fulfillment, usage, service…) Increase focus on most profitable products and services Improve brand strength and goodwill Increase focus on most effective sales and advertising channels Improve cross-sell/up-sell skill for staff Increase focus on expansion of customer relationship Improve staff incentives for crossselling/up-selling … …
  • 12. Enterprise Value Management Strategy Matrix – Processes 4/7 The Value Chain summarizes all the activities performed in the Company to design, develop, produce, sell and ship the products . All the activities are classified in two main clusters: • Operations, including all ‘value creating’ areas to produce, sell and deliver the product to the final customer, and to offer post sales assistance SUPPORT PROCESSES OPERATIONS • Support & Overheads, including all other supporting areas to operations P.01 UNDERSTAND MARKETS & CUSTOMERS P.02 STRATEGIC PLANNING P.03 DESIGN PRODUCTS & SERVICES P.04 MARKET & SELL P.08 - DEVELOP AND MANAGE HUMAN RESOURCES P.09 - INFORMATION AND COMMUNICATION TECNOLOGIES P.10 - MANAGE FINANCIAL AND PHYSICAL RESOURCES P.11 - REGULATORY AND COMPLIANCE P.12 - MANAGE EXTERNAL RELATIONSHIPS P.13 - MANAGE IMPROVEMENT AND CHANGE P.05 PROCUREMENT P.06 PRODUCE & DELIVER PRODUCTS AND SERVICES P.07 AFTER SALES
  • 13. Enterprise Value Management Strategy Matrix – Sub Processes P.02 - STRATEGIC PLANNING P.02.1 - Design the organizational structure and relationships between units P.02.2 - Develop budgets P.02.3 - Business planning and simulating P.02.4 - Business development and corporate performance monitoring 5/7 P.03 - DESIGN PRODUCTS & SERVICES P.03.1 – Identify opportunities for new products and services P.03.2 - Product costing P.03.3 - Develop new products /services concept and plans P.04 - MARKET & SELL P.04.1 - Bring the new products and services to market P.04.2 - Brand management P.04.3 - Advertising and promotion P.04.4 - Customer acquisition P.03.4 - R&D portfolio planning and management P.04.5 - Develop pricing strategy P.03.5 - Product management P.04.6 - Sell products and services P.08 - DEVELOP AND MANAGE HUMAN RESOURCES P.08.1 - Develop and manage base and variable compensation P.08.2 - Recruit, select and hire employees P.08.3 - Manage deployment of personnel and teams P.08.4 - Develop and train employees P.08.5 - Time & attendance P.08.6 - Process payroll P.04.7 - Channel execution P.04.8 - Sales force management P.04.9 - Store management P.04.10 - Customer relationship mgt. P.04.11 - Billing
  • 14. Enterprise Value Management Strategy Matrix – KPI Definition 6/7 The KPI Library is a database of more than 700 indicators of cost, quality and time, each linked to the related Value Chain processes. Below an example (related to process P.04 Market & Sell): • KPI Cost-based – summarizing the financial performance • KPI Quality-based – aiming at evaluating how much the goods/services fit customers’ needs • KPI Time-based - measuring the quickness of responsed and flexibility to external factors
  • 15. Strategy to Measures – Analisys Dimensions Definition 7/7 Following KPI definition an applicable set of Analisys Dimension will be identified for each of them. To any combination of KPI-Analisys Dimension will be assigned addressee and timing (frequency & iteration).
  • 17. An integrated approach The Right Answer Starting from the strategic vision defined by the Company, Reply Consulting offers a comprehensive metodology (based on Business Analisys Techniques) for answering to the question: "How to find the appropriate set of KPI’s to support Management in Decision Making” Alternative access points
  • 18. Reply Consulting support your Evolution…. Reply Consulting, once defined with the Management or recived from the Company the Strategic Plan, is able to provide competencies, methodologies and tools for: • evaluating coehrency, trustworthiness and financial sustainability of defined strategy, • evaluating adequacy and reliability of the Management Control System (Organization, Processes and Information System) in place, • Defining and implementing the corrective actions related to: ARTICOLAZIONE PIANO INDUSTRALE DEFINIZIONE OBIETTIVI Cosa ottenere VALIDAZIONE PIANO INDUSTRIALE • Definizione Strategia • Declinazione Intenzioni Strategiche • Articolazione delle Azioni Chiave Verifica di: • Coerenza • Attendibilità • Sostenibilità Finanziaria o Organization: functions; DEFINIZIONE MODELLO DI BUSINESS DEFINIZIONE MISURATORI Cosa misurare ANALISI PROCESSI • Mappatura Catena del Valore • Individuazione e definizione di Fattori Critici di Successo e Rischio Individuazione e definizione dei Processi e Sottoprocessi Critici Definizione indicatori di prestazione (KPI), dimensioni di analisi e delle analisi di profittabilità Verifica di: • Adeguatezza (confronto KPI disponibili vs/teorici) • Affidabilità (analisi affidabilità KPI disponibili) Assessment and AFC and Internal empowement; Auditing MBO Plans definition;... o Processes: Definition and documentation of Policies and Procedures • Valutazione dell’efficienza ed efficacia dei processi da reingegnerizzare rispetto alle best practice • Formalizzazione procedure • Compliance..... VERIFICA ADEGUATEZZA E AFFIDABILITA’ Skill of MODELLO DI PIANIFICAZIONE E CONTROLLO OTTIMIZZAZIONE PROCESSI DEFINIZIONE AZIONI Cosa Fare Re-organization OTTIMIZZAZIONE ORGANIZZAZIONE • Revisione organizzazione • Definizione piano di incentivazione per il Management coerente con gli obiettivi definiti nella strategia formulata...... OTTIMIZZAZIONE SISTEMI INFORMATIVI ATTIVITA’ COMUNI A OGNI AZIENDA ATTIVITA’ MANDATORIE PER QUOTANDE MA ESSENZIALI PER OGNI AZIENDA Introduzione di sistemi di pianificazione e reporting per l’analisi dei dati ed una loro efficace fruizione sia in sede di pianificazione sia in sede di consuntivazione...... related to AFC, Internal Auditing and ICT functions; Re-design or process improvment; 231 and 262 Compliance;... o Information System (Information System Planning; Software Selection, Design and Implementation of Planning & Reporting Systems; ERP Control Model Adjustment; Datawarehousing & EAI;...
  • 19. Q&A
  • 20. Thank you Marco Cossutta, Partner m.cossutta@reply.it Reply Consulting