MOST Analysis

Mission Statement

Measure what Counts – What Is Important to You? This manual is a collection of 200 KPIs – Key Performance Indicators and Metrics. This manual offers KPIs for any company. You can choose the most proper KPI for your organization.

Key Performance Indicators are vital navigation instruments used by managers and leaders to understand whether their company is on course to success or not. The right set of KPIs will shine a light on performance and highlight areas that need attention. Without the right KPIs, managers are flying blind without any guiding instruments.

All your KPIs must be developed uniquely to fit the needs of your organization. It has been proven many times that business leaders make better decisions when well-designed KPIs are used throughout the organization.

Caution: Too many KPIs are worse than no KPIs. Ideally, 3 to 5 major KPIs are an excellent set for a company. Four is ideal. More than five could be an overload. The next challenging step is to break down the 4-5 major KPIs into smaller “departmental size” KPIs. What should the departmental KPIs be if they are part of the corporate goals? One to four KPIs for each department is a good goal. Furthermore, each employee should have at least one or two KPIs – as part of their departmental KPIs. Only when all departments and all employees are perfectly aligned with the major corporate KPIs does a company have a good chance of becoming a thriving entity. Everyone focuses on what is important.

In most cases, a few leading and a few lagging sub-KPIs are recommended to feed into the four major KPIs. It is easier to make proper changes in the organization when a good mix of both leading and lagging KPIs are provided. Leading KPIs are also viewed as early warning signs. Early warning signs are useful to make proper changes while there is still an opportunity before the final results are reported.

Many managers struggle with two other important components: First, there is some confusion about lagging versus leading KPIs and which ones to use. Second, many managers are not investing enough time or energy in data literacy. Not surprisingly, it is tough to have a KPI-driven culture when your people do not fully understand their KPIs nor the benefit of those.

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Objectives

01. Leadership KPIs: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. Cash Management KPIs: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03. Customer Focused KPIs: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04. Environmental KPIs: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. Financial KPIs: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06. Human Resources KPIs: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
07. Marketing KPIs: departmental SWOT analysis; strategy research & development. 1 Month
08. Project Management KPIs: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
09. Quality Assurance KPIs: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
10. Social Media KPIs: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
11. Supply Chain KPIs: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
12. Accounting Department KPIs: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month

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Strategies

01. Leadership KPIs: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. Cash Management KPIs: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. Customer Focused KPIs: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. Environmental KPIs: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. Financial KPIs: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. Human Resources KPIs: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
07. Marketing KPIs: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
08. Project Management KPIs: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
09. Quality Assurance KPIs: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
10. Social Media KPIs: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
11. Supply Chain KPIs: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
12. Accounting Department KPIs: Each individual department head to undertake departmental SWOT analysis; strategy research & development.

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Tasks

01. Create a task on your calendar, to be completed within the next month, to analyse Leadership KPIs.
02. Create a task on your calendar, to be completed within the next month, to analyse Cash Management KPIs.
03. Create a task on your calendar, to be completed within the next month, to analyse Customer Focused KPIs.
04. Create a task on your calendar, to be completed within the next month, to analyse Environmental KPIs.
05. Create a task on your calendar, to be completed within the next month, to analyze Financial KPIs.
06. Create a task on your calendar, to be completed within the next month, to analyse Human Resources KPIs.
07. Create a task on your calendar, to be completed within the next month, to analyse Marketing KPIs.
08. Create a task on your calendar, to be completed within the next month, to analyse Project Management KPIs.
09. Create a task on your calendar, to be completed within the next month, to analyze Quality Assurance KPIs.
10. Create a task on your calendar, to be completed within the next month, to analyse Social Media KPIs.
11. Create a task on your calendar, to be completed within the next month, to analyse Supply Chain KPIs.
12. Create a task on your calendar, to be completed within the next month, to analyse Accounting Department KPIs.

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Introduction

Imagine this scenario in your Company: everyone in your organization – from top to bottom – works meticulously and harmoniously in one direction to achieve your company goals. Not one employee performs a task or pursues a project which is not part of your company’s goals. Nothing is being wasted – neither time nor money. Everyone is fully energized and focused. Everyone is highly customer centric. Everyone is enjoying their work and the team often celebrates the success and fruits of their labor. Everyone’s interest is on the same page. Impossible you say? A dream? Not at all. It can be done. Thousands of companies have achieved that dream and became phenomenally successful enterprises. So can you! Here is what it looks like:

Effective performance measures should drive the behaviors necessary to make changes to continuously improve organizational performance. Performance measures are needed to support the organizational strategy. They should provide information on where improvements need to be made and should help manage organizational risk.

A Key Performance Indicator or KPI is a numeric value that indicates whether your team/company is reaching its targets. KPIs have proven to be an effective method. Monitoring metrics helps you to evaluate your business performance and make data-driven decisions to grow faster and stronger. KPIs are also known as performance metrics, performance ratios or business indicators.

Depending on your organization’s goals and objectives, you can track various Key Performance Indicators. Selecting the right KPIs is crucial for getting actionable and helpful information about your company’s performance.

Each business department measures different KPIs because they all have different tasks and goals. But it is important to align all departmental KPIs with the company wide goals and objectives!

High-level KPIs demonstrate the company’s overall performance. Examples of high level KPIs include Annual Growth, Annual Recurring Revenue (ARR), Relative Market Share, or Customer Satisfaction Ratings, etc.

Low-level KPIs indicate the performance of specific departments or individuals. Low-level business metrics are tied to people’s day-to-day work and tasks.

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The greatest value of modern business dashboards lies in the ability to provide real-time information about a company’s performance. As a result, business leaders and teams can make informed and goal-oriented decisions, acting on actual data instead of a gut feeling.

Key Performance Indicators (KPIs) should be the vital navigation instruments used by managers and leaders to understand whether they are on course to success or not. The right set of KPIs will shine a light on performance and highlight areas that need attention. Without the right KPIs managers are flying blind, like a pilot without instruments.

Effective managers understand the key performance dimensions of their business by distilling them down into critical KPIs. This is a bit like a doctor who takes measures such as heart rate, cholesterol levels, blood pressure, and blood tests to check the health of their patients.

To identify the right KPIs for any business it is important to be clear about the objectives and strategic directions. Remember, navigation instruments are only useful if we know where we want to go. Therefore, first define the strategy and then closely link your KPIs to your objectives.

I believe KPIs must be developed uniquely to fit the information needs of your company. However, what I have learned over many years of helping companies with their performance management is that there are some important KPIs you should know about.

Here are the six essential questions you should answer before creating a KPI dashboard:

• What are your desired major business results (goals)?

• How can the KPI values be improved by taking action?

• Do you have all the relevant data needed to monitor the KPIs?

• Who is going to use the KPI report and what do they need to know (i.e., which KPIs and metrics should be included)?

• How to visualize specific KPIs (graphs, metrics, diagrams, etc.)?

• How to choose the right KPIs?

To choose the right KPIs, you need to define your business goals. Each KPI you track should be measurable and tied to the achievement of specific goals.

It is far better to focus on a few crucial key metrics instead of many irrelevant ones. Ensure that every single one of your business metrics meets the SMART criteria:

SMART KPIs are:

Specific

Measurable

Attainable

Relevant

Time-Bound

Remember that the metrics you measure will change as your company grows and scales. Leading a business is easier when you use KPIs that provide a graphical overview of where you stand. You will get insight into trends, current progress, and problem areas which you can use to maintain a sustainable growth rate.

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Key takeaways:

• A KPI (Key Performance Indicator) is a measurable value that indicates whether a team/company is reaching its targets (benchmarks).

• The main types of KPIs are business KPIs, financial KPIs, sales KPIs, marketing KPIs, production management KPIs, and project management KPIs.

• KPIs are frequently monitored with a real-time reporting tool – KPI dashboard.

• Each KPI you monitor should meet the SMART criteria, i.e., be Specific, Measurable, Attainable, Relevant, and Time-Bound.

• Only track the metrics that are relevant to your organization an