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Blog 09: Getting your KPIs right in 10 days
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Blog 09: Getting your KPIs right in 10 days

Do you also struggle with setting up the right KPIs? Are you still looking too much in the rearview mirror and missing the buttons you can really turn? Are KPIs still too much accountability mechanisms and not enough learning insights? That may be different in 10 days.

In the blogs so far, we have explained to you how to build a KPI structure centered on customer chains. By putting these customer chains at the center, the focus is not on your own organization, but on the customer. The customer for whom you ultimately do it and who is the success of your organization. The customer for whom all employees want to go the extra mile. The customer who makes you grow so that you realize your strategic ambitions.

By following the iPM method, a KPI structure linked to customer chains is created, in which it is clear for each customer chain:

  • which cause and effect relationships matter
  • how customer value KPIs stimulate your growth and contribute to result KPIs
  • how internal value KPIs can best be determined.
  • how you can influence these customer value and internal value-KPIs at chain level with open KPIs, the buttons you can really turn, and much more.

Such a KPI structure connects employees, through departments, to customer chains and strategy. This is incredibly powerful; after all, it is all connected with each other. It creates focus and cohesion as well as stimulating cooperation, instead of finger-pointing behavior. So this is the moment to say goodbye to KPI-Excel lists or dashboards with stand-alone KPIs, which encourage accountability.

By now, iPM Partners has so much experience that setting up such a KPI structure is possible in 10 days. In these 10 days, we realize a number of things with you. Together with you, we determine the right result-KPIs, define the customer chains, look at ownership and create for all customer chains a KPI tree that makes sense. This saves your organization an enormous amount of time. In fact, no more time needs to be spent setting up, monitoring and having faulty KPIs accounted for.

The experience we have gained at hundreds of organizations, with the application of our method in the design of control and KPIs, we have contained in a best-practice database. This database has been available since last summer making it possible to build ”with steam and boiling water” a very thorough KPI structure for an organization based on our iPM principles. This concerns not only companies, but also healthcare and educational institutions, housing associations, charities, social work companies, public transport etc. where we also take into account the legal obligations.

Given the time you may now be spending on KPIs and the underlying control processes (or planning & control), this is an opportunity to make quickly progress. Before you start with the 2022 budget, you will have your KPIs in order! Don’t hesitate, join us!

The iPM implementation approach

We would like to take you along in the coming weeks with the questions and changes we encounter in practice during the implementation. Want to learn more about how to manage KPIs across different organizational levels? Read about it in our next blog.

Introduction of iPM

  1. From planning & control to iPM
  2. Ready for take-off
  3. Setting the right targets
  4. Which customer chains does my organisation have
  5. Division of roles: hierarchy versus chain
  6. Tactics of the chain in focus
  7. Customer journey versus customer
  8. How to determine the right KPIs
  9. Getting your KPIs right in 10 days
  10. Consultation structure in iPM organization
  11. Effective performance dialogue and the usefulness of BRV
  12. Leader and team development
  13. Encouragement as a style to get more out of teams
  14. iPM in complex organizations
  15. Tips for implementation

Curious? Get in touch with us!

We outline what we often see in the traditionally driven organization and outline what that looks like when you apply iPM. Want to know more about healthy performance management? We lard that with situations and examples we find in practice. Contact us and we will help your organization move forward!

Back to the overview

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