Vous êtes un cadre supérieur qui souhaite prendre de meilleures décisions. Quels indicateurs devez-vous suivre ?

The metrics a senior leader uses should be selected based on how well they help the leader determine the effectiveness of the strategy being implemented, the effectiveness of the "big ideas" that have been adopted and are being implemented. Depending on the endeavor in which the firm/organization is engaged, these obviously could be related to progress in financial terms, customer satisfaction, operational efficiency, employee satisfaction, etc. But, again, the metrics are keyed to the endeavor and the strategy being employed. As the Commander of the Surge in Iraq, the metrics had to do with our most important task, improving security of the people. So we focused on the number of attacks, civilian loss of life, sectarian violence, etc....

As a leader (in multiple roles), I have learned that speed is crucial. In the past, data was scarce and hard to measure, but now we have plenty of data and a tendency to overthink it when we already have a clear intuition. In today’s fast-paced world, as Patton said, “A good plan, violently executed now, is better than a perfect plan next week”. Trusting your gut is not a mistake, as long as you verify it with the data, but don’t waste time on analysis paralysis, and act quickly.

In my experience it is helpful to truly understand the metrics you are implementing and the outcomes you are hoping to achieve. I frequently see conflicting metrics driving the opposite of the intention.

Set clear goals and expectations. Link the appropriate metrics to your initiatives. Metrics should be real time, easy to access and focused (not too many). Benchmark financial and operational metrics against top competitors to ensure goals are realistic and a competitive. Customer and employee sat goals should be ongoing and part of the overall picture.

As an Infantry Company Commander, one day I was observing our M16 rifle qualification range. I asked one of my men how many rounds did it take to qualify. His answer, "just one, sir, because that's all it takes to kill." Metrics are fine but they must be based in reality.

Leading indicators are often overlooked in favor of a focus on the lagging result. Predictive indicators around how good a job you are doing in acquiring customers, keeping those customers and growing those customers will provide you with a sneak peak into your future financial results.

Better decisions can be seen by better results. Financial ratios are measurable indicators. Learning from earlier mistakes / failures is one way to achieve better outcomes. Challenging situations need collective decision making.

Cash ist King, langfristig muss die Rendite stimmen. Die Finanzkennzahlen sollte man im Auge haben wie die eigenen Blutwerte. Aber sie sind nur eine Reflektion der erfolgreichen Steuerung, und kein Selbstzweck.

I could not agree more General! Any well executed complicated endeavor has many , many layers that must be properly vetted and placed in position correctly! Just in my opinion, on the surface many may think the key component to victory in any endeavor are the most powerful and obvious ones screaming for attention. When in fact, the most subtle pawn often overlooked can take out the king if patient and very,very well positioned! Excellent as always sir. Semper Fidelis and May God Bless America 🇺🇸!

In my experience, there isn't a single metric that can provide a complete picture. It is necessary to consider a combination of both leading and lagging metrics. Lagging metrics, such as revenue growth and margin, can provide insights into past performance. On the other hand, leading metrics, such as the health of the sales pipeline and customer churn, can indicate future company performance.

About 12 years ago, there was a huge scandal in Georgia's Department of Education. The root of the problem was metrics that had become so important that the numbers were fudged to meet the standards. Metrics are a tool to help managers. They should never become the sole indicator of performance, and when compensation is tied to metrics, you better watch out.

As an executive manager with a keen understanding of customer dynamics, I recognize the importance of customer metrics. Tracking Customer Satisfaction (CSAT) through direct feedback has been pivotal in shaping our customer service strategies. Maintaining high Customer Retention rates has been a testament to our commitment to customer loyalty. The insight gained from Customer Lifetime Value (CLV) has driven our focus on long-term customer relationships. Finally, the Net Promoter Score (NPS) has been an invaluable metric in assessing and improving our brand advocacy. These metrics are instrumental in guiding our customer-focused approach and sustaining business growth.

Your customers are your business. If you do not understand and satisfy their wants and needs you will not have them long. You can measure how profitable you are, how many widgets your producing per/?, how much your employees like working with you, but if you don't satisfy the customer nothing else matters as it wont be there very long.

1. **Customer Satisfaction (CSAT):** - **Description:** Measure overall customer satisfaction with your products or services through surveys. 2. **Net Promoter Score (NPS):** - **Description:** Assess customer loyalty by gauging the likelihood of customers recommending your business to others. 3. **Customer Churn Rate:** - **Description:** Track the percentage of customers who stop using your product or service over a specific period. 4. **Customer Lifetime Value (CLV):** - **Description:** Evaluate the total revenue a customer is expected to generate over their entire relationship with your company. 5. **Customer Support Response Time:** - **Description:** Monitor the time it takes for your customer support your enquiries.

Wie das alte Sprichwort sagt: "Traue keiner Statistik die du nicht selbst gefälscht hast" - Kundenmetriken sollte man sehr genau designen und die Ergebnisse immer hinterfragen. Letztendlich entscheidet das Produkt über den Erfolg, gute Produkte mit gutem Service erhalten gutes Kundenfeedback.

A retained customer and a repeat customer is what drives profitability for an organisation. An example is the subscription models, most technology and e-commerce companies are obsessed with customer. In my opinion, this metric scores above the financial metric. Financial metric is an outcome of this metric.

I have been a service provider and know that side of measuring CSAT. My remarks here are about being the customer. Two things bug me. One, I don't want to do a CSAT survey after every visit to a store that can expect frequent visits. Two, I often see no evidence that anyone is paying attention to the feedback I am providing at their request. I feel like they are going through the motions of caring about the customer. Their system should be structured so that they don't overburden the customer and so that they can identify and respond to valuable customer responses.

1. **Efficiency Metrics:** - **Description:** Track operational efficiency through metrics like cycle time, process completion time, and resource utilization. 2. **Inventory Turnover:** - **Description:** Evaluate how quickly your company is selling and replenishing its inventory. A higher turnover rate indicates effective inventory management. 3. **Quality Metrics:** - **Description:** Measure product or service quality through metrics such as defect rates, customer complaints, or returns. Monitoring quality ensures customer satisfaction. 4. **Supply Chain Performance:** - **Description:** Assess the effectiveness of your supply chain by monitoring metrics like order fulfillment time, lead times,etc 5. **Cost per Unit:**

Schnelligkeit und Flexibilität in internen Abläufen, Abbau von Bürokratie, mehr miteinander und direkte, ehrliche Kommunikation in den Fachbereichen sind erstrebenswert - lassen sich aber mit Betriebskennzahlen leider kaum messen. Trotzdem: wenn diese Dinge funktionieren, dann werden die Standard-KPIs auch besser.

There is no better way to understand your people (engagement) and where you can help, than by walking around and listening to your people and enacting change.

Regardles the scope of work, or job description, everyone has to go back home safe and sound . Therefore, a good team behavior, excellent communication, appropriate resources, hands on skills, are necessary in order to accoplish the goals. Rules and procedures, have to be implemented, pursued, practice d in drills, in such a way that in a real work process to be responded in a optimum time. Technologigical discipline is a paramount in any field. Communication should be swift, focused, undestandable both horizonrall and vertical. If you don t understand....Just ask.......Or....measure 4 times and cut once.... Take the responsibilities and have no fear abot competitors. Be Informed about the process, and do not underestimate the details.

In my role as an executive manager, I've found tracking people metrics to be vital for understanding our workforce dynamics. Monitoring Employee Satisfaction (ESAT) through surveys and feedback has been key in identifying areas for improving the work environment. Employee Retention rates provide insights into the effectiveness of our retention strategies. Assessing Employee Performance through appraisals and reviews helps in recognizing and nurturing talent. Lastly, measuring Employee Engagement is essential to understand their commitment and passion for their work, guiding our efforts to foster a motivated and productive workplace.

Instead of lag measures like ESAT, organisations should look at lead measures. Many organisations are looking at Pulse surveys, monthly check-ins and constant feedback by employees are being deployed to manage retention and productivity. Performance management is an essential tool to drive engagement and productivity in an organisation. Our partner, Marc Effron has consistently shown that an effective goal setting, coaching and review mechanism helps organisations drive their strategy and financial outcomes.

Taking the description a step further, tracking 'regrettable employee loss' rather than simply overall attrition. It can be healthy to have low performers or misaligned employees depart.

1. **Employee Engagement:** - **Description:** Measure the level of commitment employees have towards their work and the organization. High employee engagement correlates with increased productivity, innovation, and overall job satisfaction. 2. **Turnover Rate:** - **Description:** Track the percentage of employees leaving the company over a specified period. A higher turnover rate may indicate potential issues, such as dissatisfaction. 3. **Productivity Metrics:** - **Description:** Evaluate individual and team productivity through key performance indicators (KPIs) relevant to your industry. This could include project completion rates, sales targets 4. **Training and Development Participation:** 5. **Absenteeism:**

True innovation happens closest to the customer. It makes sense that your companies best ideas will therefore be found by engaging your front line employees. Managers are good at “pushing” information to the team but need to do a better job of “pulling” ideas and information from the same team. Everyone then contributes and that is a value multiplier.

Too much of a good thing can be bad. Metrics are very useful but don't get carried away. Keep the number to a minimum. Otherwise you have too much time devoted to tracking the required information and analyzing the data. You don't want your operational personnel diverting time from doing the job to collecting data on how they are doing. And, you want to maintain focus on only what is important.

If you can only choose one KPI, I would pick ‘time-to-value‘. How long does it take your organization to get from an idea to real customer value? Years, weeks, months or days? Based on my own experience working on large scale enterprise transformations, the ‘time-to-value‘ KPI is a holistic one that captures all important areas of your organization. Time-to-value will improve if you get your technical, processes and cultural capabilities right.

To any leader today, being inclusive is a natural metric that’s comes as leader. In addition, how we are performing as an organization in terms of market share is also a key metric.

Definitely you should add the following, should you want to be able to make better decisions. First of all Technology Metrics such as IT System Performance and Cybersecurity Metrics. Then of course it's vital to add Environmental, Social, and Governance (ESG) metrics to measure the environmental impact the company's performance on society and community and how efficient the governance and compliance work for the company. Finally, try to add Innovation metrics like Research and Development spending and Time to Market.

In my experience, data-driven decisions are always preferred. However, this approach on its own is not infallible. It is also incumbent on the decision maker to validate the completeness and accuracy of her data sources, and to be intentional about avoiding the trap of confirmation bias. The best critical decisions have been robustly debated and can be defended.

Las métricas desempeñan un papel crucial para evaluar el rendimiento y orientar estrategias efectivas. Más allá de la rentabilidad, la eficiencia financiera o el EBITDA, es imprescindible contemplar métricas de experiencia de cliente, de empleado y de impacto ESG. Los indicadores vinculados a los intangibles (marca, reputación, liderazgo, innovación, etc.) son igualmente importantes en la medida en que, con frecuencia, constituyen los verdaderos atributos diferenciales de las organizaciones. En última instancia, la combinación equilibrada de estas métricas permite a los directivos tomar decisiones informadas, impulsando el éxito sostenible de la empresa.

Think about how and when you set metrics - especially in relation to special projects that sit outside people's day to day work As projects go on, we tend to move the goal posts. This is typically a result of a range of common cognitive and social biases - e.g. when things go right we think it's due to us, but when things go wrong it's normally due to changes in circumstances A few ways to get around this: 1. Predefine success criteria before a project starts 2. Set some kill criteria (things you'd have to see that would make you change direction) 3. Have an independent team to the project team review progress (known as a red team review)

Tracking departmental metrics is the first step but the key to better decision making is to discuss what story these metrics are telling you about your company as a whole. If the story appears inconsistent, question how well goals and KPIs are aligned across departments and within each group. In the ever fluid nature of making better business decisions, we must be able to identify misalignment quickly and diagnose how to solve it with good data and great collaboration.

Data and analytics should drive decisions with the objective of improving the customer experience whether that is a better product or better experience. Customer may include both external and internal customers and stakeholders. For example an improved supply chain may benefit vendors, internal customers and external customers which results in operational and financial gains. And that’s how you do decisions!

Some further possibilities: KPI’s relevant to meeting key strategic or organisational goals - Performance vs target variance - Sales pipeline size, new deals, sales velocity, sales activity - Key marketing and growth initiatives Customer - Sales account plans, customer strategies completed, and KPI’s to track these set goals and targets. - Customer engagement plans agreed and tracked (e.g. monthly & quarterly reviews) Market and Competitor Analysis - Market Share. Tracking your standing in the market relative to competitors. - Competitive Benchmarking. Comparing your company’s performance vs industry benchmarks.