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1、原文:CreatingEffectiveKPIs.EckersonWayneWOneofthe-mostcommonquestionspeopleaskaboutperformancedashboardsisHowdowedefineeffectivekeyperformance'indicators(KPIs)?TheAnswerisimportantbecarusKPIsgovernhowemployeesdotheirjobsAgentsofOrganizationalChangeTheadage‘Whatgetsmeasured,getsdone’istrue.KPIsfo
2、cusemployees’attentiononthetaskstheprocessesthatexecutivesdeemmostcriticaltothesuccessofthebusiness.KPIsarelikeleversthatexecutivescanpulltomovetheorganizationinnewanddifferentdirections.Infact,amongallthetoolsavailabletoexecutivestochangetheorganizationandmoveitinanewdirection,KPIsareperhapst
3、hemostpowerfulSubsequently,executivesneedtotreatKPIswithrespect.Aspowerfulagentsofchange,KPIscandriveunparalleledimprovementsorplungetheorganizationintochaosandconfusion.IftheKPIsdonotaccuratelytranslatethecompany’sstrategyandgoalsintoconcreteactionsonadailybasis,theorganizationwillflounder,im
4、pedingeachother’sprogressandleavingeveryonetiredandfrustratedwithlittletoshowfortheirefforts.SuboptimizedProcesses.Atruckingcompany,forexample,thatmeasuresperformancebythepercentageofon-timeshipmentsmaydrivehaulingcostsskywardbecausetheKPIdoesnothingtodiscouragedispatchersfromsendingouthalf-em
5、ptytruckstomeettheirschedules.Tokeepcistsinline,thecompanyneedstoaddasecondKPIthatmeasuresthepercentageofunusedcargocapacityinoutgoingtrucks,anditneedstorevisethefirstKPIsoitemphasizesmeetingcustomerexpectationsforfast,reliableshipmentsratherthanjuston-timedeliveries.ThiscombinationofKPIsgives
6、dispatchersleewaytocontactcustomersandrenegotiateshippingschedulesiftheyknowthecustomermaybeflexibleTheZenofDevelopmentCraftingsoundKPIsismoreofanartthanascience.AlthoughthereareguidelinesforcreatingeffectiveKPIs(seesidebar),theydonotguaranteesuccess.AKPIteammayspendmonthscollectingrequirement
7、s,standardizingdefinitionsandrules,prioritizingKPIsandsolicitingfeedbackinshort,followingalltherulesforsolidKPIdevelopment-butstillfail.Infact,thedangeristhatKPIteamswillshootforperfectionandfallpreytoanalysisparalysis.Inreality,KPIteam