I received a WeChat message from a classmate in Hangzhou, who led the course and came back to ask each department to formulate its own KPIs, which must also be filled in quantitatively. The business of the business writes its own KPIs, and the management department writes its own. The student's department is the finance department, and I am completely confused, how to quantify the indicators of the finance department?
So, the classmate pulled a draft KPI of the finance department:
When I saw this, I was really sad for her, it was really hard. I decided to write this today and hear my point of view.
Let's talk about the principles of KPI development first, and then talk about the proposed framework for development.
Principle 1: Simplification;
It should not be too complicated, which will lead to everyone losing themselves for the sake of KPIs, completing for the sake of completion, and completely distorted.
Principle 2: Clarity;
Everyone is completely self-driven to understand the KPI, all KPIs serve the business objectives of the upper level, the KPIs are completed, and the realization of the business goals is guaranteed.
Principle 3: Process-oriented;
The process determines the outcome, and the process also demonstrates efficiency, being able to identify problems and solve them further, rather than just looking at the results.
What about the proposed architecture:
The first step is to determine the company's business objectives;
The second step is to ensure the secondary key indicators of the business objectives;
In the third step, the departments that achieve the second-level indicators will be dismantled by KPIs;
That is, what do you need to do to ensure that your department achieves its KPIs?
According to this idea, the management department assists the business department to complete the actions to support the KPI.
Going back to the example of writing this KPI in the finance department, what the business department needs, you need to "discover" and understand the requirements.
The business department needs to use the funds, and the finance department needs to allocate the turnover of funds;
The business department needs data support, and the finance department needs to improve the speed of business needs;
The business department needs data analysis, and the finance department needs to do a good job in the design and implementation of customized data analysis;
The business department is all dispatched sales, and the finance department needs to improve the efficiency of various audits and business satisfaction.
Note that these are all based on the needs of the business and the work of the finance department. I define this as the content of external requirements, which is the KPI principle of "one outside and one inside" of the finance department.
"One outside", that is, you are the support department, what people want, you have to understand clearly, in order to design. Only when the process is done can the external business department be satisfied.
"One inside", that is, the finance department is also a department and an organization, and it is necessary to improve its comprehensive ability.
The so-called internal improvement refers to the content including training, as well as the efficiency improvement of basic jobs for process optimization, and the implementation of digital systems that may be implemented.
Such KPIs include not only internal and external needs, but also short-term (business goal assurance) and medium-term (departmental capacity improvement) considerations.
Just share it today, welcome to leave a message to discuss or join the learning group!
See you next time!