Measuring performance and improving profitability are essential for successful business growth. However, authors Patrick M. Georges, who created the widely used Management Cockpit system, and Josephine Hus demonstrate clearly that standard key performance indicators can be overly complex and therefore ineffective in managing productivity. In Six Figure Management Method Georges and Hus show that if you measure and improve just six well-selected KPIs, each of them simple to understand and easy to calculate, the profitability of your unit or business will soar. Based around these six measures of…mehr
Measuring performance and improving profitability are essential for successful business growth. However, authors Patrick M. Georges, who created the widely used Management Cockpit system, and Josephine Hus demonstrate clearly that standard key performance indicators can be overly complex and therefore ineffective in managing productivity. In Six Figure Management Method Georges and Hus show that if you measure and improve just six well-selected KPIs, each of them simple to understand and easy to calculate, the profitability of your unit or business will soar. Based around these six measures of performance, this practical handbook for managers presents a streamlined, straightforward framework for managing your activities effectively on a day-to-day basis, while remaining directed towards achieving long-term strategy and goals. Growing sales, managing customers, managing productivity and profitability, motivating personnel, project management and overall organization design are consistent business challenges. This guide cuts through the noise with easy-to-apply, down-to-earth tips, and a new perspective that managers will find useful as they pursue enduring business growth. Based on survey results from interviews with hundreds of executives from around the world, Six Figure Management Method provides the information executives, entrepreneurs, and business people of all types need to systematically deliver long-term success.
Patrick Georges is a professor of management, teaching at some of Europe's leading business schools, including HEC Paris, Collège des Ingénieurs and The University of Brussels. He was previously the head of the neurosurgery department at the University Medical Center Vesale in Belgium. He is also the author of Neuromarketing in Action (Kogan Page). Josephine Hus is an engineer with an MBA from Collège des Ingénieurs in France. She has extensive experience with 4G wireless technologies, has worked in performance management within Airbus and is now a management consultant at a major strategy consulting firm.
Inhaltsangabe
About the authors Foreword, by Karine Le Joly Preface, by Jim Pulcrano Acknowledgements Executive summary Introduction: how to thrive simply 01 Six figure management in action: how we know it really works Key learning point The SFM method is a management control-based approach Why you should have only six KPIs for intelligence Why you can rely on the SFM method Summary What's next 02 How SFM will help you to get the most from your reporting systems Key learning points The evolution of business performance measurement The balanced scorecard, a major advance in BPM SFM is an evolution beyond the balanced scorecard The Management Cockpit, another advance in dashboards How the SFM method works together with the Management Cockpit approach Summary What's next 03 Try more new things: measuring and improving your sales from new sources performance Key learning points Sales from new sources in action Who should measure and improve SFN performance? Why should managers measure their SFN performance? How do you implement the SFN measurements and improvements? What are the indicators that best measure SFN performance? Other indicators that you may consider to appraise your SFN performance How do you effectively use SFN performance? How can managers improve a bad SFN performance? What are the limitations of measuring and improving your SFN performance? Summary What's next 04 Spend more time with customers: measuring and improving your time facing customers performance Key learning points What is time facing customers performance? To whom does the TFC indicator apply? Why should managers measure their TFC performance? How do you implement the measurement and improvement of your TFC performance? What are the indicators that drive the value of your TFC performance? How do you effectively use the TFC indicators? How can managers actually improve a bad TFC performance? What are the limitations of measuring and improving TFC performance? Summary What's next 05 Do the same thing but with reduced costs and delays: measuring and improving your gains from processes performance Key learning points What are gains from processes? To whom does GFP performance apply? Why should managers measure and improve their GFP performance? How do you implement GFP? What are the indicators that drive the value of GFP? How do you effectively use GFP and what questions should you ask yourself? How can managers improve a bad GFP performance? What are the limitations of having a high GFP performance? Summary What's next 06 Give more to the best people: measuring and improving your people responsibility level performance Key learning points What is the people responsibility level? To whom do the PRL indicators apply? Why should managers measure and improve their PRL performance? How do you implement PRL? What are the indicators that drive the value of your PRL performance? How do you use PRL effectively and what questions should you ask yourself? How can managers improve a bad PRL? What are the limitations of the PRL method? Summary What's next 07 Invest more in your critical resource: measuring and improving your return on critical resource performance Key learning points What is return on critical resource? To whom does the RCR indicator apply? Why should managers measure and improve their RCR performance? How do you implement the RCR? What are the indicators that drive the value of RCR performance? How can managers improve a bad RCR performance? What are the limitations of the RCR method? Summary What's next 08 Focus on one key change project: measuring and improving your key project status performance Key learning points What is key project status performance? To whom do the KPS indicators apply? Why should managers measure and improve their KPS performance? How do you implement KPS measurements? What are the indicators that drive the value of your KPS performance? What questions should you ask yourself? How can managers improve a bad KPS performance? What are the limitations of KPS performance? Summary What's next 09 Getting started Key learning points How to start Where should you begin? Some tips for success Start from a priority How do managers tailor SFM to the strategic and environmental context? Help in getting started Conclusion: what's next Conclusion: key points of the SFM method References Index
About the authors Foreword, by Karine Le Joly Preface, by Jim Pulcrano Acknowledgements Executive summary Introduction: how to thrive simply 01 Six figure management in action: how we know it really works Key learning point The SFM method is a management control-based approach Why you should have only six KPIs for intelligence Why you can rely on the SFM method Summary What's next 02 How SFM will help you to get the most from your reporting systems Key learning points The evolution of business performance measurement The balanced scorecard, a major advance in BPM SFM is an evolution beyond the balanced scorecard The Management Cockpit, another advance in dashboards How the SFM method works together with the Management Cockpit approach Summary What's next 03 Try more new things: measuring and improving your sales from new sources performance Key learning points Sales from new sources in action Who should measure and improve SFN performance? Why should managers measure their SFN performance? How do you implement the SFN measurements and improvements? What are the indicators that best measure SFN performance? Other indicators that you may consider to appraise your SFN performance How do you effectively use SFN performance? How can managers improve a bad SFN performance? What are the limitations of measuring and improving your SFN performance? Summary What's next 04 Spend more time with customers: measuring and improving your time facing customers performance Key learning points What is time facing customers performance? To whom does the TFC indicator apply? Why should managers measure their TFC performance? How do you implement the measurement and improvement of your TFC performance? What are the indicators that drive the value of your TFC performance? How do you effectively use the TFC indicators? How can managers actually improve a bad TFC performance? What are the limitations of measuring and improving TFC performance? Summary What's next 05 Do the same thing but with reduced costs and delays: measuring and improving your gains from processes performance Key learning points What are gains from processes? To whom does GFP performance apply? Why should managers measure and improve their GFP performance? How do you implement GFP? What are the indicators that drive the value of GFP? How do you effectively use GFP and what questions should you ask yourself? How can managers improve a bad GFP performance? What are the limitations of having a high GFP performance? Summary What's next 06 Give more to the best people: measuring and improving your people responsibility level performance Key learning points What is the people responsibility level? To whom do the PRL indicators apply? Why should managers measure and improve their PRL performance? How do you implement PRL? What are the indicators that drive the value of your PRL performance? How do you use PRL effectively and what questions should you ask yourself? How can managers improve a bad PRL? What are the limitations of the PRL method? Summary What's next 07 Invest more in your critical resource: measuring and improving your return on critical resource performance Key learning points What is return on critical resource? To whom does the RCR indicator apply? Why should managers measure and improve their RCR performance? How do you implement the RCR? What are the indicators that drive the value of RCR performance? How can managers improve a bad RCR performance? What are the limitations of the RCR method? Summary What's next 08 Focus on one key change project: measuring and improving your key project status performance Key learning points What is key project status performance? To whom do the KPS indicators apply? Why should managers measure and improve their KPS performance? How do you implement KPS measurements? What are the indicators that drive the value of your KPS performance? What questions should you ask yourself? How can managers improve a bad KPS performance? What are the limitations of KPS performance? Summary What's next 09 Getting started Key learning points How to start Where should you begin? Some tips for success Start from a priority How do managers tailor SFM to the strategic and environmental context? Help in getting started Conclusion: what's next Conclusion: key points of the SFM method References Index
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