The Challenges

Performance management challenges

Scattered and silo centered business information:

The client had multiple old systems of business information reporting used by different business groups including large data warehouse system but all its business information were residing in various applications resulting in confusion of same metric reported with multiple version of numbers.

Performance management challenges

Challenge in monitoring performance:

Diverse scattered reports resulted in difficulties for the management team to monitor performance without being able to consolidate one sanitized set of performance numbers and view all information in one single platform

Performance management challenges

Absence of Strategic Alignment:

None of the business reports presented at management meetings were linked to the cascaded KPIs of the organization’s value chain and its people. The KPIs were manually managed for by each supervisors in a separate HR system. It was nearly impossible for them to have one view of corporate KPI and drilldown on who in the value chain was not performing. Getting into details to decipher where performance bottleneck lies is always a challenge.

The solution

KPISOFT consulting team had a series of meeting session with the management team in identifying key performance issues, and facilitated discussion on how to improve the performance management process.

At the conclusion of the series of meetings, KPISOFT implemented its platform and redefined the method of reporting.

The solution platform

– A single platform to provide daily updated operational and business performance across sales, fulfillment, and assurance value streams

– Captured performance insights across multiple value chains within the organization

– Collated disparate data ranging from HQ C-suite to network nodes / exchanges

– Provided rapid customization and adaptive analytics via premium support / response model

- A single platform to provide daily updated operational and business performance across sales, fulfillment, and assurance value streams

- Captured performance insights across multiple value chains within the organization

- Collated disparate data ranging from HQ C-suite to network nodes / exchanges

- Provided rapid customization and adaptive analytics via premium support / response model

Redefined the method of performance reports

• All numbers were reported against performance targets (KPIs) as opposed to previous practice of goalless analytics.

• The intent was to provide quick view of which metrics are not performing as per the strategic goals of the company at a glance, de-clutter the information overload and clarify strategic insight.

• Seamless drilldown of metrics were provided for quick diagnosis of each metrics towards cause of non-performance and the value chain of geographical branches & hierarchical people involved in each metrics

Outcomes

Outcome

Single source of truth: The organization was able to view consolidated information of all its key business metrics and information in one single platform. The managers saved precious time is accessing performance update for all metrics at one place.

Most importantly number crunching exercise were eliminated with now all aspect of the same numbers were available and referred by everyone in the organization.

Outcome

Monitor Performance on the go:

With daily midnight update and consolidation of all business numbers made available first thing in the morning every day, the organization was able to diagnose performance bottlenecks and drive improvements on the go.

Outcome

Easy traceability to organizational and people KPIs:

Performance bottlenecks could be linked to affected branches and people in the branches leading to early identification of causes of non-performance and enabling dynamic performance dialogue.

Outcome

Accountability of performance shifted to individuals with on the go performance visibility:

The branch managers and personnel access performance visibility and key information was pushed to them on daily basis which led to increased awareness of their performance against their KPIs on cumulative basis throughout the year.

Awareness led to change actions driving the entire organization to create performance dialogues and focus on improvement efforts

Outcome

International Award:

The company after 2 years of launching its new service won an international award as being the best in region for 2 years running.

Breakthrough performance:

The organization achieved breakthrough performance. It achieved a clear undisputed leadership in the market it was serving against its peers with performance far surpassing competitors in subscribers and revenue