DO-IT-YOURSELF GUIDE

KPI
8-STEP
JUMP-START
Build your operating
model

Know what KPIs count

Inspire high performance

discipline via crisp,
consistent reporting
case study
included
 now that you are here.....

LET'S START
TODAY!
KPI management discipline doesn't
have to be an administrative
burden and it certainly doesn't have
to require an enourmous budget
with multiple support technologies
to support it. With a bit of thought,
reason and initial heavy lifting, your
company can become a
performance governance machine
allowing you to get the most out of
your staff, processes, vendors and
the clients you serve.

ARE YOU READY?

A FREE
RESOURCE
FOR YOU
As strategy deployment experts
building performance
governance software solutions
for more than 6 years, we have
learnt that lack of adherence to
maintaining core metrics is
often the primary reason for the
friction which slows business
down in critical moments. This
do-it-yourself job aid is for
growth-oriented companies who
are ready to become more
process-focused and continuous
improvement-driven through
active daily KPI management.
 KPI
JUMP START
IN 8 STEPS
DAY ONE OR ONE DAY? THE DECISION IS YOURS

WWW.TOPPTI.COM
 topp tactical intelligence

PART 1

BUILD
YOUR
OPERATING
MODEL
STEP 1

BOX YOUR
COMPANY INTO
FUNCTIONS
IF YOU DON'T ALREADY HAVE AN
ORGANISATIONAL CHART CLEARLY EXPLAINING
YOUR COMPANY BY ITS FUNCTIONS, NOW IS
THE TIME TO MAKE ONE. IF IT HELPS, IMAGINE
YOURSELF 5 YEARS INTO THE FUTURE AND
YOUR COMPANY HAS QUADRUPLED IN SIZE. AS
YOU MEET WITH YOUR NEW HEAD OF HR, HOW
WILL YOU EXPLAIN YOUR HIERARCHAL
STRUCTURE AND ITS SUPPORTING FUNCTIONS?
 ,
As your company grows each function will

become an individual team reporting to the

-
appropriate C level officer

FUNCTION
Risk & Compliance

HR

Finance / Acct

Legal

Marketing

Sales

Client & partner onboarding

Client services

Client services

Operational readiness

Quality & continuous improvement

Innovation

System administration & security

Product design

Product development

PMO & Change management

Strategy

Performance & analytics

 REFLECTION POINT

Growth-ori ented organi sati ons make

extra i nvestments i n keepi ng their
organi sati onal functi onal chart
updated AND AVAI LABLE. Thi nk big and
growth-focused and watch the results
i t wi ll bri ng!

STRATEGY DEPLOYMENT
STEP 2
IDENTIFY THE
PROCESSES
EACH FUNCTION
SUPPORTS
RECOGNISE AND LIST ALL THOSE WONDERFUL
PROCESSES THAT KEEP YOUR CLIENTS COMING
TO YOU. THIS IS WHY YOU ARE IN BUSINESS
AND THIS EXERCISE WILL HELP YOU INCREASE
AWARENESS INTO YOUR VALUE PROPOSITION.
DO SO IN A WAY THAT EACH PROCESS FITS
NEATLY INTO YOUR FUNCTIONAL HIERARCHY
(AKA ORGANISATIONAL CHART)
 CEO
Chief Executive Officer PROCESSES

CCO
Chief Commercial
Officer

Prospecting

&
Sales
Pitches demos

Network cultivation

Sales administration & contracting

Client & partner Onboarding

CCO onboarding New product communication

FUNCTIONS Content creation

Marketing
Digital marketing

Promotional event management

-
E mail outreach

Client Svcs 1st level client query management

,
Once you get to this level of detail it becomes notably easier to explain to your stakeholders

, ,
what the company does who does it and where bottlenecks ( . .
e g staffing issues ) are slowing

.
you down It also assists in strategic thinking sessions when planning for the long term -
STEP 3

IDENTIFY CTQ
PROCESS
TOUCHPOINTS
ENGAGE EACH TEAM LEADER AND IDENTIFY ALL
CRITICAL-TO-QUALITY (CTQ) HANDOFFS AT THE
PROCESS LEVEL. USE THE SIPOC*TECHNIQUE TO
MAP EACH TOUCHPOINT WHILE
DIFFERENTIATING BETWEEN INTERNAL AND
EXTERNAL HANDOFFS

* SIPOC: SUPLIER > INPUT > PROCESS > OUTPUT > CUSTOMER
 CEO input/output source
Internal 3rd party supplier Client
CCO

Marketing (function)
INPUT PROCESS OUTPUT
Client news from Sales Team Change requests to Product Team
1.Website
Product updates from Design Team
management Rework request to Product Team

Style & annimation updates from

Website updated online to public
3rd party development partners

Draft of brochure sent to Sales &

New brochure request from Sales
2.Brochure Quality Assurance for review

Validation from Quality Team publication New brochure sent to client

New software updates in Canva

(brochure making software)

Qualified leads from 3rd party Promotional e-mails to client

marketing partners 3.E-mail outreach prospects
Consultation appointment
Customer Avatar profiles
from Sales Team
campaigning confirmations to client prospect

Request for consultation from

client prospects
 REFLECTION POINT

Now that your company's operating

model is taking shape, it will
become easier and clearer to
determine where to dedicate your
performance-focused efforts

STRATEGY DEPLOYMENT
 topp tactical intelligence

PART 2

KNOW
WHAT
KPI S
COUNT
STEP 4

IDENTIFY
VALUE-FOCUSED
METRICS
KNOWING WHICH KEY SUCCESS FACTORS (KSFs)
ARE RELEVANT TO BRING VALUE TO YOUR
COMPANY IS CRUCIAL. MAP WHERE EACH
KSF IS IMPACTED BY PROCESS INPUTS AND
PROCESS OUTPUTS AND WHAT METRICS WILL
ASSIST IN EVALUATING AND IMPROVING EACH
PROCESS STEP
Suggested
Key Success Factors
(KSFs)
(What your client perceives as value)

cost
quality
productivity
delivery
training
safety
morale
 4 KPIs required for successful
brochure publication

INPUT PROCESS OUTPUT

Draft of brochure sent to Sales &
New brochure request from Sales
Brochure Quality Assurance for review

Validation from Quality Team publication New brochure sent to client

New software updates in Canva
(brochure making software)
1. 2.
# of hours dedicated to
learning brochure making
software features
process #2
4.
# of new brochures
# of defects caught
sent to client
(rework required)
3. End-to-end brochure
production time from time of
request to client delivery

THE SUCCESS OF THE BROCHURE PUBLICATION PROCESS DEPENDS

ON 4 KEY FACTORS: (1)THE LEVEL OF CREATIVITY & TECHNICAL
KNOW-HOW THE MARKETING TEAM HAS AVAILABLE WHEN
DESIGNING (TRAINING), (2)THE NUMBER OF REWORK EXERCISES
AIMED AT CORRECTING ERRORS (QUALITY), (3)THE TOTAL TIME
REQUIRED TO DELIVER THE BROCHURE TO THE CLIENT FROM THE
TIME OF THE REQUEST (DELIVERY) AND (4)THE TOTAL NUMBER OF
NEW BROCHURES SENT TO THE CLIENT (PRODUCTIVITY)
STEP 5

CLASSIFY
LEAD & LAG
INDICATORS
UNDERSTANDING THE DIFFERENCE BETWEEN
LEAD AND LAG INDICATORS IS KEY TO ACTIVE
PERFORMANCE MANAGEMENT AND TACTICAL
DECISION MAKING. BY KEEPING THE TWO KPI
TYPES SEPARATE, YOUR DISCUSSIONS WITH
MANAGEMENT WILL BE DIVIDED INTO TWO
AREAS: WHAT HAPPENED (THE EFFECT), AND
WHY (THE CAUSE). ON THE FOLLOWING PAGE
ARE SOME EXAMPLES TO HELP YOU BETTER
UNDERSTAND THE LEAD-LAG RELATIONSHIP
 Lead KPIs Lag KPIs
The CAUSE of your success The EFFECT of your actions
N° of marketing
N° of social media
campaigns launched on
followers acquired
social media

N° of 5S safety audits N° of work accidents on

performed the shop floor

N° of sales-related
Sales revenues
training classes completed

N° of product quality
N° of client complaints
controls performed
STEP 6

APPLY THE
BALANCED
SCORECARD LOGIC
THE BALANCED SCORECARD HELPS
ORGANISATIONS TO CLARIFY THEIR STRATEGY
AND COMMUNICATE THE BUSINESS’S TOP
STRATEGIC PRIORITIES AND OBJECTIVES. PLACE
EACH KPI INTO 1 OF THE 4 BALANCED
SCORECARD PERSPECTIVES TO MAKE VISIBLE HOW
EACH KPI SUPPORTS YOUR COMPANY'S LONG-
TERM GROWTH STRATEGY.
ON THE FOLLOWING PAGE WE HAVE LISTED A SAMPLE OF OUR KPI PORTFOLIO
CREATED DURING THE PREVIOUS 6 EXERCISES
 = lead KPI BALANCED SCORECARD
Financial Customer Process Growth
advertising spend

software spend
sample KPIs of a friendly IT
consulting firm (yours truly)
product

customisation fees

cost Consulting fees

weekly customer

quality reviews ,
daily weekly , Performance

# of defects / monthly quality score

rework reviews Quality ratings

#
quality
Customer of defects

satisfaction score

sales revenues # of publications

# of employee
# of hours worked

from software # of client

absences
# of employee

sales meetings
Milestones & absences

deliverables
sales revenues Product uptime

productivity from consulting # of clients

achieved

# of hours worked

# of days late on # of days late on

delivery delivery

delivery time delivery time

delivery
brand awareness # strategy # hours of training

deployment # training sessions

activities # of ideas

collected

training
 topp tactical intelligence

PART 3

REPORT
EFFECTIVELY
WITH
SIMPLE
KPI
DISCIPLINE
 REFLECTION POINT

T h e a d m i n i s t r a t i v e ' h e a v y l i f t i n g ' i s no w
behind you. What remains is putting a
s t r u c t u r e i n p l a c e t h a t w i l l e n s ur e e ac h
team leader (function) spends 10 to 15
minutes each day making sure their KPIs
are captured and reported correctly

STRATEGY DEPLOYMENT
STEP 7

SIMPLIFY THE KPI

CAPTURE
PROCESS WITH
DAILY DISCIPLINE
STUDIES HAVE PROVEN TIME-AND-TIME AGAIN
THAT KNOWLEDGE RETENTION AND THE QUALITY
OF COMPREHENSION IS SIGNIFICANTLY MORE
EFFECTIVE WITH ACTIVITIES THAT ARE
PERFORMED DAILY. AFTER COMPLETING THE KPI
ARCHITECTURE EXERCISE, ASSIGN EACH KPI TO
ITS FUNCTIONAL OWNER (TEAM LEADER) SO THAT
KPI RESULTS ARE CAPTURED ON A DAILY BASIS AT
THE END OF THE DAY
 End -of-day signoff
the simplicity of standard
daily discipline M T W Th F
# of brochures created 0 0 1 0 0
# of quality complaints
0 0 0 2 0
# of updates to website 0 0 0 0 1
ROBIN
HEAD OF
# of press releases 0 0 0 1 0
MARKETING
# of trainings held 0 0 0 0 0
Time savings: number entry is quick
(no more than 5 to 10 minutes per day)
Increased accuracy: less errors as KPIs

WHY THIS are captured while activities are still

fresh on everyone's mind

IS GOOD
Increased focus & accountability:
team leaders are reminded daily where
their performance is being measured

FOR ROBIN Increased granularity: low effort

dedication allows for more KPIs to be
assigned per team lead
No software, no problem! A simple
spreadsheet should be sufficient
 AUTHOR'S NOTE

We cannot emphasise enough the efficiency you

will achieve by adopting the KPI daily discipline at
the team lead level. In doing so, even without an
expensive digital dashboard, your team leaders
will leverage high quality, readily available data
to communicate effectively with their superiors
in critical moments and with minimal effort

STRATEGY DEPLOYMENT
STEP 8

REPORT, REVIEW
AND REVISE KPIS
MONTHLY
A STUDY WE RECENTLY CONDUCTED STRONGLY
REVEALED THAT THE BIGGEST AREA OF WASTE IN
PERFORMANCE-RELATED INVESTMENTS LIES IN
KPIS WHICH ARE REPORTED BUT NOT REVIEWED BY
SENIOR MANAGEMENT. AS YOUR KPI PORTFOLIO
COMES TO LIFE, THE FINAL AND MOST
CHALLENGING STEP AWAITS: GETTING YOUR
MANAGEMENT TEAM TO ACT! FORTUNATELY, WITH
CLARITY AND DISCIPLINE YOU CAN MAKE YOUR KPI
PORTFOLIO AN INTEGRAL PART OF YOUR
MANAGEMENT TEAM'S DECISION-MAKING PROCESS
 End -of-day signoff

M T W Th F
# of brochures created 0 0 1 0 0
# of quality complaints
0 0 0 2 0
# of updates to website 0 0 0 0 1
# of press releases 0 0 0 1 0
# of trainings held 0 0 0 0 0

ROBIN REPORTING
HEAD OF DISCIPLINE
MARKETING BI-WEEKLY
INTERNAL REVIEW
WITH MARKETING MONTHLY
TEAM PRESENTATION
TO C-SUITE
SUGGESTED REPORTING FORMAT

MARKETING
Lagging KPIs
MONTHLY THIS LAST
FINANCIAL TARGET MONTH MONTH
cost Spend on advertising
** ** **
CUSTOMER
productivity # of social media followers
** ** **
quality # of customer complaints
** ** **
 AUTHOR'S FINAL NOTE

Performance management i s a never-endi ng

j ourney whi ch i s i n a constant state of
change as your busi ness conti nues to grow.
Ensuri ng that your management team stays
focused on strategy whi le keepi ng team
leaders ali gned wi th day-to-day acti vi ti es
i s cri ti cal to your success

STRATEGY DEPLOYMENT
 topp tactical intelligence

CONFUSION
FINDING
DAILY KPI
MANAGEMENT
DISCIPLINE?
15 minutes-a-day
IS ALL YOU NEED

Let us show you how:

+39 351 221 4087

info@toppti.com

www.toppti.com
 CASE
STUDY
In the summer of 2019, Pricewaterhouse Coopers (PwC) contacted
us to assist Belgian Security Surveillance leader Protection Unit with
the restructuring of the company as it was acquiring a competitor
and required a robust software platform to manage processes, KPIs
and their overall strategy deployment action plan

Call our hotline at 123-456-7890

 RESULTS in the first month

50 Functional Watch us in action

areas captured 2 training videos were created to

assist the Protection Unit
Management Team in using our
250 KPIs platform, PRESTO Continuous
defined & assigned Improvement to map their operating

model and structure their KPI
75 Processes portfolio to manage daily business
and touchpoints catalogued

11 Strategic CLICK TO
initiatives agreed, catalogued and WATCH
linked to project portfolio
Process capture

& waste
16 PDCA management
projects created & displayed
on PDCA dashboard

24 hours
CLICK TO
WATCH
250 KPIs in 2
saved per month on
administrative activities weeks!
 case study
‘The team at TOPP
TI loaded our
company
information and all
our KPIs into
PRESTO sending us
training videos
which allowed us
to be independent
on day 1’

Nicholas De Angelis

Deputy CEO, Protection Unit

WWW.PROTECTIONUNIT.COM
 NEED HELP
MANAGING
STRATEGY IN YOUR
BUSINESS?

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