KPI's: as few as possible, as many as necessary

Figures are all too often collected and/or discussed only retrospectively. Based on the trends of the past, it should be possible to make forecasts about the future. Wouldn’t it be wonderful to be able to make validated and documented statements about operating business in the coming 12 to 18 months? Wouldn’t it be even more exciting to make validated and documented statements about upcoming projects and their commercial expectations? Not possible you say? - Let us prove it! Quite a few firms have already found it pays off.
Focus when stating figures on what you want to say: use sparklines (familiar from stock news). Two (and only two) questions should be asked during reporting:

  • is the information you wanted clearly formulated?
  • is your message credible and provable?

  • To ensure the figures can be understood, they must be rooted in the business. Process assessments serve to pinpoint those areas in the process where the right KPIs need gathering to underpin the later core statements operatively. The process is linked to the financial world through the inclusion of financing and cost accounting.

    What Agitaris does:
    Future Excellence
    • applies daily management as the basis for innovation management
    • sets KPIs not only retrospectively but prospectively too
    • acquires trust through validated, documented forecasts
    komprimiert durch sparklines
    • uses sparklines to represent figures in condensed form
    • makes spot-on statements
    • forms anticipatory interpretations by showing any deviation from the plan
    • 1: Full version of sales with unclear message
    • 2: Goal achievement (at a glance)
    • 3: Deviations from plan in recent months within a band (specify min./max. tolerance)
    Vernetzung mit Prozess
    • successful presentation of operative results and forecasts on projects/orders on hand by networking them with the financial figures
    • transference of FIBU/BEBU figures with the processes guarantees a reliable picture of the operative project/process in the final report