People & OrganisationKPI / metricPerformance fairness monitorWhere do assessment and promotion outcomes differ enough to require review?
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People & OrganisationKPI / metricPerformance fairness monitorWhere do assessment and promotion outcomes differ enough to require review?
People & OrganisationTemplate / formPerformance improvement documentationWhat factual record supports clarity and continuity during a performance concern?
Organisational behaviourTemplate / formEmployee performance analyticsHow can employee performance analytics improve people, teams, or organisational effectiveness?Use performance analytics when an annual manager appraisal is too infrequent or too narrow to guide day to day improvement. Regular, proportionate evidence can make coaching more timely and reduce dependence on memory or one person’s impression.
TemplateTemplate / formProgram Performance ReportHow can program performance report support strategic choice or positioning?
TemplateTemplate / formSupplier Performance ReviewHow can supplier performance review improve people, teams, or organisational effectiveness?
Organisational behaviourTemplate / formTick-box and high-performance teamsHow can tick-box and high-performance teams improve people, teams, or organisational effectiveness?Use this model as a periodic reality check when a team seems busy with compliance but the quality, speed or usefulness of its work is not improving.
People & OrganisationProcess / methodLow-performance management processHow should expectations, evidence, coaching, support, decisions, and documentation progress over time?
People & OrganisationProcess / methodPerformance calibration facilitation guideHow can managers align assessment standards without turning calibration into advocacy theater?
People & OrganisationFramework / modelPerformance review operating systemHow should expectations, evidence, self-review, manager assessment, calibration, and follow-through connect?Use the performance review operating system when people working on feedback and performance are using different mental models for expectations, evidence, and self review, and that difference is changing choices or coordination.
OperationsKPI / metricMeasurement system health metricsAre decision-critical metrics current and complete enough to support the decisions that depend on them?
InnovationTemplate / formExperience-measurement pilot rubricIs a new experience measure valid, useful, lightweight, and operationally sustainable?
MarketingKPI / metricPage views and bounce ratesHow should page views and bounce rates be measured and interpreted?Answer the key performance question: “How effective is our internet strategy?”
MarketingKPI / metricCustomer retention rateHow should customer retention rate be measured and interpreted?Answer the key performance question: “To what extent are we keeping the customers we have acquired?”
Organisational behaviourFramework / modelEmployee satisfaction indexHow can employee satisfaction index improve people, teams, or organisational effectiveness?Answer the key performance question: “To what extent are our employees happy in their jobs?”
OperationsKPI / metricService profit chainHow should service profit chain be measured and interpreted?Map hypotheses linking employee conditions, delivered service, customer behaviour and economics.
Organisational behaviourKPI / metricBalanced scorecardHow should balanced scorecard be measured and interpreted?Use the BSC when traditional financial reporting is too narrow to manage strategy. It complements financial outcomes with the non financial drivers of future success across financial , internal business processes , learning and growth and customer perspectives. The scorecard asks:
Organisational behaviourKPI / metricEmployee churn rateHow should employee churn rate be measured and interpreted?Answer the key performance question: “How well are we retaining our staff?”
MarketingFramework / modelCustomer lifetime valueHow can customer lifetime value improve people, teams, or organisational effectiveness?Answer the key performance question: “How well do we understand the financial value from our customer relationships?”
FinanceKPI / metricWorking capital ratioHow should working capital ratio be measured and interpreted?Answer the performance question: “How well are we managing our cash flow?”
OperationsFramework / modelFirst pass yield (FPY)When and how should first pass yield (fpy) be applied?Answer the key performance question: “How efficient are our internal operational processes?”
FinanceKPI / metricReturn on equity (ROE)How should return on equity (roe) be measured and interpreted?Answer the key performance question: “How efficiently are we using the investments that shareholders have made to generate profits?”
MarketingFramework / modelCustomer complaintsHow can customer complaints improve people, teams, or organisational effectiveness?Answer the key performance question: “To what extent are we satisfying our customers?”
Organisational behaviourFramework / modelEmployee engagement levelHow can employee engagement level improve people, teams, or organisational effectiveness?Answer the key performance question: “To what extent are our employees committed to delivering to the vision and mission of the organisation?”
OperationsProcess / methodProcess waste levelHow can process waste level improve people, teams, or organisational effectiveness?Answer the performance question: “Where does this process consume effort without advancing a required outcome?”
MarketingFramework / modelCustomer engagementHow can customer engagement improve people, teams, or organisational effectiveness?Answer the key performance question: “To what extent are our customers engaged with our organisation?”
FinanceKPI / metricEBITDAHow should ebitda be measured and interpreted?Answer the key performance question: “To what extent are we operating our business efficiently to generate profits?”
Organisational behaviourTemplate / formLearner scorecardHow can a learner and manager track knowledge, practice, confidence, and job performance?
People & OrganisationTemplate / formHiring quality retrospectiveHow can hiring evidence be compared with later performance to improve role design and assessment?
MarketingTemplate / formGo-to-market readiness briefIs a new offer ready across audience, positioning, pricing, channels, sales, support, and measurement?
MarketingFramework / modelCustomer online engagement levelHow can customer online engagement level improve people, teams, or organisational effectiveness?Answer the key performance question: “How well are we engaging our customers online?”
Organisational behaviourKPI / metricTraining return on investmentHow should training return on investment be measured and interpreted?Answer the performance question: “How effective is our training in driving business results?”
Organisational behaviourKPI / metric360-degree feedback scoreHow should 360-degree feedback score be measured and interpreted?Answer the key performance question: “How well are our people performing in the eyes of those who have a stake in their performance?”
FinanceKPI / metricOperating profit marginHow should operating profit margin be measured and interpreted?Use operating profit margin to track whether revenue is converting into operating profit, to compare business units or periods using the same accounting definition, and to investigate the effect of pricing, volume, mix and operating costs. It is especially useful alongside revenue growth: growth that requires operating costs to rise faster than revenue will reduce the margin.
OperationsTheory / principleOverall equipment effectiveness (OEE)When and how should overall equipment effectiveness (oee) be applied?Answer the key performance question: “To what extent is our operating equipment effective?”
OperationsFramework / modelFirst contact resolution (FCR)How can first contact resolution (fcr) improve people, teams, or organisational effectiveness?Answer the key performance question: “How effectively are we resolving our customer queries at first contact?”
OperationsFramework / modelProject cost variance (PCV)How can project cost variance (pcv) improve people, teams, or organisational effectiveness?Answer the key performance question: “To what extent are our projects delivered on budget?”
StrategyKPI / metricProduct recycling rateHow should product recycling rate be measured and interpreted?Use it to answer the key performance question: “To what extent are we minimising the environmental impact of the products we produce or sell?”
FinanceKPI / metricReturn on investment (ROI)How should return on investment (roi) be measured and interpreted?Answer the key performance question: “How well are we generating sustainable profits?”
MarketingKPI / metricConversion rateHow should conversion rate be measured and interpreted?Answer the key performance question: “To what extent are we able to convert potential customers into actual customers?”
MarketingFramework / modelRelative market shareHow can relative market share support strategic choice or positioning?Answer the key performance question: “How well are we developing our market share in comparison to our competitors?”
FinanceFramework / modelEconomic value added (EVA)When and how should economic value added (eva) be applied?Answer the key performance question: “How well are we delivering value to our shareholders?”
MarketingKPI / metricCustomer turnover rateHow should customer turnover rate be measured and interpreted?Answer the key performance question: “How well are we retaining customers?”
OperationsFramework / modelSix Sigma levelHow can six sigma level support strategic choice or positioning?Answer the performance question: “How capable are our processes of delivering error free work?”
OperationsFramework / modelProject schedule variance (PSV)How can project schedule variance (psv) improve people, teams, or organisational effectiveness?Answer the key performance question: “To what extent are our projects delivered on schedule?”
FinanceKPI / metricGross profit marginHow should gross profit margin be measured and interpreted?Determine how much gross profit the organisation retains from each dollar of sales.
FinanceFramework / modelValue-based managementHow can value-based management support strategic choice or positioning?Use VBM to set goals, evaluate strategy and performance, allocate capital, design incentives, communicate with investors and value businesses or projects. Traditional accounting measures such as earnings per share or return on equity can report profit without charging fully for the opportunity cost of invested capital. VBM makes that charge explicit.
OperationsProcess / methodProcess or machine downtime levelHow can process or machine downtime level improve people, teams, or organisational effectiveness?Answer the performance question: “When required, how reliably are our machines or processes available?”
OperationsKPI / metricReturn on innovation investment (ROI2)How should return on innovation investment (roi2) be measured and interpreted?Answer the key performance question: “To what extent are our investments in innovation generating a return?”