- Performance audit - What's wrong and right
- Critical Performance gaps
- Critical success factors
- Best Practices
- Strategic Planning - where you want your company be.
- Opportunity and threat analysis
- Market Positioning
- Business Models
- Departmental metrics and kpis
- BSC perspectives
- ROE Chart
- Strategic Mapping
- Staff Performance Planning and Criteria - how to get every one involved.
- Cascaded job objectives and goals
- Critical performance gaps
- key Result Areas
- Key Performance Indicators
- Performance targets and benchmarking in ratios
- Strategic Business Plans - Strategic Mapping / ROE Du Pont Chart
- working capital strategies
- fixed capital strategies
- financed by Equity and borrowed funds
- Cash flows
- Financial Statements
- Actual Results - how to report performance
- Responsibility Centre performance reports
- KPI variances in addition to budget variances.
- Input / output analysis : dynamic ratio analysis
- Go back to 1 - the management cycle.
Gaps are identified by comparing the performance of the company against a bench marked company in the same industry. Positive performance indicate strengths whereas the opposite shows weaknesses. Thereafter, proper winning strategies could be formulated and best practices could be recognized and adopted. All the above could be drawn objectively from the financial statements rather than relying on subjective opinion surveys which are popularly but wrongly applied in TNA.
Thursday, July 4, 2013
Performance Transformation****
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