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Sesión 11 - PGyE Equipo 1: José Antonio Acevedo Karla Itzel Ortiz …

- - - - See KPIs as data sets for machine learning.
      - Drill down into KPI components.
      - Share trusted KPI data.
      - Develop an integrated view of the customer.
      - Use KPIs to lead, as well as manage, the enterprise.
      - Aim for KPI parsimony.
  - - - Customer experience
        
        Aligns or must align the internal process with what the market is asking for
        
        This is one of the most important KPI for companies
      - More commitment to create awareness and accountability around them
      - KPI's help to segment and identify target customers
  - - - Identify what's relevant to the company
      - Too many doesn't mean too good
      - Organizations that use KPIs to monitor and asses performance
      - Use KPI's to guide and drive performance improvements
  - - - KPI's are becoming data input
      - Companies are convinced that investing in ML will help them to achieve goals
      - Do not forget that we are humans telling things to other humans, don't forget the art. Un-codifiable abilities
- - - - Companies' balance sheets report separately on tangible assets, such as raw material, land, and equipment, based on their historic cost-the traditional financial accounting method :pen:
        
        adequate for industrial-age companies
        
        tangible resources into products whose value ex- ceeded their acquisition and production costs
      - .
        
        Intangible assets-capitalize and subsequently amortize the expenditures on training employees, conducting research and development, purchasing and developing databases,
        
        & advertising that creates brand awareness :unamused:
        
        Does not imply that they have separable market values
        
        Many internal and linked organizational processes
        
        1 more item...
      - to provide a new framework for describing value-creating strategies that link intangible and tangible assets
        
        It does measure these assets in units other than currency
        
        Describes how intangible assets get mobilized and combined with intangible and tangible assets to create differ-
        entiating customer-value propositions and superior financial outcomes.
  - - - the value from intangible assets is indirect.
        
        higher customer satisfaction leads to increased customer loyalty
        
        better service quality leads to higher customer satisfaction
        
        investments in employee training lead to improvements in service quality
        
        increased customer loyalty generates increased revenues and margins
        
        the value from intangible assets depends on organizational context and strategy.
        
        Intangible assets seldom have value by themselves.
  - - - Objectives for growth and productivity to enhance shareholder value.
      - Market and account share, acquisition, and retention of targeted customers
      - Value propositions that would lead customers to do more higher-margin business with the company.
      - Innovation and excellence in products, services, and processes.
      - Investments required in people and systems to generate and sustain growth.
    - - Build the franchis
      - Increase customer value
      - Achieve operational excellence
      - Become a good corporate citizen
  - - - Key Performance Indicator Scorecards :star:
        
        KPI scorecards also emerge when the organization's information technology group,
        
        likes to put the company database at the heart of any change program, triggers the scorecard design.
        
        Consulting organizations offer KPI
        scorecards.
        
        4Ps for its "balanced scorecard:"
        
        Profits
        
        Portfolio (size of loan volume)
        
        Process (percent processes ISO certified)
        
        People (meeting diversity goals in hiring)
        
        KPI scorecards are most helpful for departments and teams when a strategic pro- gram already exists at a higher level.
        
        The best Balanced Scorecards re-
        flect the strategy of the organization. A good test is whether you can understand the strat- egy by looking only at the scorecard and its strategy map
        
        All organizational units and employees to understand the strat- egy and identify how they can contribute by becoming aligned to the strategy.
      - Stakeholder Scorecards :star:
        
        The stakeholderscorecard identifies the major constituents ofthe organization- shareholders, customers, and employees
        
        suppliers & the community.
        
        Missing from the stakeholder card are the drivers to achieve the goals
        
        drivers include an explicit value proposition such as innovation that generates new products and services or enhanced customer management processes, the deployment oftechnol- ogy, and the specific skills and competencies of employees required to implement the strategy.
        
        first step on the road to a strategy scorecard
        
        The scorecard defines the organization's goals for these different constituents, or stakeholders, and develops an appropriate scorecard of measures and targets for them (Atkinson and Waterhouse 1997)
        
        work
        
        invest
        
        "a compelling place to shop"
        
        Elaborate internal measurement system based on financial value-added, customer value-added, and people value-added.
        
        dominant constituents-customers, shareholders, and employees-emphasizing satisfaction measures for customers and employees,
        
        una estrategia, sin embargo, debe describir cómo se logrará el resultado
        
        is not adequate to describe the strategy of an organiza- tion and, therefore, is not an adequate foundation on which to build a management system.
- - - - Financial
      - Internal business process
      - Learning and Growth
      - Customer
    - - Align employees' individual performance