沒有一位首席執(zhí)行官(CEO)會(huì)懷疑正確衡量公司業(yè)績的重要性。然而，在過去25年多的時(shí)間里，我所幫助過的高管團(tuán)隊(duì)在應(yīng)對這一挑戰(zhàn)時(shí)普遍都很吃力。正如一位CEO對我所說：“當(dāng)我們說到公司的關(guān)鍵業(yè)績指標(biāo)(KPIs)時(shí)，他們就變得目光呆滯?！被蛘撸秩缌硪晃籆EO所說：“他們[經(jīng)理們]開始尋找逃離的方式?！?/p>

No CEO doubts the importance of measuring their company’s performance properly. Yet the executive teams I’ve assisted over more than 25 years generally struggle to engage with the challenge. As one CEO put it to me, “when we get to corporate KPIs their eyes glaze over.” Or, as another said “they [the managers] start looking for the exits.”

當(dāng)你審視這些KPI通常是什么東西時(shí)，你就能夠明白為何這么多經(jīng)理人對這事不感興趣。搗弄數(shù)字的人接管了工作，而且可以用電子表格以及財(cái)務(wù)結(jié)果和產(chǎn)出指標(biāo)的精確細(xì)目讓運(yùn)營經(jīng)理不知所措。很快，經(jīng)理們就會(huì)感覺他們是在被要求跳過他們并不真正理解的難關(guān)——而且他們也不是特別想跳。

When you look at what these KPIs so often are, you can understand why so many managers switch off. The number crunchers take over, and can overwhelm operating managers with spreadsheets and precise breakdowns of financial results and output measures. Pretty soon managers feel like they’re being asked to jump through hoops they don’t really understand — and don’t particularly want to.

為阻止這種事情發(fā)生，CEO們需要提醒他們的團(tuán)隊(duì)注意幾個(gè)關(guān)于KPI的重要事實(shí)。

To stop this happening, CEOs need to remind their teams of a few important truths about KPIs.

KPI涉及關(guān)系

KPIs are about relationships.

經(jīng)理們，尤其是大企業(yè)的經(jīng)理們，花費(fèi)了大量時(shí)間和金錢來評估員工的滿意度。人力資源各部門致力于開展員工滿意度調(diào)查，并確保經(jīng)理們經(jīng)常性地對他們的直接下屬加以核驗(yàn)。在某種程度上，這種做法不錯(cuò)?？墒钱?dāng)我問高管團(tuán)隊(duì)企業(yè)從中有何收獲時(shí)，我收獲的卻是茫然的眼神。

Managers, especially those in large organizations, spend an inordinate amount of time and money measuring the satisfaction levels of their staff. Sections of HR are dedicated to running employee satisfaction surveys and making sure managers conduct frequent?check-ins?with their direct reports. That’s fine up to a point. But when I ask senior executive teams what the organization is getting out of this, I receive blank stares.

KPI需要反映這樣一個(gè)事實(shí)：價(jià)值創(chuàng)造是一條雙行道，交易雙方都需要從中獲益。想想看，你為何希望員工敬業(yè)？因?yàn)槟阈枰獜乃麄兩砩系玫叫〇|西。弄清關(guān)鍵利益相關(guān)者使用了什么決策標(biāo)準(zhǔn)（戰(zhàn)略因素）來支持你的實(shí)體，以及你希望從他們身上獲得什么回報(bào)，這一點(diǎn)至關(guān)重要。對員工而言，這條雙行道是通過企業(yè)如何滿足員工需求來界定的，這要通過上述一類的工具進(jìn)行跟蹤，并跟蹤員工作為一個(gè)團(tuán)體的生產(chǎn)力和創(chuàng)新。多數(shù)企業(yè)未能圍繞這兩方面制定指標(biāo)。

KPIs need to reflect the fact that value creation is a two-way street, and that both sides of the transaction need to get something out of it. Think about it. Why do you want employees to be engaged? Because you need something from them. It’s critical to understand the decision-making criteria (strategic factors) that?key stakeholders?use to support your entity?and?what you want from them in return. The two-way street for employees is defined by how well the company delivers on the things that employees want, tracked by tools such as those above,?and?by tracking the productivity and innovation of employees as a group. Most organizations fail to develop measures around both sides.

你在銷售中也能看到同樣的問題，人們主要關(guān)注的是公司從交易中得到了什么，而不是關(guān)注他們給客戶帶來了什么。一家社區(qū)銀行的CEO（也是一位客戶）格蕾絲(Grace)這樣說：“幾年前，我們的高管團(tuán)隊(duì)討論的重點(diǎn)是銷售額和利潤率以及這些數(shù)字的細(xì)目?？墒恰坏┪覀兿蚶嫦嚓P(guān)者敞開心扉，我們的月度績效評估就有了不同視角。我們現(xiàn)在依據(jù)銷售驅(qū)動(dòng)力來討論KPI，比如客戶服務(wù)得分以及由Canstar等機(jī)構(gòu)制定的產(chǎn)品排名?！?/p>

You see the same problems with sales, where the focus is largely on what companies get out of the deal rather than on what they’re giving to customers. Grace, the CEO of a community bank (and a client) put it this way: “Years ago, our executive team discussion would focus on sales and margin and a breakdown of those numbers. But…once we opened our minds to?stakeholders, our monthly performance reviews took on a different perspective. We now discuss KPIs on the drivers of sales, such as customer service scores and product rankings conducted by organizations such as?Canstar.”

格蕾絲承認(rèn)，數(shù)字革命已經(jīng)讓這事容易了許多：“你所處的社會(huì)在了解自己想要什么方面成熟優(yōu)雅多了。因?yàn)橛辛思夹g(shù)（我把社交媒體包括在其中），你表現(xiàn)如何就有了更大透明度。”

Grace acknowledges that the digital revolution has made this a lot easier: “You have a society which is much more sophisticated and elegant in knowing what it wants. With technology, and I include social media in this, there’s a greater degree of transparency about how you’re performing.”

考慮因果關(guān)系

Consider causality.

對多數(shù)經(jīng)理來說，一套業(yè)績指標(biāo)看上去不過像一張數(shù)字表格而已。由于它們似乎是并存的，因此經(jīng)理們很少質(zhì)疑每一項(xiàng)指標(biāo)如何隨時(shí)間的推移而影響其他指標(biāo)。不過，領(lǐng)先指標(biāo)應(yīng)該可以預(yù)測未來。如果你的企業(yè)現(xiàn)在與員工的關(guān)系處理得好，那將在其他利益相關(guān)者（如明天的客戶）身上產(chǎn)生成效。如果你的企業(yè)明天與客戶相處得很好，那么股東的業(yè)績將在后天得到改善。

To most managers, a set of performance measures just looks like a table of numbers. Since they appear to be concurrent, managers rarely question the way each measure impacts the others over time. But leading indicators should predict the future. If your organization does well with employees now, that drives results for other stakeholders such as customers tomorrow. If your organization does well with customers tomorrow, then shareholder outcomes will be improved the day after.

一旦經(jīng)理們明白了這就是KPI應(yīng)該做的事情，他們就會(huì)開始問自己一些關(guān)系業(yè)務(wù)如何運(yùn)作的有趣問題。我的一個(gè)客戶是一個(gè)合作社，它從農(nóng)民會(huì)員那里收集鱷梨并進(jìn)行分級，之后再分發(fā)到零售店。總經(jīng)理布萊恩(Brian)和他的管理團(tuán)隊(duì)制定了他們業(yè)務(wù)的KPI。

Once managers get that this is what KPIs are supposed to do, they start asking themselves some really interesting questions about how their business works.?? One of my clients is a cooperative which collects and grades avocados from member farmers for distribution to retail stores. Brian, the Managing Director, and his management team mapped their business KPIs.

他表示：“制定我們的KPI讓我們看到了分級過程對我們有多么重要。店面里的分級[分為優(yōu)質(zhì)、一級、二級或次品]的準(zhǔn)確性會(huì)影響到種植者的報(bào)酬，報(bào)酬因水果等級而異。它還與我們的客戶、主要連鎖超市質(zhì)量可靠的聲譽(yù)有關(guān)。這些結(jié)果反過來又會(huì)影響到我們企業(yè)的銷量和利潤?！?/p>

He said, “Mapping our KPIs opened our eyes to how critical the grading process is to us. The accuracy of the grading [into premium, first, second or reject grade] on the shop floor impacts grower payments, which varies according to the grade of fruit. It’s also linked to the reputation of our customers, the major supermarket chains, for reliable quality. These results, in turn, impact our business’ sales and profitability.”

數(shù)字永遠(yuǎn)不是全部

The numbers are never the whole story.

KPI只是對事物的部分衡量。任何一套指標(biāo)都是不完整的?！爸笜?biāo)”一詞就說明了這一點(diǎn)。

Key performance indicators are only partial measures of something. Any set is incomplete. The word “indicator” gives that away.

十多年前，我?guī)椭粋€(gè)非營利協(xié)會(huì)開發(fā)了一個(gè)KPI記分卡。該組織為自閉癥兒童開辦學(xué)校，并為這些孩子的家庭提供支持。其CEO最近向我表示，只有在連續(xù)使用和復(fù)審的情況下，該組織的記分卡才有意義?！懊磕?，”他說，“隨著環(huán)境的改變，我們都會(huì)對我們的記分卡進(jìn)行微調(diào)，使其變得更好?！迸c客戶結(jié)果相關(guān)性“弱”的指標(biāo)——它們已經(jīng)被放棄——包括媒體對該組織的報(bào)道數(shù)量、該組織目前開展的研究項(xiàng)目數(shù)量以及資本投資。這些已經(jīng)被企業(yè)贊助和志愿者籌款等指標(biāo)所取代。該組織還試圖保持KPI數(shù)量的可控制性，并將其清單從16個(gè)縮減為12個(gè)。

Over a decade ago I helped a not-for-profit association develop a KPI scorecard. The organization operates schools for children with autism and supports the families of those children. The CEO recently informed me that it is only with continued use and review that the organization’s scorecard remains relevant. “Each year,” he says, “as circumstances change, we tweak our scorecard to make it just that bit better.” Measures found to have a “weak” correlation with client outcomes — and which have been dropped — include the number of media stories about the organization, the number of current research projects undertaken by the organization, and capital investments. These have been replaced by measures such as corporate sponsorship and fundraising by volunteers. The organization also tries to keep the number of KPIs manageable and has shrunk the list from 16 to 12.

當(dāng)你的企業(yè)、部門或科室周邊的情況發(fā)生變化時(shí)，請準(zhǔn)備好改變你的績效衡量標(biāo)準(zhǔn)。這是設(shè)定與重置，而非設(shè)定與遺忘。正如銀行CEO格蕾絲所言，你的企業(yè)運(yùn)營環(huán)境動(dòng)態(tài)一直在隨著數(shù)字創(chuàng)新、社交媒體和疫情的出現(xiàn)而變化?，F(xiàn)在是時(shí)候重新思考如何制定你的業(yè)績指標(biāo)了。請將業(yè)績看作是一條雙行道，觀察指標(biāo)之間的聯(lián)系以及一個(gè)指標(biāo)對另一個(gè)指標(biāo)的影響。最重要的是，要做好準(zhǔn)備適應(yīng)不斷變化的環(huán)境。

As the conditions around your organization, department, or section alter, be prepared to morph your performance measures. It’s set and reset, not set and forget. As bank CEO Grace observed, the dynamics of your business operating environment are changing all the time in response to digital innovation, social media, and the emergence of Covid-19. It’s time to rethink how you develop your performance measures. Look at performance as a two-way street and watch for the linkages between indicators and the impact of one upon another. And most importantly, be ready to adapt to changing circumstances.

格雷厄姆·肯尼(Graham Kenny) | 文

格雷厄姆·肯尼作為Strategic Factors的CEO是公認(rèn)的戰(zhàn)略與業(yè)績評估專家，他幫助經(jīng)理人、高管和董事會(huì)在私有、公共及非營利部門創(chuàng)建成功企業(yè)。

劉雋 | 編輯