Understand performance & impact

Understanding performance and impact in a business often focuses solely on financial measures, yet the creation of greater value also rests on non-financial drivers, and how customers and key communites of people perceive and experience relating to a business.

Measure and Understand

Established triple bottom line corporate reporting is an long standing example of  embedding non financial value measures in a business’ journey of  continuing alignment and re-adjustment.

Understand the value people in or linked to the business perceive by

  • listening to opinions
  • using interviews, data acquisition, opinion surveys, workshops and conversations about people’s experiences and perceptions to measure value and connect with people
  • finding measures or indicators of performance benchmarks through analysing and reporting feedback methodically, quantitatively and qualitatively,  looking for strategic and operational value and impact
  • compare perceptional data on value with operational excellence indicators
  • work from the inside out and the outside in – with customers, agents, staff, suppliers, and partners and your board –  or take a 360 degree view of a business’ value across its ecosystem
  • find the points of risk and opportunity to shift and transform a business

We sift indicators of perceived and experienced value, finding the most robust and useful indicators for dashboards – at a glance tailored measures of perceived value and performance, able to be linked with operational and financial data.

People’s experiences, perceptions and consequential behaviour influence the success of a business, and understanding feedback offers pathways for ways to change

FROM THE OUTSIDE IN – customers are your lens to the world of opportunity 

Customers offer direct uncompromising feedback on their experiences and perceptions of value in service delivery, and are ears and eyes for improved value propositions both inside the business and in the market.

  • How do customers experience service? How can hand over points in the customer service chain be improved?  How do customers perceive a business’ strengths, weaknesses, risks and opportunities?
  • What are customers’ “why cant we do this…?” questions ?
  • How do experiences and perceptions change for different customer segments?
  • How do the most important customers see a business’ position in the market? Are customers most important by the $$ they bring to a business, by the influence they exert in the market?

FROM THE INSIDE OUT – staff and your supply chain understand your operational risks and see market opportunities 

Listening to staff is another trigger. Understanding the opinions of the diverse people and teams who make a business happen confers immense opportunities for value creation.

  • Staff either directly serve customers, or supply support for client service and hence serve internal clients, and are acute observers of ways to improve value in internal systems, supply chains, direct client services,  in teams and in leadership.

Staff feedback, using different models of gathering feedback, gives a means to measure and tune –

  • relationships with customers
  • relationships within and between teams
  • personal fit with an organisation
  • skills and talent development
  • leadership capability
  • values and strategy
  • improvement in quality and in efficiency
  • technology strategy

FROM THE INSIDE OUT – use your board to take soundings 

AND then there is big data and analytics.