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Organizations often discover operational risk the hard way. A critical release fails. Customer data is exposed. A key platform goes dark during peak load. Postmortems follow. Dashboards are revised. But the core issue remains: the signals were there—they just were not connected to anything meaningful.

Most Risk Management metrics focus on symptoms. Incident counts. Escalation volume. SLA breaches. But those indicators arrive after the damage is done. Effective governance requires a shift upstrea

Creating a culture that measures productivity objectively is a sensitive matter. Key Performance Indicators (KPIs) are being employed extensively by organizations across the globe to monitor and track performance.  KPIs provide valuable metadata to improve top-down and bottom-up vertical efficiency.

Analytics-driven firms are aware that KPIs are much more than a tool to evaluate performance.  Utilizing KPIs, they gather valuable insights, create enterprise-wide accountability, and develop a goal-

Transforming a product-driven firm to a customer-driven enterprise is inevitable in order to stay ahead in today’s extremely competitive markets. The days of mass marketing, mass media communications, and little-to-none direct interface with customers are long gone. The emphasis, now, should be on maximizing customer relationships and becoming customer-driven organizations rather than merely selling products. The technological advancements of this age offer potent tools for organizations to util

Bridge Group 2016 Sales Development Metrics and Compensation Benchmark Report

Source:

David Skok

ForENTREPRENEURS

Intro

Sales development teams are taking a much more data-driven approach in recent years by closely tracking their metrics and performance. Benchmarking your performance against other companies offers a valuable way to see how your company stacks up against the competition.

We have collaborated again this year with The Bridge Group, an inside sales research and consultation organization,

Accelerate Your Startup: Adding Gas to the Tank

Source:

David Skok

Different phases of a startup’s lifecycle require different approaches to spending. In David Skok's previous post, he talked about the first phase: finding product/market fit where he described how entrepreneurs should have a laser-like focus on finding it, and why they should conserve cash to get there. In this post, he talks about the search for a scalable and repeatable sales model.

Identify a Repeatable, Scalable Sales Model

You’

Aggregate Metrics need to be supplemented with Granular Metrics

The popular wisdom today is that the success of a business can be managed by focusing on several key top-line variables. While these averages are helpful, our research has shown that the true performance drivers can only be identified by de-averaged granular metrics. The challenge then is to isolate these detailed metrics, measure the concentrations of cost, revenue and profitability, and learn how to harness these underlying perform

I have long agreed with those in the investment community that argue analysts drive short-term thinking by managers of many publicly listed companies, which in the end destroys value. While reading this article by McKinsey entitled “Building the healthy corporation” I realised that many organisations are now fighting back.  McKinsey report that a number of firms have brought “Performance and health” into the corporate lexicon.  They explain further with:

“Just as people may seem reasonably well

With another calendar year coming to a close, some supply chain professionals get a chance to take stock, while many others brace themselves for a sudden crescendo of activity that will mercifully relent once January rolls around.  That’s a reality of the supply chain management community: It’s broad and deep and diverse.

There are many job titles that handle many responsibilities in the complex business of moving things on time and on budget in the quantity and of the quality expected; for all

CFAR-m main features (unique algo and features) 

Aggregation is a way to combine several single indicators representing different components (dimensions)
of the same concept to form a single aggregate. The result leads to a single score, called a composite
indicator, which has the ability to summarize a large amount of information in a comprehensible form .
Aggregation requires the determination of a weighting scheme of the different components. This task is
extremely difficult and is one of the c

The number of business measures within organizations is typically growing. Measures are often added on a reaction basis to loss events that have already occurred. Wouldn't it be valuable to be able to focus on forward looking measures? In most organizations, these preventative, proactive measures are indistinguishable when grouped with reactive measures, because the metrics do not formally tie back to any commitments or risks.

What if a risk or activity changes? Organizations have no way of knowi

An organization-wide risk appetite can be a powerful statement that gives your risk or compliance program direction.  However, like any policy, risk appetite without accompanying action is nothing more than an idea.

So how do you give your risk appetite teeth?  How do you make it an actionable guide for your organization?

Here are five recommendations to put your risk appetite into practice.

1. Translate risk appetite to the process level.

Every day your front-line managers are making operational de