Title: Implementing Key Value Indicators
Speaker: Aaron Mann
Designing and Implementing a Key Value Indicator framework is based on design-thinking principles from Stanford d-school. There are several principles, but the important one is human-centric. Is it something that people are going get? It’s intuitive. It feels right organizationally. So it is really designed with the user in mind.
The first step is really about the users. What’s important to their business objectives, to that team, to that division or organization? How did they view value? Is it reputation, relationships, competitive advantage, attracting talent? Typically you’re going to come up with 3 to 8 Key Value Indicators out of that process.
The next step is to calibrate them. They’re not all worth the same to the business. They represent different things with different weightings. Some are more important, so they are weighted appropriately.
Then there is a rapid prototyping process where you take existing projects, run them through the model, and you make sure that the out
After that’s done you’re ready to Benchmark. That’s putting pretty much all existing projects that you’ve done, or are in the process of doing, through the system so that you come up with an organizational benchmark range. That’s really the yardstick that future programs are going to get measured against.
The last step is to keep the program relevant. Organizations aren’t static, the model can’t be either. Optimization is really making sure that the model is accommodating new use cases. If business objectives change, or priorities change, that the model has been adjusted to reflect that. It becomes a consistent but living tool for teams to use to present business cases and make better decisions