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Six Figure Management Method: How to Grow Your Business with the Only 6 KPIs You'll Ever Need [Paperback / softback]

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  • Format: Paperback / softback, 256 pages, height x width x depth: 234x155x14 mm, weight: 387 g
  • Pub. Date: 03-Jun-2013
  • Publisher: Kogan Page Ltd
  • ISBN-10: 0749469072
  • ISBN-13: 9780749469078
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  • Paperback / softback
  • Price: 57,24 €*
  • * This title is out of print. Used copies may be available, but delivery only inside Baltic States
  • This title is out of print. Used copies may be available, but delivery only inside Baltic States.
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Six Figure Management Method: How to Grow Your Business with the Only 6 KPIs You'll Ever NeedLarger Image
  • Format: Paperback / softback, 256 pages, height x width x depth: 234x155x14 mm, weight: 387 g
  • Pub. Date: 03-Jun-2013
  • Publisher: Kogan Page Ltd
  • ISBN-10: 0749469072
  • ISBN-13: 9780749469078
Other books in subject:
Permanent link: https://www.kriso.lt/db/9780749469078.html
Keywords:
In this guide for managers, educators, and consultants, management professor Georges and management consultant Hus describe the main ideas of Six Figure Management (SFM), a business management strategy based on a 10-year study of 975 organizations, which was originally developed in 2009. Case study sidebars and numerous testimonials from CEOs and managers demonstrate how to improve six key performance indicators, such as sales from new sources and customer face time. The reader-friendly layout contains checklists, bullet points, key points, and summary boxes. Annotation ©2013 Book News, Inc., Portland, OR (booknews.com)


Measuring and improving performance is critical for managers who want to achieve successful business growth. However, standard key performance indicators (KPIs) can be overly complex and therefore ineffective in managing productivity. Six Figure Management Method shows that measuring and improving just six well-selected figures, each of them simple to understand and easy to calculate, will make the profitability of a business soar.

The six key figures cover every critical business area, from people management and profitability to operational excellence and customer service. Based around these six measures, Georges and Hus present a streamlined, straightforward framework for managing activities effectively on a day-to-day basis, while still aiming for long-term goals, motivating people and systematically delivering long-term success.

This is a practical handbook for managers packed with easy-to-apply, down-to-earth tips and tricks, written by the creator of The Management Cockpit, a widely used performance management and decision support system.

More info

Gives managers a clear, bottom-up approach to performance management based on just six easy-to-measure, straightforward KPIs Offers an innovative, universal tool presented in a highly practical guide, packed with examples, checklists and tips The six key figures cover all the critical areas, from people management and profitability to operational excellence and customer service
About the authors xii
Foreword xiii
Karine Le Joly
Preface xiv
Jim Pulcrano
Acknowledgements xvii
Executive summary 1(4)
Introduction: how to thrive, simply 5(32)
01 Six figure management in action: how we know it really works
37(14)
Key learning point
37(1)
The SFM method is a management control-based approach
38(3)
Why you should have only six KPIs for intelligence
41(8)
Why you can rely on the SFM method
49(1)
Summary
50(1)
What's next
50(1)
02 How SFM will help you to get the most from your reporting systems
51(10)
Key learning points
51(1)
The evolution of business performance measurement
52(1)
The balanced scorecard, a major advance in business performance management
52(2)
SFM is an evolution beyond the balanced scorecard
54(3)
The Management Cockpit, another advance in dashboards
57(2)
How the SFM method works together with the Management Cockpit approach
59(1)
Summary
60(1)
What's next
60(1)
03 Try more new things: measuring and improving your sales from new sources performance
61(26)
Key learning points
61(3)
Sales from new sources in action
64(2)
Who should measure and improve SFN performance?
66(1)
Why should managers measure their SFN performance?
67(2)
How do you implement the SFN measurements and improvements?
69(1)
What are the indicators that best measure SFN performance?
70(5)
Other indicators that you may consider to appraise your SFN performance
75(2)
How do you effectively use SFN performance?
77(1)
How can managers improve a bad SFN performance?
78(3)
What are the limitations of measuring and improving your SFN performance?
81(4)
Summary
85(1)
What's next
85(2)
04 Spend more time with customers: measuring and improving your time facing customers performance
87(36)
Key learning points
87(2)
What is time facing customers performance?
89(4)
To whom does the TFC indicator apply?
93(1)
Why should managers measure their TFC performance?
94(2)
How do you implement the measurement and improvement of your TFC performance?
96(1)
What are the indicators that drive the value of your TFC performance?
97(8)
How do you effectively use the TFC indicators?
105(5)
How can managers actually improve a bad TFC performance?
110(8)
What are the limitations of measuring and improving TFC performance?
118(3)
Summary
121(1)
What's next
121(2)
05 Do the same thing but with reduced costs and delays: measuring and improving your gains from processes performance
123(26)
Key learning points
123(4)
What are gains from processes?
127(3)
To whom does GFP performance apply?
130(1)
Why should managers measure and improve their GFP performance?
131(2)
How do you implement GFP?
133(1)
What are the indicators that drive the value of GFP?
134(4)
How do you effectively use GFP and what questions should you ask yourself?
138(1)
How can managers improve a bad GFP performance?
139(6)
What are the limitations of having a high GFP performance?
145(3)
Summary
148(1)
What's next
148(1)
06 Give more to the best people: measuring and improving your people responsibility level performance
149(20)
Key learning points
149(4)
What is the people responsibility level?
153(2)
To whom do the PRL indicators apply?
155(1)
Why should managers measure and improve their PRL performance?
155(3)
How do you implement PRL?
158(1)
What are the indicators that drive the value of your PRL performance?
158(4)
How do you use PRL effectively and what questions should you ask yourself?
162(1)
How can managers improve a bad PRL?
163(2)
What are the limitations of the PRL method?
165(3)
Summary
168(1)
What's next
168(1)
07 Invest more in your critical resource: measuring and improving your return on critical resource performance
169(20)
Key learning points
169(4)
What is return on critical resource?
173(1)
To whom does the RCR indicator apply?
174(1)
Why should managers measure and improve their RCR performance?
175(1)
How do you implement the RCR?
176(1)
What are the indicators that drive the value of RCR performance?
176(5)
How can managers improve a bad RCR performance?
181(2)
What are the limitations of the RCR method?
183(4)
Summary
187(1)
What's next
187(2)
08 Focus on one key change project: measuring and improving your key project status performance
189(20)
Key learning points
189(3)
What is key project status performance?
192(2)
To whom do the KPS indicators apply?
194(1)
Why should managers measure and improve their KPS performance?
195(2)
How do you implement KPS measurements?
197(1)
What are the indicators that drive the value of your KPS performance?
198(2)
What questions should you ask yourself?
200(1)
How can managers improve a bad KPS performance?
201(3)
What are the limitations of KPS performance?
204(3)
Summary
207(1)
What's next
207(2)
09 Getting started
209(20)
Key learning points
209(1)
How to start
209(1)
Where should you begin?
210(6)
Some tips for success
216(1)
Start from a priority
216(2)
How do managers tailor SFM to the strategic and environmental context?
218(1)
Help in getting started
219(9)
Conclusion: what's next
228(1)
Conclusion: key points of the SFM method 229(4)
References 233(2)
Index 235
Patrick M. Georges is a professor in management, teaching at some of Europe's leading business schools, including HEC Paris, Collège des Ingénieurs and The University of Brussels. He is a serial entrepreneur and his businesses include The Management Cockpit Company, producing decision support software for executives, sold to SAP. Josephine Hus is an engineer with an MBA from Collège des Ingénieurs. She has extensive experience with 4G wireless technologies, has worked in performance management within Airbus and is now a management consultant at a major strategy consulting firm.