performancemanagemen(编辑修改稿)

performancemanagemen(编辑修改稿)内容摘要：

er first •Investment in employees •Other... To help our customers in the financial services industry achieve petitive advantages in their markets Strategic objectives Increase profitability Invest in leading edge technologies Build brand and market awareness Provide a consistent, high quality customer experience across all channels Attract and retain top performers Financial Innovation Productivity Be recognized as an enabler of innovative solutions Clients Create alliances that bring leading solutions to our clients Attract new clients Maximize productivity in the delivery of all products and services Employees Effectively manage internal customers Build deep functional and technical skills demanded by the market Maximize shareholder value Maximize productivity of product development Provide efficient and timely client support Maximize retention of exiting client base Increase product peration of existing clients 12 “How do we measure strategic success?” Draft Organization Measures Vision Mission Values To be the premier technology solutions provider to the financial services industry •Continuous improvement •Innovation •Customer first •Investment in employees •Other... To help our customers in the financial services industry achieve petitive advantages in their markets Strategic Drivers Financial Innovation Productivity Clients Revenue CAGR Return on strategic product investment Knowledge Sharing Client satisfaction Employee satisfaction Employees Operating Margin of new products and features Market awareness Number of new clients Employee retention Rev/NI per employee Forecast accuracy EPS ROI/ ROE Avg price/cost per product unit $ invested in software development $ invested in infrastructure (., work, puters) Market share of new products Utilization of prof. srvc. and conversions Throughput efficiency New product speed to market Call center productivity Sales effectiveness Application Development efficiency Client retention Contract value Market share/ position Product peration within existing clients Sell through effectiveness Hiring effectiveness Training effectiveness Employee attraction Communication effectiveness EBITDA Performance Management Best Practice Research 14 Best Practice Research Arthur Andersen’s proprietary best practices performance measure research demonstrated the following results. % o f B e s t P r a c t i c e s C o m p a n i e s u s i n g s t r a t e g i c o b j e c t i v e100%95%89%79%47%95%63%58%37%32%32%26%21%58%53%47%21%11%68%47%26%26%26%26%16%11%26%16%5%0%0%( c a n a l s o b e c o n s i d e r e d f i n a n c i a l )R e j e c t R a t eO r d e r f u l f i l l m e n t c y c l e t i m eO r d e r f i l l r a t e S t r a t e g i c s u p p l i e r r e l a t i o n s h i p sS u p p l i e rE V A / S V AR O N A / R O E / R O C / R O I CFi n a n c i a l P e r f o r m a n c e / S h a r e h o l d e r V a l u e$ S a l e sM a r g i n P e r c e n t a g eQ u a l i t yD e f e c t p e r o p p o r t u n i t yS i x S i g m aM a r k e t s h a r e% o f B e s t P r a c t i c e s C o m p a n i e s u s i n g K P I$ I n v e s t e d i n R amp。 D N e w P r o d u c t sM a r k e t s h a r eE m p l o y e e S a t i s f a c t i o nT u r n o v e r / R e t e n t i o nP e r s o n a l l e a r n i n g p l a nT S RS a f e t yS a t i s f a c t i o n S u r v e yH o u r s o f t r。