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

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

by Patrick M. Georges, Hus Josephine

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Overview

Six Figure Management Method: How to Grow Your Business with the Only 6 KPIs You'll Ever Need by Patrick M. Georges, Hus Josephine

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.

Product Details

ISBN-13: 9780749469078
Publisher: Kogan Page, Ltd.
Publication date: 06/28/2013
Pages: 256
Product dimensions: 6.10(w) x 9.10(h) x 0.80(d)

About the Author


Patrick Georges
is a professor of management, teaching at some of Europe's leading business schools, including HEC Paris, Collège des Ingénieurs and The University of Brussels. He was previously the head of the neurosurgery department at the University Medical Center Vesale in Belgium.  He is also the author of Neuromarketing in Action (Kogan Page).

Josephine Hus is an engineer with an MBA from Collège des Ingénieurs in France. 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.

Table of Contents


About the authors  
Foreword, by Karine Le Joly 
Preface, by Jim Pulcrano  
Acknowledgements  

Executive summary  
Introduction: how to thrive simply  

01 Six figure management in action: how we know it really works  
Key learning point  
The SFM method is a management control-based approach  
Why you should have only six KPIs for intelligence  
Why you can rely on the SFM method  
Summary
What’s next

02 How SFM will help you to get the most from your reporting systems  
Key learning points  
The evolution of business performance measurement  
The balanced scorecard, a major advance in BPM  
SFM is an evolution beyond the balanced scorecard  
The Management Cockpit, another advance in dashboards  
How the SFM method works together with the Management Cockpit approach  
Summary  
What’s next  

03 Try more new things: measuring and improving your sales from new sources performance  
Key learning points  
Sales from new sources in action
Who should measure and improve SFN performance?
Why should managers measure their SFN performance?  
How do you implement the SFN measurements and improvements?  
What are the indicators that best measure SFN performance?  
Other indicators that you may consider to appraise your SFN performance  
How do you effectively use SFN performance?  
How can managers improve a bad SFN performance?  
What are the limitations of measuring and improving your SFN performance?  
Summary  
What’s next  

04 Spend more time with customers: measuring and improving your time facing customers performance
Key learning points  
What is time facing customers performance?  
To whom does the TFC indicator apply?  
Why should managers measure their TFC performance?  
How do you implement the measurement and improvement of your TFC performance?  
What are the indicators that drive the value of your TFC performance?  
How do you effectively use the TFC indicators?  
How can managers actually improve a bad TFC performance?  
What are the limitations of measuring and improving TFC performance?
Summary 
What’s next  

05 Do the same thing but with reduced costs and delays: measuring and improving your gains from processes performance  
Key learning points  
What are gains from processes?  
To whom does GFP performance apply?  
Why should managers measure and improve their GFP performance?  
How do you implement GFP?  
What are the indicators that drive the value of GFP?  
How do you effectively use GFP and what questions should you ask yourself?  
How can managers improve a bad GFP performance?  
What are the limitations of having a high GFP performance?  
Summary  
What’s next  

06 Give more to the best people: measuring and improving your people responsibility level performance 
Key learning points  
What is the people responsibility level?  
To whom do the PRL indicators apply?  
Why should managers measure and improve their PRL performance?  
How do you implement PRL?  
What are the indicators that drive the value of your PRL performance?  
How do you use PRL effectively and what questions should you ask yourself?  
How can managers improve a bad PRL?
What are the limitations of the PRL method?  
Summary  
What’s next  

07 Invest more in your critical resource: measuring and improving your return on critical resource performance 
Key learning points  
What is return on critical resource?  
To whom does the RCR indicator apply?  
Why should managers measure and improve their RCR performance?  
How do you implement the RCR? 
What are the indicators that drive the value of RCR performance?  
How can managers improve a bad RCR performance?  
What are the limitations of the RCR method?  
Summary  
What’s next  

08 Focus on one key change project: measuring and improving your key project status performance
Key learning points  
What is key project status performance?  
To whom do the KPS indicators apply?  
Why should managers measure and improve their KPS performance?  
How do you implement KPS measurements?  
What are the indicators that drive the value of your KPS performance?  
What questions should you ask yourself?  
How can managers improve a bad KPS performance?  
What are the limitations of KPS performance?  
Summary  
What’s next  

09 Getting started  
Key learning points  
How to start  
Where should you begin?  
Some tips for success  
Start from a priority  
How do managers tailor SFM to the strategic and environmental context?  
Help in getting started  
Conclusion: what’s next 

Conclusion: key points of the SFM method  

References 
Index

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