“KPIs should be strategic, usually few in number and typically derived from strategy maps and balanced scorecards,” explains Cokins, manager of performance-management solutions within the Worldwide Marketing Group at SAS Institute Inc. (www.sas.com），位于北卡罗来纳州卡里的商业智能软件提供商。
Designed to monitor progress toward accomplishing strategic objectives, KPIs require a target measure against which to be tracked. “There should be multiple KPIs working together. Some project-based, some process-based,” Cokins notes. In contrast, PIs, which may monitor processes and not require a target measure, often are reported individually without context to strategy, he adds.
也就是说，科肯斯（Cokins）指出，关于KPI的实际含义很少。这会引起问题。他指出：“公司可能会报告数十个措施，并将其称为KPI。”“但是许多是运营指标，而没有直接与战略执行进展直接联系。”
Strategy map
那么，在选择KPI中最重要的是什么？理想情况下，他们的来源应该是提供背景的策略图，Cokins reponds。对良好选择的KPI进行的一个测试是，该度量是否相对于预设目标有所改进。另一个重要的选择标准是买入。他表示：“员工团队和经理必须同意，KPI是有意义的监控，因为他们的绩效和责任感和后果将与KPI联系在一起。”
And although it is counterintuitive, managers and employee teams—not executives—should ideally be the ones to select the KPIs, Cokins advises. “Their involvement is critical to gain the buy-in.” Plus, delegating KPI selection to managers and employee teams also solves a serious problem that causes most strategy execution failures. “Most employees do not understand the executive’s strategy. But involving them assures this problem will be solved.”
当然，选定的KPI可以并且应该与高管进行审查和谈判。Cokins指出：“但是结果是，每个人都会了解哪些措施对战略执行很重要。”“更重要的是，每个人都可以监视针对目标的进度。”
In the shadow of success, however, lurk two things that could defeat the whole purpose of KPIs: sandbagging and self-promotion. “A KPI system is far more social than it is technical. Since KPIs and their targets involve accountability, psychology comes into play,” Cokins observes. “My advice to prevent sandbagging abuses is for the board of directors to select and promote executives who are fair and equitable.” From those executives, though, must come the capability to champion the KPI process. “If the leadership is weak or dysfunctional, then the organization‘s performance management to excel will be jeopardized,” Cokins says.
克服这些潜在的障碍并取得成功也意味着KPI“应该或必须量身定制”行政团队的战略。“没有一定大小的东西，”科金斯劝告。“策略就是要进行和完成更改，而不仅仅是完善过去的相同过程。”
即便如此，必须以细节，准确性和一定的频率来衡量某些东西。Cokins强调，这些因素取决于信息所做的。不过，他警告说，就像KPI不是PI一样，KPIS也不是真正的商业智能或BI，因为该术语现在已被使用。“ BI，帮助管理人员做出更好的决策，可以提供知识和学习以制定和动态调整策略。然后，[KPI]措施有助于监视进度。”
In monitoring progress, though, Cokins notes that one major barrier drives his original caution: know the difference between KPIs and PIs. “A major obstacle is reporting too many measures, the trivial many, rather than the vital few.”
While other hindrances exist, above all, understand that KPIs provide managers and employee teams with a “line of sight,” Cokins declares, “so they can see how their measures contribute to aggregate or lagging indicator measures of output, outcomes or performance.”
C. Kenna Amos，ckamosjr@earthlink.net，是一个Automation World贡献编辑.
SAS Institute Inc.
www.sas.com
Designed to monitor progress toward accomplishing strategic objectives, KPIs require a target measure against which to be tracked. “There should be multiple KPIs working together. Some project-based, some process-based,” Cokins notes. In contrast, PIs, which may monitor processes and not require a target measure, often are reported individually without context to strategy, he adds.
也就是说，科肯斯（Cokins）指出，关于KPI的实际含义很少。这会引起问题。他指出：“公司可能会报告数十个措施，并将其称为KPI。”“但是许多是运营指标，而没有直接与战略执行进展直接联系。”
Strategy map
那么，在选择KPI中最重要的是什么？理想情况下，他们的来源应该是提供背景的策略图，Cokins reponds。对良好选择的KPI进行的一个测试是，该度量是否相对于预设目标有所改进。另一个重要的选择标准是买入。他表示：“员工团队和经理必须同意，KPI是有意义的监控，因为他们的绩效和责任感和后果将与KPI联系在一起。”
And although it is counterintuitive, managers and employee teams—not executives—should ideally be the ones to select the KPIs, Cokins advises. “Their involvement is critical to gain the buy-in.” Plus, delegating KPI selection to managers and employee teams also solves a serious problem that causes most strategy execution failures. “Most employees do not understand the executive’s strategy. But involving them assures this problem will be solved.”
当然，选定的KPI可以并且应该与高管进行审查和谈判。Cokins指出：“但是结果是，每个人都会了解哪些措施对战略执行很重要。”“更重要的是，每个人都可以监视针对目标的进度。”
In the shadow of success, however, lurk two things that could defeat the whole purpose of KPIs: sandbagging and self-promotion. “A KPI system is far more social than it is technical. Since KPIs and their targets involve accountability, psychology comes into play,” Cokins observes. “My advice to prevent sandbagging abuses is for the board of directors to select and promote executives who are fair and equitable.” From those executives, though, must come the capability to champion the KPI process. “If the leadership is weak or dysfunctional, then the organization‘s performance management to excel will be jeopardized,” Cokins says.
克服这些潜在的障碍并取得成功也意味着KPI“应该或必须量身定制”行政团队的战略。“没有一定大小的东西，”科金斯劝告。“策略就是要进行和完成更改，而不仅仅是完善过去的相同过程。”
即便如此，必须以细节，准确性和一定的频率来衡量某些东西。Cokins强调，这些因素取决于信息所做的。不过，他警告说，就像KPI不是PI一样，KPIS也不是真正的商业智能或BI，因为该术语现在已被使用。“ BI，帮助管理人员做出更好的决策，可以提供知识和学习以制定和动态调整策略。然后，[KPI]措施有助于监视进度。”
In monitoring progress, though, Cokins notes that one major barrier drives his original caution: know the difference between KPIs and PIs. “A major obstacle is reporting too many measures, the trivial many, rather than the vital few.”
While other hindrances exist, above all, understand that KPIs provide managers and employee teams with a “line of sight,” Cokins declares, “so they can see how their measures contribute to aggregate or lagging indicator measures of output, outcomes or performance.”
C. Kenna Amos，ckamosjr@earthlink.net，是一个Automation World贡献编辑.
SAS Institute Inc.
www.sas.com
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