Killer Analytics : Top 20 Metrics Missing from Your Balance Sheet.
Mark Graham. Brown
Bok Engelsk 2013 · Electronic books.
| Omfang | 1 online resource (320 pages)
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| Utgave | 1st ed.
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| Opplysninger | Intro -- Killer Analytics: Top 20 Metrics Missing from Your Balance Sheet -- Copyright -- Contents -- Foreword -- Preface -- Key Questions -- Who This Book Is For -- Downside of Metrics -- How the Book Is Organized -- Super Analytics -- The Intelligent Company -- Acknowledgments -- Introdcution -- Learning from Past Mistakes -- Organizational Cholesterol -- Uses of Predictive Analytics -- Managing Risk and Preparing for Disasters -- Predicting Customer Loyalty -- Suggestive Selling -- Attracting and Keeping Talented Employees -- Targeted Marketing -- Product Differentiation -- Analytics versus Formulas versus Singular Metrics -- Time Perspectives -- Past, Present, and Future -- Analytics Are Superior to Individual Metrics -- Myths and Facts about Analytics -- Analytics Used for Studies versus Ongoing Performance Measurement -- Part One: Operational Analytics -- Chapter 1: The Innovation Index -- What Is Important about Innovation? -- Types of Organizations Where This Metric Is Appropriate -- How Does This Impact Performance? -- Mostly Worthless Innovation Metrics -- Cost and Effort to Measure -- How Do I Measure It? -- Formula and Frequency -- Variations -- Targets and Benchmarks -- Benefits of Data -- Note -- Chapter 2: The Supply Chain Index -- Types of Organizations Where This Metric Is Appropriate -- How Does This Impact Performance? -- Cost and Effort to Measure -- How Do I Measure It? -- Supplier Engagement and Relationships -- Supplier Portfolio -- Supplier Performance -- Supplier Processes -- Formula and Frequency -- Variations -- Targets and Benchmarks -- Benefits of Data -- Chapter 3: The Project Management Index -- Types of Organizations Where This Metric Is Appropriate -- How Does This Impact Performance? -- Cost and Effort to Measure -- How Do I Measure It?.. - Process and Churn: Two Additional Metrics to Consider in a Project Management Analytic -- Measuring Process -- Measuring Churn -- Benefits of Measuring Process and Churn -- Measuring Risk on Projects -- Variations -- Formula and Frequency -- Targets and Benchmarks -- Benefits of Data -- Chapter 4: The Enterprise Excellence Index -- Why Trash All These Sacred Cows? -- Types of Organizations Where This Metric Is Appropriate -- How Does This Impact Performance? -- Cost and Effort to Measure -- How Do I Measure It? -- Knowledge Management Metrics -- Lean or Six Sigma Metrics -- Formula and Frequency -- Variations -- Targets and Benchmarks -- Benefits of Data -- Note -- Chapter 5: The Risk Index -- Types of Organizations Where This Metric Is Appropriate -- How Does This Impact Performance? -- Cost and Effort to Measure -- How Do I Measure It? -- Variations -- Formula and Frequency -- Benefits of Data -- Chapter 6: The Opportunity Management Index -- Types of Organizations Where This Metric Is Appropriate -- How Does This Impact Performance? -- Cost and Effort to Measure -- How Do I Measure It? -- Formula and Frequency -- Variations -- Targets and Benchmarks -- Benefits of Data -- Chapter 7: The External Factors Index -- Types of Organizations Where This Metric Is Appropriate -- How Does This Impact Performance? -- Cost and Effort to Measure -- How Do I Measure It? -- Variations -- Formula and Frequency -- Targets and Benchmarks -- Benefits of Data -- Chapter 8: The Sustainability Index -- Types of Organizations Where This Metric Is Appropriate -- How Does This Impact Performance? -- Cost and Effort to Measure -- How Do I Measure It? -- Variations -- Formula and Frequency -- Targets and Benchmarks -- Benefits of Data -- Note -- Part Two: Customer and Stakeholder Analytics -- Chapter 9: The Outcomes Index.. - Tracking Aggravations at Different Types of Organizations -- Hospital Rage Index -- Advantages and Disadvantages of the Aggravation or Rage Index -- Constructing the Index -- Formula and Frequency -- Variations -- Targets and Benchmarks -- Benefits of Data -- Chapter 14: The American Index -- Types of Organizations Where This Metric Is Appropriate -- How Does This Impact Performance? -- Cost and Effort to Measure -- How Do I Measure It? -- Variations -- Formula and Frequency -- Targets and Benchmarks -- Benefits of Data -- Chapter 15: The Corporate Citizenship Index -- Types of Organizations Where This Metric Is Appropriate -- How Does This Impact Performance? -- Cost and Effort to Measure -- How Do I Measure It? -- Knowledge Metrics -- Perceptions, Values, and Beliefs -- Policies, Procedures, Products, and Programs -- Decisions and Behavior -- Outputs -- Outcomes -- Formula and Frequency -- Variations -- Targets and Benchmarks -- Benefits of Data -- Notes -- Part Three: People Analytics -- Chapter 16: The Human Capital Index -- Types of Organizations Where This Metric Is Appropriate -- How Does This Impact Performance? -- Cost and Effort to Measure -- How Do I Measure It? -- Traits -- Competencies: Knowledge, Skills, and Abilities -- Relationships -- Accomplishments -- Position -- Formula and Frequency -- Variations -- Targets and Benchmarks -- Benefits of Data -- Chapter 17: The Workforce Happiness Index -- What Makes Employees Happy? -- Types of Organizations Where This Metric Is Appropriate -- How Does This Impact Performance? -- A Culture of Weirdness and Fun -- Cost and Effort to Measure -- How Do I Measure It? -- Net Promoter Score -- Using Social Media to Track Employee Happiness -- Formula and Frequency -- Variations -- Targets and Benchmarks -- Benefits of Data -- Note -- Chapter 18: The Culture Index.. - Types of Organizations Where This Metric Is Appropriate -- How Does This Impact Performance? -- Cost and Effort to Measure -- How Do I Measure It? -- Formula and Frequency -- Variations -- Targets and Benchmarks -- Benefits of Data -- Chapter 10: The Customer Engagement Index -- Types of Organizations Where This Metric Is Appropriate -- How Does This Impact Performance? -- Cost and Effort to Measure -- How Do I Measure It? -- Net Promoter Score: The One-Question Survey -- Don't Confuse Loyalty with Satisfaction -- Most Unhappy Customers Don't Complain -- What Factors Should Be Included in a Customer Engagement Index? -- Product and Service Quality -- Share of Wallet and Engagement Level -- Personal Relationships and Politics -- Price of Divorce and Cost of Switching Suppliers -- Quality and Value of Alternatives -- Current Satisfaction Levels -- Variations -- Formula and Frequency -- Benefits of Data -- Note -- Chapter 11: The Social Network Index -- Net Promoter Score: The New and Improved Survey Method -- Types of Organizations Where This Metric Is Appropriate -- How Does This Impact Performance? -- Cost and Effort to Measure -- How Do I Measure It? -- Sorting Out the Beautiful from the Ugly Customers -- Variations -- Targets and Benchmarks -- Benefits of Data -- Notes -- Chapter 12: The Service Excellence Index -- Types of Organizations Where This Metric Is Appropriate -- How Does This Impact Performance? -- Cost and Effort to Measure -- How Do I Measure It? -- Service Quality -- Service Efficiency -- Service Courtesy -- Service Recovery -- Formula and Frequency -- Variations -- Targets and Benchmarks -- Benefits of Data -- Chapter 13: The Customer Rage Index -- Problems with Customer Surveys -- Types of Organizations Where This Metric Is Appropriate -- How Does This Impact Performance? -- Cost and Effort to Measure -- How Do I Measure It?.. - Types of Organizations Where This Metric Is Appropriate -- How Does This Impact Performance? -- Pets before Profits: Purina's Corporate Culture -- Cost and Effort to Measure -- How Do I Measure It? -- Variations -- Formula and Frequency -- Targets and Benchmarks -- Benefits of Data -- Note -- Chapter 19: The Distraction Index -- Types of Organizations Where This Metric Is Appropriate -- How Does This Impact Performance? -- Cost and Effort to Measure -- How Do I Measure It? -- Formula and Frequency -- Variations -- Targets and Benchmarks -- Benefits of Data -- Chapter 20: The Corporate Wellness Index -- Types of Organizations Where This Metric Is Appropriate -- How Does This Impact Performance? -- Halfhearted Approaches to Wellness -- What Really Works: Tough Policies -- What Really Works: In-House Health and Wellness Centers -- What Really Works: Hiring the Right People -- Cost and Effort to Measure -- How Do I Measure It? -- Variations -- Formula and Frequency -- Targets and Benchmarks -- Benefits of Data -- Note -- About the Author -- Index.. - Learn the secrets to using analytics to grow your business Analytics continues to trend as one of the hottest topics in the business community today. With ever-growing amounts of business data and evolving performance management/business intelligence architectures, how well your business does analyzing its data will differentiate you from your competition. Killer Analytics explores how you can use the muscle of analytics to measure new business elements. Author Mark Brown introduces 20 new metrics that can drive competitive advantage for your business, including social networks, sustainability, culture, innovation, employee satisfaction, and other key business elements. Shows organizations how to use analytics to measure key elements of business performance not traditionally measured Introduces 20 new metrics that drive competitive advantage Reveals how to measure social networking, sustainability, innovation, culture, and more Aside from the science and process of analytics, businesses need to think outside the box in terms of what they are measuring and how new analytical tools can be used to measure business elements such as innovation or sustainability. Opening the doors to a powerful new way of measuring your business, Killer Analytics saves you a small fortune on consultants with dynamic, forward-thinking advice for making the most of every component of your business.
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| Emner | |
| Sjanger | |
| Dewey | |
| ISBN | 9781118737804
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| ISBN(galt) |
