Performance measurement
Transcript of Performance measurement
Session 4B: Performance Measurement Model Design
Dr Frank Selto
CURISES
Cost and Managerial Accounting
Overview
• Sources of Market Value
• Types of Financial Performance Measurement
• Managing Intangible Assets
• Overview of Balanced Scorecard– New Term, Old Concept
Intangible Assets: Mkt to Bookhttp://finance.yahoo.com/ 10 Aug 09
MicrosoftHewlett Packard
Symbol MSFT HPQ
Market value per share $ 23.35 $ 43.50
Book value per share $ 4.41 $ 17.02
MV/BV 5.29 2.56
Why are these ratios not equal to 1.00?
What do these ratios say about intangible assets?
Growing Importance of Intangible Assets
The Source of Value Has Shifted From Tangible to Intangible Assets
Intangible Assets
Tangible Assets
1982 19921 20002
percentage of market value related to…
1. Brookings Institute2. Baruch Lev analysis of S&P500 companies
Adapted from a slide by The Balanced Scorecard Collaborative, Inc © 20003. SWAG by Selto
38%
62%
62%85%
38%15%
30%
70%
20093
MV/BV
1.6 2.6 6.7 3.3
Contributions to Market Value
Market Value
Financial Capital Intellectual Capital
Focus of Traditional Accounting Systems
Social Capital
Focus of Most New Performance Models
Focus of EthicalInvestors and Some
Performance Models
Contributions to Market Value
Market Value
Financial Capital Intellectual Capital
Human Capital Structural Capital
Customer CapitalOrganizational
Capital
Social Capital
Contributions to Market Value
Market Value
Financial Capital Intellectual Capital Social Capital
Environmental Capital
Community Capital
Prevention Remediation Employees Neighbors
Example: CMP Media Company founded by Leeds family
From website: “CMP Media's success has been built on a set of principles that has served its employees, customers, readers and suppliers well for more than 30 years.”
1. Be a great company to do business with for customers and suppliers.
2. Be an excellent company to work for – able to hire, motivate and develop outstanding, diverse people who work together harmoniously toward a common objective.
3. Provide only superior products and services. 4. Contribute actively to a better social and physical
environment. 5. Be profitable to provide the resources for future growth,
quality and financial stability.
Leeds’ Approach at CMP Media
• No formal overall measurement program for social responsibility performance
• All board level strategic discussions included human resource and employee involvement programs
• Discussed and approved the proposed donations of the CMP Community Action Fund
• Top executives had major options grants that accelerated if certain diversity goals were met
• Results included: – Top rating as one of the best companies to work
for– Low employee turnover– High productivity and innovation– Superior profitability and market value
Financial Success Depends on Intangible Assets• Most Common Intangible Assets Include
– Knowledge, Skills, Training, Motivation – Knowledge-Based Processes– Customer Knowledge and Relations– Environmental and Social Relations
• Where Do These Show Up in Financial Reports? – Goodwill– Financial Statements Poorly Equipped to Manage
Intangible Assets– May Show up in Mgt Letter, Footnotes and Proxy
Statements
Managing Intangible Assets
• Cannot use most traditional financial management tools– Using ROI, EVA, Cost variances, etc., too late to affect
current financial performance– These are OUTCOMES that occur after good or bad
management has happened
• Many companies have set of Key Performance Indicators (KPI)
• Need valid set of Leading KPIs of financial performance– Performance Measurement Models (PMMs)
Many Competing Performance Measurement Models (PMM)
• “Balanced Scorecard”• “Value-Based Management”• “Value Creation Model”• “Shareholder Value”• “Economic Value Added”• All major consulting firms have own versions• PMMs being widely adopted by many firms world-wide• PMMs commonly model leading and lagging indicators
of performance
An Actual PMM
Popular PMM: Balanced Scorecard
• Linking leading activities and indicators = Balanced Scorecard
• Communication Device and so-called “Causal” Model
• Good Communication Device =– Accurate, Clear, Credible, Interactive
• Causal Model =– Reflection of Cause-and-Effect relations among key
performance indicators (KPI)– No reliable evidence for this yet
Generic Balanced Scorecard
OrganizationalCapabilities
Financial Performance
Customer Value
Social Value
Business and Production
ProcessQuality
Measures of Performance
• Must use “Proxy” measures• Improvements in valid proxies signal
improvements in the “True” measures • Organizational capability examples:
– Training Hours Offered and Completed– Employee Education Levels– Employee Morale and Satisfaction– Employee Turnover
• Do these measure organizational capability?
What do We Know About Measures Actually Used?
• Linked to incentives• Affected by actions• Measurable
– Accurate and timely– Economical– Limited in number
• Auditable• Achieve intended effects• Belief in entire performance “story”
Linked Measures of Performance
• Explain these relations:
• Is this causality or finality?
Higher QualityProcess
Fewer Defects
Shorter CycleTime
IncreasedSales
IncreasedProfit
Higher EmployeeEducation
Combine Leading KPIs to Cover Strategic Decision Making
• BSC tells story of business success– “Value Propositions”– Reflected in Kaplan’s “Strategy Map”
• Gaps in measurement coverage lead to gaps in management decision making– This is the BSC story anyway
• This is not a causal story, however
Sample Strategy Map
EmployeeSatisfaction
EmployeeSkill andTraining
EmployeeTurnover
ProcessInnovation
On-timeDelivery
CustomerSatisfaction
CustomerLoyalty
MarketShare
RevenueGrowth
EVA Financial
Customer &Social
Process
People
EnvironmentalPrevention
Environ.Rating
Research, Education & Teaching
Admissions Discharge
Duke Children’s Hospital Balanced Scorecard
Internal Processes
Mission
To provide patients, families and primary care physicians with the best, most compassionate care possible and to excel at communications
Wait Time Quality Productivity Readmission Rate Infection Rates Blood Culture
Contamination Rate
Use of Clinical Pathways (Top 10)
Length of Stay Daily Staffing vs.
Occupancy
Communication Staff retention Staff approval ratings Productivity through
work redesign
Strategic Database– Availability– Use
% Satisfied % Would Recommend % Parents Could
Articulate Care Plan Discharge Timeliness
Customer
Patient Primary Care Physician
% Satisfied with Communication
% Parents Could Identify DCH Physician
Cost per Case Match flexible
budget
Financial
Revenue from Neonatal Care
Operating Margin
© 2000. The Balanced Scorecard Collaborative, Inc. Robert Kaplan and David Norton. All rights reserved
How to Evaluate BSC Effectiveness?• Internal validity
• Cause and effect relations
• Logic of accounting relations
• Credible story
• External validity• Financial verification of finality relations
• Acceptance and belief in the “story of success”
BSC Opportunities & Questions
Balanced ScorecardOpportunities
Balanced ScorecardQuestions
Strategy Formulation - Recipe for success - Model comparative advantages
Strategy Communication - Story of success - Model impacts of actions
Performance Measurement - Leading indicators - Operational planning
Performance Evaluation - Motivation - Comprehensive performance
Is BSC strategy formulationprocess more effective andefficient?
Is BSC strategy communicationmore effective and efficient?
How good is quality of BSC dataand measures ?
Is BSC a causal model? Is BSC statistically reliable?
Does BSC improve motivation? Is BSC effective basis for
evaluation?