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in the last hour – the CEO has the opportunity to try to persuade the staff member to stay

      ● Late deliveries to key customers

      ● Key position job offers issued to candidates that are more than three days outstanding – the CEO has the opportunity to try to persuade acceptance of offer

      ● List of late projects, by manager, reported weekly to the senior management team

      ● Number of vacant places at an important in-house course – reported daily to the CEO in the last three weeks before the course is due to run

      ● Number of initiatives implemented after the staff-satisfaction survey – monitored weekly for up to three months after survey

      ● List of level one and two managers who do not have mentors, reported weekly to the CEO – this measure would only need to be operational for a short time on a weekly basis

      ● Number of innovations planned for implementation in the next 30, 60, or 90 days – reported weekly to the CEO

      ● Number of abandonments to be actioned in the next 30, 60, or 90 days – reported weekly to the CEO

      ● Major projects awaiting decisions that are now running behind schedule – reported weekly to CEO

      ● Complaints from our key customers that have not been resolved within two hours – report 24/7 to CEO and GMs

      ● Key customer enquiries that have not been responded to by the sales team for over 24 hours – report daily to the GM

      ● Date of next visit to major customers by customer name – report weekly to CEO and GMs

      For government and nonprofit agencies, key performance indicators could also include:

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      1

      Dean R. Spitzer, Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success (New York: AMACOM, 2007).

      2

      Dean R. Spitzer, Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success (New York: AMACOM, 2007).

      3

      Elizabeth Haas Edersheim, The Definitive Drucker: Challengers

1

Dean R. Spitzer, Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success (New York: AMACOM, 2007).

2

Dean R. Spitzer, Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success (New York: AMACOM, 2007).

3

Elizabeth Haas Edersheim, The Definitive Drucker: Challengers for Tomorrow's Executives – Final Advice from the Father of Modern Management (New York: McGraw-Hill, 2006).

4

Thomas J. Peters and Robert H. Waterman, In Search of Excellence: Lessons from America's Best Run Companies (New York: Harper & Row, 1982).

5

David Parmenter: Introduction to Winning KPIs, www.davidparmenter.com, 2014.

6

Dean Spitzer, Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success (New York: AMACOM, 2007).

7

John Kotter Leading Change, (Harvard Business Review Press, 2012).

8

David Parmenter, The Leading-Edge Manager's Guide to Success: Strategies and Better Practices (Hoboken, NJ: John Wiley & Sons, 2011).

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