Killer Analytics Top 20 Metrics Missing from your Balance Sheet

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.

For more than thirty years, MARK GRAHAM BROWN has consulted for businesses, including Pfizer, Medtronic, Nestle Purina, and Sysco, as well as a host of government and military clients on how to improve their performance. Regarded as one of the top experts in the world on performance measurement, Mark has written over fifty articles on performance management and is the author of four books. He conducts public workshops in the United States and Europe for the Institute of Management Studies and keynotes for professional events around the world.

Foreword

Preface

Acknowledgments

Introduction: What Are Predictive Analytics?

Learning from Past Mistakes

Organizational Cholesterol

Uses of Predictive Analytics

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 I: 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/Effort to Measure

How Do I Measure it?

Formula and Frequency

Variations

Targets/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/Effort to Measure

How Do I Measure it?

Formula and Frequency

Variations

Targets/Benchmarks

Benefits of Data

Chapter 3 Project Management Index

Types of Organizations Where this Metric is Appropriate

How Does this Impact Performance?

Cost/Effort to Measure

How Do I Measure it?

Process and Churn: Two Additional Metrics to Consider in a Project Management Analytic

Measuring Risk on Projects

Variations

Formula and Frequency

Targets/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/Effort to Measure

How Do I Measure it?

Knowledge Management Metrics

Lean or Six Sigma Metrics

Formula and Frequency

Variations

Targets/Benchmarks

Benefits of Data

Note

Chapter 5 The Risk Index

Types of Organizations Where this Metric is Appropriate

How Does this Impact Performance?

Cost/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/Effort to Measure

How Do I Measure it?

Formula and Frequency

Variations

Targets/Benchmarks

Benefits of Data

Chapter 7 The External Factors Index

Types of Organizations Where this Metric is Appropriate

How Does this Impact Performance?

Cost/Effort to Measure

How Do I Measure it?

Variations

Formula and Frequency

Targets/Benchmarks

Benefits of Data

Chapter 8 The Sustainability Index

Types of Organizations Where this Metric is Appropriate

How Does this Impact Performance?

Cost/Effort to Measure

How Do I Measure it?

Variations

Formula and Frequency

Targets/Benchmarks

Benefits of Data

Note

Part II: Customer/Stakeholder Analytics

Chapter 9 The Outcomes Index

Types of Organizations Where this Metric is Appropriate

How Does this Impact Performance?

Cost/Effort to Measure

How Do I Measure it?

Formula and Frequency

Variations

Targets/Benchmarks

Benefits of Data

Chapter 10 The Customer Engagement Index

Types of Organizations Where this Metric is Appropriate

How Does this Impact Performance?

Cost/Effort to Measure

How Do I Measure it?

What Factors Should be Included in a Customer Engagement Index?

Variations

Formula and Frequency

Benefits of Data

Chapter 11 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/Effort to Measure

How Do I Measure it?

Sorting out the Beautiful from Ugly Customers

How Do I Measure it?

Variations

Targets/Benchmarks

Benefits of Data

Notes

Chapter 12 Service Excellence Index

Types of Organizations Where this Metric is Appropriate

How Does this Impact Performance?

Cost/Effort to Measure

How Do I Measure it?

Formula and Frequency

Variations

Targets/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/Effort to Measure

How Do I Measure it?

Tracking Aggravations at Different Types of Organizations

Hospital Rage Index

Advantages and Disadvantages of the Aggravation/Rage Index

Constructing the Index

Formula and Frequency

Variations

Targets/Benchmarks

Benefits of Data

Chapter 14 The American Index

Types of Organizations Where this Metric is Appropriate

How Does this Impact Performance?

Cost/Effort to Measure

How Do I Measure it?

Variations

Formula and Frequency

Targets/Benchmarks

Benefits of Data

Chapter 15 Corporate Citizenship Index

Types of Organizations Where this Metric is Appropriate

How Does this Impact Performance?

Cost/Effort to Measure

How Do I Measure it?

Formula and Frequency

Variations

Targets/Benchmarks

Benefits of Data

Notes

Part III: People Analytics

Chapter 16 Human Capital Index

Types of Organizations Where this Metric is Appropriate

How Does this Impact Performance?

Cost/Effort to Measure

How Do I Measure it?

Formula and Frequency

Variations

Targets/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/Effort to Measure

How Do I Measure it?

Net Promoter Score

Using Social Media to Track Employee Happiness

Formula and Frequency

Variations

Targets/Benchmarks

Benefits of Data

Note

Chapter 18 The Culture Index

Types of Organizations Where this Metric is Appropriate

How Does this Impact Performance?

Pets Before Profits: Purina’s Corporate Culture

Cost/Effort to Measure

How Do I Measure it?

Variations

Formula and Frequency

Targets/Benchmarks

Benefits of Data

Note

Chapter 19 The Distraction Index

Types of Organizations Where this Metric is Appropriate

How Does this Impact Performance?

Cost/Effort to Measure

How Do I Measure it?

Formula and Frequency

Variations

Targets/Benchmarks

Benefits of Data

Chapter 20 Corporate Wellness Index

Types of Organizations Where this Metric is Appropriate

How Does this Impact Performance?

Half-Hearted Approaches to Wellness

What Really Works: Tough Policies

What Really Works: In-House Health/Wellness Centers

What Really Works: Hiring the Right People

Cost/Effort to Measure

How Do I Measure it?

Variations

Formula and Frequency

Targets/Benchmarks

Benefits of Data

Note

About the Author

Index

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