Dashboard/Balanced Scorecard for comparing Market Unit

Tim KlimaviczTim Klimavicz Senior Program DirectorFounding Member | Scholar ✭✭

We are working on a Exec Dashboard focused on comparing performance across our North America Services Market Units. The goal is to provide a concise ~2 page format of key insights to regional leadership and individual leaders of each unit (geographical or industry based), and promote some healthy competition between the MUs.

As you can imagine, at SAP we have plenty of existing dashboards, reports and other data so not it's matter of having information available, but more about distilling down to manageable list of key metrics that define what good looks like and provides our leaders insight across financial, sales, delivery, transformation, operational excellence and people topics.

Does anyone have a good example of a concise format they are willing to share, or any unique metrics you have found useful to measure your services business (in addition to the typical financial, sales and delivery KPIs)?

Answers

  • George HumphreyGeorge Humphrey Vice President and Managing Director Member | Guru ✭✭✭✭✭

    Hi Tim, I'm anxious to see what kind of feedback you get from other TSIA members and the community at large on this. When we work with members on governing regional performance, it obviously depends first on the kind of business. For example, a PS dashboard will be very different from a managed services or support services dashboard.

    With regard to key metrics, for a QBR or an MBR, we always recommend top financial metrics first such as Total Recurring Revenue Growth, Recurring Revenue Retention, Erosion, Number of new deals, Win Vs. Loss, Gross Margin, Operating Income, etc.

    For org performance you'll want to have a dashboard that includes things like SLA performance, resource utilization, top monitored accounts, financial and delivery operations risk, etc.

    The key is to not overload these dashboards. No more than 8-10 metrics on a single slide will quickly indicate the health of the region/market. Each metric should give you clues as to where the performance challenges are. For example, revenue retention issues often indicate lack of customer success deficiencies such as adoption monitoring, performance reviews with clients, poor delivery performance and so on.

  • Cindy YoungCindy Young Senior Manager Founding Member | Scholar ✭✭

    For Professional Services, we compare businesses monthly, actual/forecast vs. plan and prior year, using the following metrics: recognized revenue, billed hours, hourly rate, and utilization and we add a customer satisfaction measure.

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