Key Performance Indicators

Innovations Team
Business Development Department

1 September 2008
 Prologue
• Within the Business Development department of
MAPL
– INNOVATIONS is a specialized cell whose objectives
& methodologies may vary from other specialized
cells of the group
• i.e. Is Innovations = Strategic Planning? Not always!

• i.e. Is Brand PR = Carrot Communications = Connect PR?

– So, in order to further clarify INNOVATIONS, a
‘working’ definition is needed…
 Defining INNOVATIONS
• Any process or adaptation through which either
– 30% increase in operating efficiency is achieved
– 30% increase in operating profit is achieved
• OR BOTH!
• A new way of doing the same thing OR the same
way of doing a new thing
• OR BOTH!
• innovate = to give birth to = conceive = create
opportunity to conceive…
 But…
• Creating the opportunity to conceive implies
that the organization must have
– STRATEGIC PATIENCE
• For the following KPI’s to be ‘working’
• But with a deadline!
– i.e. Google Work Ambiance: ‘let them roam and results will
come’
– i.e. Toyota Innovation Goals: ‘1m innovations per year’
• Though, there are negative variables of strategic patience
– The Bangladesh mindset is ‘results now’
– Internal politics sometimes don’t allow these processes
– Employee turnover makes it difficult to implement these in
the long term
Keeping that in mind...
Key Performance Indicators
for
Innovations Team

Using action words!

 ‘Create’ new relationships
WHAT
• With clients
• With internals
• With clients, 3rd parties
• With brands
HOW
2. Cold call, introductory
letter, email
4. Lunch, desk visit
6. Open calls, events
8. Using something
different from the
current
 ‘Improve’ the present
WHAT HOW
2. Review the past 2. Plan to give a different
solution with ‘examples’ &
learning from the past
4. Forecast the future

4. Plan to give a different

6. Practice personal
solution keeping the future
improvement
variables in mind

8. Pay strict attention to waste

management 6. Improve housekeeping habits
& etiquette

8. Reuse, recycle, reduce

 ‘Elevate’ new leaders
WHAT HOW
2. Empathy 2. Put yourself in their shoes

4. Listening Skills 4. To their personal &

professional issues

6. Teaching 6. The how and what and how-

not-to and what-not-to
8. Stepping aside
8. Delegate
10. Introducing
10. Openly praise, criticize,
admonish, but at least state
a ‘positive’ about the person
Vertically & Horizontally
 ‘Make’ room for fresh ideas
WHAT HOW
2. Forget about the past 2. Try to avoid using the

4. Share & learn 4. Practice ways of sharing

information vertically &
horizontally
6. Exercise the brain & body
6. Cafeteria, Gym, Diet
8. Interact
8. Speak up and be heard
10. Agenda
10. Set a goal according to a
timeline i.e. “to do
something new each week”
‘Give’ yourself a reality check
WHAT HOW
2. Are you
right/wrong/doubtful?
REVIEW and DISCUSS
4. Is your client with yourself,
right/wrong/doubtful? immediate superior,
MC, Innovations Team,
Client, the
6. Is your method person/group in
right/wrong/doubtful? question.
8. Are your partners
right/wrong/doubtful?
 Delivering Results
• The key performance indicators will
provide a metric for individual
assessment
• In unison, when innovation performance
metrics are aligned
– Major milestones can be identified and
implemented
– Team & Department business objectives can
be addressed & achieved
 Grading
• Innovations Team is still ‘developing’ in size
• For the time being,
– Three grades are implied
• With all the five mentioned indicators
– According to managerial level, the acceptable levels
are
• Director: 90%-100%
• Manager: 80%-90%
• Sr. Executive: 70%-80%
Now let’s talk about how to go
from good to great!
Thank you!